Total quality management

By: Mohamed Ayman Abdallah

Student in the Faculty of
Nursing, Beni Suef National
University 2023

Under supervision: Prof./

Salwa Ahmed
Outlines:
1) Definition of TQM
2) PRIMARY ELEMENTS &
PRINCIPLES OF TQM
3) BENEFITS OF TOTAL
QUALITY MANAGEMENT
4) TQM
IMPLEMENTATION AND
SYSTEMS
5) FACTOR LEADING TO
FAILURE IN TQM
 Definition of total quality
management:
A core definition of total quality
management (TQM) describes a
management approach to long-term
success through customer
satisfaction. In a TQM effort, all
members of an organization
participate in improving processes,
products, services, and the culture in
which they work. ..
 PRIMARY ELEMENTS &
PRINCIPLES OF TQM:

TQM can be summarized as

a management system for a
customer-focused
organization that involves all
employees in continual
improvement. It uses
strategy, data, and effective
communications to
integrate the quality
discipline into the
culture ,the successor to
TQM. Here are the 8
principles of total quality
management:
1. Customer-focused: The  

customer ultimately determines the

level of quality. No matter what an
organization does to foster
quality improvement—training empl
oyees, integrating quality into the
design process, or upgrading
computers or software—the
customer determines whether the
efforts were worthwhile.
2. Total employee
involvement: All employees
 

participate in working toward

common goals. Total employee
 commitment can only be obtained
after fear has been driven from the
workplace, when empowerment has
occurred, and when management
has provided the proper
environment. High-performance
work systems integrate continuous
improvement efforts with normal
business operations. Self-managed
work teams are one form of
empowerment.
3. Process-centered: A
fundamental part of TQM is a focus
on process thinking. A process is a
series of steps that take inputs from
suppliers (internal or external) and
transforms them into outputs that
are delivered to customers (internal
or external). The steps required to
carry out the process are defined,
and performance measures are
 continuously monitored in order to
detect unexpected variation.
4. Integrated system: Although an
organization may consist of many
different functional specialties often
organized into vertically structured
departments, it is the horizontal
processes interconnecting these
functions that are the focus of TQM.
1) Micro-processes add up to
larger processes, and all
processes aggregate into the
business processes required for
defining and implementing
strategy. Everyone must
understand the vision, mission,
and guiding principles as well as
the quality policies, objectives,
and critical processes of the
organization. Business
performance must be monitored
and communicated continuously.
 2) An integrated business
system may be modeled after
the Baldrige Award criteria
and/or incorporate the ISO 9000
standards. Every organization
has a unique work culture, and it
is virtually impossible to achieve
excellence in its products and
services unless a good quality
culture has been fostered. Thus,
an integrated system connects
business improvement elements
in an attempt to continually
improve and exceed the
expectations of customers,
employees, and other
stakeholders.
5. Strategic and systematic
approach: A critical part of the
 

management of quality is the

strategic and systematic approach
to achieving an organization’s
 vision, mission, and goals. This
process, called strategic planning or
strategic management, includes the
formulation of a strategic plan that
integrates quality as a core
component.
6. Continual improvement: A
large aspect of TQM is continual
process improvement. Continual
improvement drives an organization
to be both analytical and creative in
finding ways to become more
competitive and more effective at
meeting stakeholder expectations.
7. Fact-based decision
making: In order to know how well
an organization is performing, data
on performance measures are
necessary. TQM requires that an
organization continually collect and
analyze data in order to improve
 decision making accuracy, achieve
consensus, and allow prediction
based on past history.
8 . Communications: During times
of organizational change, as well as
part of day-to-day operation, effective
communications plays a large part in
maintaining morale and in motivating
employees at all levels.
Communications involve strategies,
method, and timeliness.
 BENEFITS OF TOTAL
QUALITY MANAGEMENT:
1. Strengthened competitive position
2. Adaptability to changing or emerging
market conditions and to
environmental and other government
regulations
3. Higher productivity
4. Enhanced market image
5. Elimination of defects and waste
6. Reduced costs and better cost
management
7. Higher profitability
8. Improved customer focus and
satisfaction
9. Increased customer loyalty and
retention
10. Increased job security
11. Improved employee morale
12. Enhanced shareholder and
stakeholder value
13. Improved and innovative
processes
 TQM implementation and
systems:
When planning and implementing a
total quality management system or
quality management strategy, there is
no one solution for every situation or
workplace.
Each organization is unique in terms of
the culture, management practices,
and the processes used to create and
deliver its products and services.
Quality management strategy vary
from organization to organization;
however, a set of primary elements
should be present in some format.
 General strategy model for the
implementation of total quality
management systems:

1) Top management learns about and

decides to commit to TQM. TQM is
identified as one of the organization’s
strategies.
2) The organization assesses current
culture, customer satisfaction, and
quality management systems.
3) Top management identifies core
values and principles to be used, and
communicates them.
4) A TQM master plan is developed on
the basis of steps 1, 2, and 3.
5) The organization identifies and
prioritizes customer demands and
 aligns products and services to meet
those demands.
6) Management maps the critical
processes through which the
organization meets its customers’
needs.
7) Management oversees the
formation of teams for process
improvement efforts
8) The momentum of the TQM effort is
managed by the steering committee.
9) Managers contribute individually to
the effort through hoshin planning,
training, coaching, or other methods.
10)Daily process management and
standardization take place.
11)Progress is evaluated and the plan is
revised as needed.
 12)Constant employee awareness and
feedback on status are provided and a
rewar

 Factors leading to failure in

total quality management:
There are both theoretical and practical
difficulties in applying TQM in
organisations.
And they are as follows:
1) Ineffective TQM package,
inappropriate TQM plan.
2) Inappropriate
environment.
3) Insufficient education and
training.
4) lack of employees.
5) lack of top management
support.
6) inadequate resources
7) deficient leadership
8) lack of a quality-oriented
culture,
9) poor communication
10) lack of a plan for
change and employee
resistance to the change
programme.