Building Blocks of

UNIT 3 BUILDING BLOCKS OF TQM TQM

Objectives
After reading this unit you should be able to understand to core values of
TQM:
• Compreherd the beliefs of TQM;
• Explain the importance of TQM;
• Understand the role of top Management in TQM;
• Examine the two Major building blocks of TQM : PDCA and Kaizen .
Structure
3.1 Introduction
3.2 Core Values of TQM
3.3 Total Quality Management Beliefs
3.4 Importance of TQM
3.5 Key Success Factors
3.6 Role of top Management in TQM
3.7 Plan-Do-Check-Act (PDCA) cycle
3.8 Kaizen
3.9 Summary
3.10 Key Words
3.11 Self-Assessment Questions
3.12 Further Readings

3.1 INTRODUCTION
It is crucial when an organization transitions from a functional type to a process
improvement type. Organizations have been built around functions for many
years. In reality, an organization develops a growing number of functions. A
functional organizational structure creates a kind of workplace where
opportunities for improvement are ignored. There is minimal need for original
thought after the roles are defined, the rules created, and the policies put into
place. Unlocking the brainpower of front-line employees is one of the most
challenging tasks facing modern enterprises. In this unit we try to explain the
core values of TQM, the reasons for the success of TQM and understand the
two key pillars of TQM, PDCA and Kaizen concepts.

3.2 CORE VALUES OF TQM

There are some core values of TQM which needs to be followed by the
organizations. These are:
• A TQM system of management must begin and end with its customers. 57
TQM: An Overview • Management decisions should be based on facts. Accurate and meaningful
data helps in appropriate decision making.
• It should involve continuous improvement.
• Partnerships with suppliers, customers, and other organizations should
be encouraged and worked out.
• The authority to improve the processes should be granted to the employees.
Some organizations may not be willing to focus on meeting or exceeding
customer expectations whereas some others may not be willing to gather,
analyse, and make decisions on accurate data. Some organizations may not
be recognized to accept process improvement (no matter how small) as
something whereas some may not be willing to develop partnerships and
linkages with their processes. They may not be willing to empower frontline
workers to improve the processes. The Total Quality Management does not
work in such organization.
On the other hand, there are organizations that act as high priority to meeting
or exceeding customer expectations. They let data dominate decisions and
they believe in making incremental changes, and in developing partnerships
with those who in some way or the other are linked with the organization and
its processes. They further believe in empowerment of its employees and such
Organizations are most likely to use TQM approach. We shall now examine
the management aspects that are essential for TQM to work in an organization.

3.3 TOTAL QUALITY MANAGEMENT BELIEFS

A belief is a habit of mind that implies placing trust or confidence in something.
Vital to Total Quality management, a set of beliefs should be developed if an
organization decides to adopt and implement Total Quality Management. An
organization considering TQM should first examine the fundamental aspects
underlying TQM. If management does not embrace these beliefs, then it is
difficult to implement a successful TQM initiative.
Many organizations that attempt to implement TQM are unsuccessful because
management fails to adopt new set of beliefs. It is practically impossible to
make TQM work when management hangs on to the old mindset. The TQM
initiatives is built upon the certain beliefs. These beliefs are as follows:
Belief No. 1: People Are Untapped Resources
People who work in an organization are the organization’s most valuable
resource. Traditional organizations have often stated that people are its greatest
resource, but believe that “If people would just do what they are told to”; the
organization would be effective. Many organizations now rely on technology
for advancement. The goal is to have technology replace the employee.
Technology can replace employee but to a certain extent. For example, there
used to be many “brain dead” jobs in industry. For eight hours a day, a person
would move just one part, e.g., a piece of sheet metal or a door handle or a
fender, from one place to the other. This was a mechanical job which did not
58 require any thinking. Such jobs have now been replaced by technology.
Today, because of the advancement of technology and the advancement of Building Blocks of
TQM
modern management systems, workers are seldom hired just to do one specific
task. Rather, people are asked to work in teams to use their brains to make
improvements in the process. Instead of treating their workers like robots,
management must find ways to untap their brains so that individual abilities
and skills can be maximized. TQM is a management system that allows people
to use their brains to improve organizational processes.
If managers believe that the utilization of brains belongs only to top
management, then they should not adopt TQM. If however, they believe that
all employees, no matter at what level of the organization, can make a
significant contribution, then TQM is an excellent management system.
Examples show that most employees , even with a lack of financial incentive,
appreciate the opportunity to use their brains.
Belief No. 2: People Who Do the Work Are in the Best Position to improve
organizational processes
For years, management thinking was that the employees were just meant to
work. It was management’s job to figure out how to improve the system.
Consequently, managers would spend their time planning, organizing,
directing, and controlling their employees. Managers spent most of their time
trying to control people.
They believed that if they controlled people, then they were successful
managers. On the other hand, in Total Quality Management, the manager’s
concern is supposed to be with the process, and not controlling people. In
fact, there is less need for traditional role of managers in a TQM organization.
Who knows the job better than the individual doing it? Who else sees problems
or potential problems better? The workers, and not their supervisors, or top
executive far away, are in the best position to improve work. If a team formed
with members who are a close unit and work on the process, are allowed to
meet an hour in a week to make improvements, the process would run far
more effectively. For a team to be effective, however, they must have accurate
data based on the quality indicators that are measured. If managers can tap
the brains of the people closest to the work, then the processes will be
successful.
Belief No. 3: Continual Improvement
Traditional management largely focuses on innovation, or in today’s language,
“reengineering or “reinvention”. In TQM it is believed that the most effective
way for an organization to improve is to make continual improvements.
Incremental changes, small steps over time which are rewarding for the
organizations are advocated. It is believed that if an organization would
incorporate its customers as the driving force and focus on continual
improvement of its processes to meet or exceed customers’ expectations, a
quality organization would evolve.
The top management provides the vision, the mission, and the guiding
principles. The workers, through continual improvement of their processes,
meet or exceed customer expectations. 59
TQM: An Overview Belief No. 4: Value Driven Behaviour
Values are what ought to exist in the workplace. Values are concepts that
have relative worth and importance to each individual. For society to live
cohesively together, people must share values. When people have conflicts,
they often result from a difference in values. It is believed that an effective
organization shares similar values. It is believed that these values should be
published, role-modelled, and used to select people who are entering the
organization. For example, a government organization values in general
diversification of its workforce. If an individual does not value diversification,
s/he should understand that working in a government organization may not
be suitable from the view point of her/his background and preferences.
Values serve to notify all employees of proper behaviour. Therefore, managers
themselves have to role model the desired values and not spend their time
controlling other people’s behaviour by coming up with their own set of values.
Traditional management allows the manager to set values as to what is
important so that s/he may use these to control others. For an organization to
be effective, a set of values must serve as guiding principles. Though the
primary set of values adopted by an organization directs behaviour in the
organization, employee may add their own values to this.
Some managers reject the concept of organizational values because they like
to control people using their personal value system. Organizations should not
tolerate such managers who violate the values of the organization. For “total”
quality management, some core values are necessary. Managers should not
be allowed to impose their own personal values as those of the organization.
People working in the organization including everyone from the top executive
to the front-line worker are expected to share and respect a common set of
values.
Belief No. 5: Prevention As Opposed To Detection
In TQM, it is believed that the best investment is the one that prevents problems
rather than detects mistakes.
Too many organizations have quality control divisions whose job is to inspect
end-quality. The quality department may send defects back to the
manufacturing department, (which usually complains that if it had been
designed right, it could be built right) or the quality department itself repairs
the defects.
Errors are frequent in organizations. Sometimes customers detect these errors,
and sometimes these errors are found out internally. According to Deming
and Juran, 85 percent of errors are system errors and only five percent can be
attributed to worker error. The focus of Total Quality Management is on
prevention. It is believed that if an organization improves its management
systems, it can prevent mistakes in the system.
Belief No. 6: Organization-Wide Involvement and Commitment
From top to bottom, everyone in the organization must be involved in Total
60 Quality Management. Not only the top management but everybody should
believe in the TQM initiative. It should be everyone’s responsibility to work Building Blocks of
TQM
for making continuous improvements in the processes of an organization. In
a TQM organization, you don’t leave your brains on the door while you enter
the workplace; rather you carry it to work along with you and is required to
be used. TQM is not a management method that can be selected for use by
specific managers. It is an organization-wide commitment that is required.
For years, managers required loyalty as their primary value. They wanted
people who were only loyal to them. Since so many things in organizations
were done secretly, loyalty was required. Managers did not share data, kept it
to themselves, interpreted it, and took action. The subordinates were supposed
to make the manager look good and, in turn, the manager would give them
raises. Managers built their own teams and expected loyalty. The managers
in turn worked on similar lines.
In a TQM organization, loyalty is to the organization and not to a specific
manager. Organization-wide values drive behaviour, and the system is an open
system where data flows openly and each worker has access to the data.
Leaders must walk the talk and demand that quality be the most important
component of all work. Managers and supervisors have to embrace the above
six beliefs of TQM and only then can they persuade employees to accept the
TQM techniques or motivate them to actually use them.
Activity 1
Suppose you are a manager in a Service Organization. Examine the beliefs
that are missing amongst your colleagues and how it is affecting their
efficiency.
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3.4 IMPORTANCE OF TQM

New management approaches are often greeted with a combination of hope
and scepticism. As management becomes more complex, we are all looking
for some system that will suddenly illuminate our confusing world and show
us the way to get things under control. In the early years of the Industrial
Revolution, “scientific management” offered a precise systematic way to
increase efficiency and productivity. Then “human relations” and “democratic
leadership” seemed to be the approach to enlist the cooperation of workers.
Management by Objectives promised to ensure a better understanding between
a boss and her/his subordinates and to elicit greater worker commitment to
do the job right.
Now it is TQM that is in the spotlight. Executives who do not know about
TQM are just not with it. It is now regarded as the only route to organizational
61
TQM: An Overview survival. When experienced managers tell us that they are enthusiastic about
TQM, they generally cite one or more of the following reasons:
• It has a proven track in some very successful organizations.
• It combines and integrates many management approaches with which we
are familiar.
• It is consistent with values we admire.
Let us examine each of these briefly.
TQM Has A Proven Track Record
Many Indian Organizations have adopted TQM as their mode of operation
like Larsen &Toubro Ltd., Bhilai Steel Plant, WIPRO, ITC, TISCO to name
a few. Some of these Organizations began to take TQM seriously when they
saw that they would lose significant market share in the European countries
unless they go for ISO 9000. The creation of the Rajiv Gandhi National Quality
Award in 1992 gave further impetus to the quality movement.
In the U.S.A., this had happened in a big way. In May 1991, the U.S. General
Accounting office undertook a study of Organizations using TQM. Their report
concluded, “Organizations that adopted quality management practices
experienced an overall improvement in corporate performance”. In nearly all
cases, Organizations that used total quality management practices achieved
better employee relations, higher productivity, greater customer satisfaction,
increase in market share, and improved profitability.
TQM Combines and Integrates Many Management Approaches
The search for the best way to manage organizations has been going on for a
long time. The conceptual innovations occurred at different times, across the
globe managers tend to adopt and discard them one at a time. TQM brings
many of these concepts and approaches together for the first time. Figure 3.1
gives an overview of the management approaches that have contributed to TQM.

Figure 3.1: Management Approaches and TQM

62
Some of the key take away from these approaches are as follows: Building Blocks of
TQM
• Scientific management taught us how to seek the best way to do a job by
measuring time, motions, and results.
• Group dynamics taught us how to unleash the mental and emotional power
of a group to solve problems.
• Training and development gave us insights into how people learned and
showed us how to design effective learning experiences for adults.
• Achievement motivation theory made us aware of how much satisfaction
we get from accomplishing something.
• Employee involvement strategies helped us to learn that workers become
more responsible when they can influence the way their organization works
and the way they do their jobs.
• Linking-pin organizations, a concept used by Rensis Likert (1967) that
perceives organizations to be a series of overlapping teams in which each
manager is a leader of one group and a member of another.
• Socio-technical systems made us think of organization as a system in
which parts are interdependent.
• Organizational Development Theory and practice taught us how to think
about change and how to help a whole organization in identifying and
diagnosing its problems for learning to improve.
• Corporate culture made us aware of the power of beliefs and myths in
influencing people to decide on their priorities for doing work.
• New leadership theory taught us the difference between leading and
managing and the importance of vision, trust, and empowerment in
mobilizing human effort.
• Strategic planning gave us the technology to map an organization’s
environment and to plan its development in a systematic way.
An extensive body of organizational and management theory, research, and
practice has emerged during the twentieth century. It has provided both the
theoretical base and the technology that has made TQM possible. Another
interesting perspective on the evolution of quality shows that organizational
interest has moved from productivity to quality to Total Quality over a period
of time.
The approach on how workers should be treated has changed altogether. The
Industrial Revolution, with its emphasis on mass production, viewed workers
as cogs in the industrial machine. They did what machines could not do. As
“hired hands”, they were expected to perform like sophisticated machines for
good wages. However, the 1970s gave more attention to the feelings, attitudes
and commitment of workers. People began talking about the quality of work
life - and it was clear that workers were interested in more than a pay check.
Quality circles recognized that workers had ideas, that they could identify
and solve problems which were overlooked by the managers. Once this was
recognized, the next step was to involve the employees more in the planning 63
TQM: An Overview process itself. This continued and the growing recognition of employee
competence increased until enlightened organizations gave employees as much
power as possible to achieve agreed-upon objectives.
TQM is Consistent With the Values
Perhaps one of the most attractive aspects of TQM is that it is based on a very
humanistic set of values. It begins with the mandate that our responsibility is
to serve the customer. To do that, we must listen to, and understand, the
customer’s needs.TQM then encourages us to work collaboratively with others.
It asks us to set goals and systematically assess our progress towards them,
and then to keep on improving. It also transforms problems into learning
opportunities. It is believed that these underlying values and beliefs are part
of the power that makes TQM so attractive to many executives, managers,
and workers. One can argue about its realism and practicality, but cannot
argue with its guiding values.
In the subsequent section, we will examine the importance of TQM.
Process improvement and innovation enhances a positive reception, which
are achieved through the improvement of quality. Organizations have already
realized considerable success through practicing TQM. Many management
principles have culminated together in this. In addition, the values we admire
are found in TQM practices.

3.5 KEY SUCCESS FACTORS

We have outlined the foundations and beliefs that are critical to the successful
implementation of Total Quality Management. However, TQM does not come
with a guarantee. The Awards for industries and service organizations identifies
some of the outstanding successes of TQM. In some organizations where TQM
efforts have fallen short of the expectations, it has been abandoned. The key
success factors for TQM are as follows:
• Aims and Objectives of TQM
• Support and Commitment of Top Management
• Time to apply TQM approach
• Resources for TQM
• Personal Attributes
• Strategic Planning
• Steering Group to Manage Change
• Adoption of Ethical Approach
Aims and Objectives of TQM
You should know your goal. Why do you need to change? Do you want to
empower staff, reduce defects or improve customer loyalty? If you know what
you are seeking, you can organize the TQM programme to achieve your aim.
Without a specific goal, the programme will lack direction.
64
Support and Commitment of Top Management Building Blocks of
TQM
This is an essential condition for TQM success. TQM is a major strategic
process that must come from the top of the organization. Before people in the
middle or at the bottom can be convinced of change, they have to be certain
that this is a serious transformation. It is not the kind of programme that the
CEO can launch with a single speech and then delegate to a junior, while
concentrating on the test of the organization’s business.
Senior managers who have risen in the organization because of their particular
style of management are not likely to abandon that style unless the top person
makes it absolutely clear that TQM is to be the defining guideline. Where
this support from the top is lacking or perceived to be only a token, the effort
is likely to fail.
Time to apply TQM approach
Implementing TQM would take up a lot of managers’ time. The time factor
has to be considered carefully. When a TQM programme fails, it is often
because the management fails to give it enough time. If managers are told to
carry out a TQM project in their spare time, it is unlikely to be successful.
Not only senior managers will need to spend many hours a week on the
programme, but also they will have to wait several years to see any results.
There is a danger of losing interest in TQM, if immediate results are not coming.
Senior managers should not get disappointed if things are not fast improving.
Resources for TQM
If you develop your programme in-house, you will have to pay the salary of a
full-time TQM coordinator. You may have to pay for training courses. In
addition, there is the time of senior managers and other staff. Employees will
spend time in meeting or visiting other organizations. You may also print
certificates, pens or mugs as give-always. If you decide to use constancy, you
will have-to pay its fees. So before you rush into a TQM programme, you
should set aside a budget.
Personal Attributes
It takes a leader to have certain personal attributes to make a TQM
organization. Figure 3.2 depicts these attributes. These attributes like vision,
integrity, determination and courage help the organization sustain different
circumstances.

Figure 3.2: Attributes of a TQM Organization

65
TQM: An Overview Strategic Planning
A careful job of assessing the organization’s readiness to accept and embrace
TQM is necessary. The top managements may ask itself several questions
before launching the TQM venture. They should begin with very basic
questions: What are our values? What is our mission? Who are our customers?
Who are the stakeholders in our organization, i.e., the people who are affected
by what we do and who have an impact upon us? What are our strengths and
weaknesses? Who are our competitors? What kind of organization do we want
to become? Careful and thoughtful preparation to these questions will
significantly increase the chances of building a Total Quality Organization.
Steering Group to manage change
Successful TQM change efforts involve a team of top executives in planning
and guidance. The existence of such a steering group will reassure people
throughout the organization that this is not just another programme but a
permanent change of direction. It will also be the best vehicle for assessing
the pace of the change effort and deciding what resources can be devoted to
it. With this kind of steady guidance, the chances of successful organizational
change increases significantly.
The quality facilitator in an organization is one of the most important person
who has a day-to-day responsibility of TQM. Above all, the departmental
managers must create an atmosphere of total quality in their own areas. So
the facilitator (sometimes known as the coordinator) will simply remind, advise
and encourage staff about. The facilitator needs to have sufficient seniority to
persuade others to adopt TQM. A formal job description should be written,
outlining her/his authority.
In a small organization the facilitator will report to the chief executive. In
larger organizations, s/he might report to another member of the board.
Whoever has responsibility must be committed to the success of the project,
and must be at the Organization’s top level of management. Otherwise, the
TQM programme will not receive the resources and authority it needs.
Adoption of Ethical Approach
TQM is based on honesty and integrity. It requires the organization to satisfy its
customers, and to be honest and open with its employees. That means the
organization has to be ethical. Every organization, like every human, has moral
failings. Before a TQM programme starts, the organization should carry out an
ethics audit, and draw up an ethics policy. The ethics audit should cover
relationships with the government, customers, suppliers, staff, and the
environment. It may relate to tax evasion, bribes, and forming cartels. Policies on
offensive advertising and environmental management might need to be formulated.
In this section, the key success factors of TQM in an organization have been
studied. Top management should have clear objectives. They should give full
support with time and resources and have personal qualities. A steering group
has to be formed to plan the activities. Above all, TQM is not a tool, but
philosophy of work life, requiring an ethical approach.
66
 Building Blocks of
3.6 ROLE OF TOP MANAGEMENT IN TQM TQM

Like other management approaches, TQM works better in some places than
others; it looks right to some people and wrong to others. To be realistic,
therefore, the manager should be aware of when and where things can go
wrong. The following are the major stumbling blocks which need to be
avoided:
• Overselling TQM
• Setting mediocre expectation
• Poorly or inadequate diagnosis of the situation
• Failing to train personnel
• Making continuous improvement too complex and unnatural
• Failing to recognize and celebrate successes
Some other stumbling blocks are also worth keeping in mind and these are
failure to make organized labour a partner in the pursuit of TQM, lack of
clarity about why the organization is going in a particular direction, mixed
signals from the top management, failure of some teams to “jell” etc. We will
now briefly examine the more common stumbling blocks.
• Synergy TQM
It is easy to get excited about TQM; there are great stories to tell about how
this approach to management has transformed some organizations. When you
hear these success stories in a congenial group, it is natural to catch some of
the enthusiasm. When we are enthusiastic and our colleagues or subordinates
are sceptical, there is a strong temptation to oversee to minimize the effort
required, to reap the benefits, and underestimate the time required to get the
system working. Even if we succeed in allaying their doubts, we pay a high
price in terms of credibility when our predictions fall short.
• Setting Average Goals
This is the other side of the coin: introducing change so gradually that it
almost seems like business as usual. If you ask me to increase my productivity
by 10 per cent, I can probably do that by working harder. However, if you
double my goals, I have to re examine my procedure and create a new one.
One essential objective of TQM is to encourage people to take a fresh look at
the systems they are using and to develop better ones. Inadequately diagnosis
of the present situation TQM would not work everywhere and the landscape
is littered with what some people euphemistically call “false starts”. Since
TQM is a major cultural change, the decision to go with it should be carefully
considered.
The most critical element, of course, is the solid commitment of top
management. TQM requires vision and the confidence that an initial
investment in planning and training will pay off in the long run, if not
immediately. In addition to having support from the top, you will want to ask 67
TQM: An Overview some questions from your own team: How do they react to change? How
much confidence do they have in your organization’s leadership? Which
aspects of TQM will make the most sense to them and which will be the most
puzzling and threatening? What particular competencies will they have to
learn?
Lack of Training
In some organizations TQM has been launched so rapidly that the training
programme has been started only after people have experienced failure. If
workers are expected to behave differently, they have to be trained. They
have to feel comfortable with new procedures and understand their
significance. We all like to feel competent and confident, on top of our jobs.
It is naive to assume that even bright workers knowhow to solve problems
systematically, or function effectively in groups.
Making Continuous Improvement Too Complex
Although continuous improvement (Kaizen) is a new phrase in the
management parlance, in some sense it just represents a philosophy that good
organizations have always followed. The elements of a continuous
improvement culture already exist. TQM managers simply highlight and
sharpen this process so that it has more power to shape behaviour. They set
measurable goals and plot their progress for meeting these goals.
Inconsistent Behaviour
Most of the TQM words and concepts make sense: empowerment, quality,
and teamwork. However, people in organizations have heard golden words
before and too often they have been disillusioned. Executives sometimes use
these words in speeches and newsletters to inspire the employees and
glamorize what maybe a drab and routine experience. In most organizations,
however, those who are not executives take the words with a grain of salt and
watch for actions. The slogan “walk your talk” has been popularized in the
recent past. Words and deeds must match. Failing to check on whether a target
has been reached, ignoring worker’s suggestions or handling a customer’s
complaint in a casual manner - any of these will undermine confidence in the
whole process.
Ignoring the efforts
Few things are more discouraging than to have our special efforts ignored or
taken for granted. If we are responsible employees we do the best job we can.
We do not usually expect or demand anything more than a pay check, but
when we get more recognition, it energizes us. It makes us feel differently
about ourselves and the organization we serve. On the other hand, if we or
our team succeed in solving a problem or setting a new record of productivity
and the effort goes unnoticed, we think twice about putting ourselves out
again. The disappointment is deepened, of course, if someone else gets the
credit for what we have done. Successful TQM managers make a special point
of letting their colleagues know how much they appreciate the goals that are
met and the break through that are received. One of the best-tested principles
68
of psychology states: “Behaviour that is reinforced tends to be repeated” when Building Blocks of
TQM
people do the right thing, let them know it - and let them also know how
valued they are.

3.7 PLAN –DO- CHECK- ACT (PDCA) CYCLE

The basic Plan-Do-Check-Act (PDCA) cycle was developed by Shewart and
then modified by Deming. This is a continuous improvement chart that is
widely used in Japan to describe the cycle of control (Figure 3.3). Proper
control starts with ‘planning’; ‘does’ what is planned, ‘checks’ (studies) the
results, and then applies any necessary corrective action. The cycle represents
these four stages - Plan-Do-Check (Dr. Deming later replaced “Check” with
“Study)-Act - arranged in circular fashion to show a continuing cycle. Thus a
never-circular management process is envisioned.

Figure 3.3: The Shewart/Deming PDCA Cycle

The elements of the control cycle are:

P: establishing a plan or standard for achieving your goal.
D: enacting the plan or doing.
C: measuring and analysing the results, i.e., checking.
A: implementing the necessary reforms when the results are not as originally
planned i.e. to act.
These four steps - plan, do, check, act (PDCA) - make up the control process.
None of these individual steps alone is control; and-control is rather the linking
of these steps into a continuous procedure.
Each step of the PDCA cycle must be gone through carefully for effective
control:
69
TQM: An Overview 1. First of all, a reasonable plan for achieving your goal must be set up. This
should be done with the understanding that your very first plan is unlikely
to prove the most effective and will probably have to be revised later.
2. The next step is to carry out the plan.
3. This is followed by a review of what has been done.
4. Finally, changes and improvements are made based on the results achieved
in the preceding step. Improvements should only be made within the limits
of the authority (which implies that your job parameters be clearly
defined). A major change in manufacturing procedure should be reported
to someone who is in a better position to see that this change is
implemented. Likewise, failure to implement required changes that are
within your authority is a failure to fulfil your own job responsibility.
Effective control requires that responsibilities and authority be clearly
defined, and that there be enough flexibility to change plans and standards
as necessary.
Repetition of the PDCA cycle leads to more effective planning and more
efficient control. Juran further divides the PDCA control steps into seven
sub-steps as follows:
1. Choosing the control subject, i.e., selecting what is to be regulated.
2. Choosing a unit of measure.
3. Setting a standard value, i.e., specifying the quality characteristic.
4. Creating a sensing device, which, can then measure the characteristic in
terms of the unit of measure.
5. Conducting actual measurement.
6. Interpreting the difference between actual and standard.
7. Decision making and acting on the difference.
Juran stresses the need at the planning stage to set standard values and clarify
the methodology that will be used to detect and compare these values. It is
also important how to control and action (CA) processes are to be carried out.
It is always important to clarify which of the 5-Ws and 1-H (who, what, where,
when, why, and how) will be the control standards in any specific case as
given in table 3.1.
These are called control items and the chart listing them is called a control
chart. Control items within each job type are called job-specific control items.
In addition to defining the control items peculiar to your job, you should
decide which control items yon will use to check on whether your subordinates
have understood your directives correctly and are carrying them out effectively.
This is something that should be discussed in detail with both superiors and
subordinates for thorough and effective control.

70
 Table 3.1 : The Five Ws and the One H Building Blocks of
TQM
WHO WHAT WHERE

1. Who does it? 1. What to do? 1. Where to do it?

2. Who is doing it 2. What is being done? 2. Where is it done?

3. Who should be 3. What should be done? 3. Where should it be

doing it? done?

4. Who else can do it? 4. What else can be done? 4. Where else can it
be done?

5. Who else should 5. What else should be 5. Where else should

do it? done? it be done?

5. Who is checking 6. What wastes are being 6. Where are the

waste? found out? wastes are being
checked up?

WHEN WHY HOW

1. When to do it? 1. Why does s/he do it? 1. How to do it?

2. When is it done? 2. Why do it? 2. How is it done?

3. When should it be 3. Why do it there? 3. How should it be

done? done?

4. What other time 4. Why do it then? 4. How can this

can it be done? method be used in
other areas?

5. What other time 5. Why do it that way? 5. Is there any other

should it be done? way to do it?

6. Are there any time 6. Is there waste checking 6. Is there any waste
wastes being in the way of thinking? checking in the
checked? method?
Too often, employees do not know what is expected of them or what they
should be reporting on because top management has failed to specify its control
items. It is also common for top management to issue directives without having
thought them through thoroughly, which can cause confusion and makes it
impossible to act in a real emergency. Control standards should be made
explicit.
The planning in the PDCA cycle is not something abstract that you do in your
head. The first step is to identify problems, look for their causes, and devise
means of rectifying them. This is planning.
The action in the PDCA circle is action to correct causes, not effects. For
example, in one plant it is found that a certain synthetic material is abnormally
71
TQM: An Overview hard. After the problem was traced back to an in correct combination of raw
materials, the correct proportions were restored and the problem was solved.
This is what is meant by action.
In another example, a certain process has maximum and minimum
temperatures. Adjustment, in other words control, is required to ensure that
the process temperature stays within these limits. It is simple to correct
deviations automatically with a rheostat or a pressure valve without ever
investigating what caused the temperature abnormality in the first place. The
ease of this kind of automatic control does not, however, mean that control
management is unnecessary. Even though adjustments are made to keep the
temperature within the acceptable limits, the cause of the problem may also
cause other problems and it needs to be investigated and corrected. This is
the CA of the PDCA circle.
From another angle, the PDCA cycle can be seen like this:
• The customer is given priority at the requirement stage.
• The customer asks for her/his needs/wants, so that they can be incorporated
at this initial stage.
• A specification is detailed, then designed and finally implemented. There
is scope to return constantly to the documented requirements, indeed to
the customers themselves, to ensure that the requirements have been met.
• This focus i.e., the design by doing it right-first-time so that re-design at
a later stage does not become necessary because the organization has
become alienated from the actual needs of the customer.
• The revised PDCA cycle is shown in Figure 3.4.

Figure 3.4: The revised PDCA cycle

The PDCA cycle is an invaluable tool for management because it allows

attention to be focused on the job in hand and also simultaneously on forward
72 planning. The robustness of PDCA cycle means that once each stage has been
accomplished, tasks are assigned to individuals. This also helps to encourage Building Blocks of
TQM
ownership and responsibility, so that task failure is less likely. PDCA is
ubiquitous within the TQM framework. It can be used:
• For data gathering through use of the statistical tools.
• For formulating the best way to implement improvements.
• To measure the extent to which improvement has occurred.
• Then to introduce a new standard which provides a reference point for the
next phase of improvement.
Activity 2
Select one common problem of the organization, you are working or plan
to work and apply the PDCA cycle to solve it.
.................................................................................................................
.................................................................................................................
.................................................................................................................
.................................................................................................................

3.8 KAIZEN
Kaizen (meaning literally ‘continuous improvement’) is a Japanese word for
the philosophy that defines management’s role in continuously encouraging
and implementing small improvements involving everyone. It is the process
of continuous improvements in small increments that make the process more
efficient, effective, controllable, and adequate. Improvements are usually
accomplished at little or no expense without sophisticated techniques or
expensive equipment. It focuses on simplification by breaking down complex
processes into their sub-processes and then improving them.
The three main objectives of Kaizen are:
• Management practices, which must broaden its perspectives, while
increasing its involvement.
• Shifting values which are socially and culturally adrift as far as quality is
concerned.
• Organizational effectiveness: the agenda of leadership, motivation and
goal setting. Quality means a major transformation of attitudes. The
learning experience associated with attitudinal changes is painful, because
it means upturning established patterns of behaviour. Working towards
introducing quality has to be a rational decision adopted by each employee.
This can therefore be seen as a collective consciousness raising exercise
advocating the benefits, whilst highlighting the losses that lack of quality
can bring. Figure 3.5 shows the various aspects of the Kaizen principle.

73
TQM: An Overview

Figure 3.5 : Kaizen

The Kaizen improvement focuses on the use of:

1. Value-added and non-value-added work activities.
2. Muda, which refers to the seven classes of waste - over production, delay,
transportation, processing, inventory, wasted motion, and defective parts.
3. Principles of motion study.
4. Principles of material handling.
5. Documentation of standard operating procedures.
6. The five S’s for workplace organization, which is five Japanese words
that mean proper arrangement, (Seiko), orderliness (Seaton), Personal
cleanliness (Sikeston), Clean up (Seiso), and discipline (Shitsuke).
7. Visual management by means of visual displays that everyone in the
plant can use for better communication.
8. Just-in-time principles to produce only the units in the right quantities,
at the right time, and with the right resources.
9. Poka-yoke to prevent or detect errors.
10. Team dynamics that include problem solving, communication skills, and
conflict resolution.
Kaizen relies heavily on a culture that encourages suggestions by operators
who continually try to incrementally improve their jobs or process. An example
74 of a Kaizen-type improvement would be the change in colour of a welding
booth from black to white to improve visibility. This change results in a small Building Blocks of
TQM
improvement in weld quality and a substantial improvement in operator
satisfaction. The PDCA cycle described earlier may be used to implement
Kaizen concepts. Some features of Kaizen Philosophy are discussed below:
Continuous Improvement Rather Than Innovation
Innovation is equivalent to the great-leap forward. It is abrupt, challenging,
and dramatic. It is rarely long lasting. The ephemeral nature of innovation is
comparable to building a sandcastle-glorious for the moment, greatly
applauded, but unable to stand the ravages of time and tide.
Kaizen, in comparison, thrives on an atmosphere of stability, because of the
strong inherent foundations that already exist and which can be relied upon
as a basis for improvement.
Innovation is a creative experience because it can inject freshness into stagnant
areas, but by itself, it becomes a bunch of straw. Vast injections of cash and
technology are no substitute to altering behaviour and ideals in the minds of
the employee. Only the latter can ensure long-term growth, because they can
maintain the momentum for change. Innovation steadily deteriorates over time
unless the implication of change is amended, maintained, improved. There is
no such thing as static constant.
Thus innovation must be succeeded by a Kaizen strategy, if the effects of that
great-leap-forward are to be compounded into some solid long-term objectives.
Table 3.2, compares Kaizen and innovation over time.
Table 3.2 : A Comparison of Innovation and Kaizen

INNOVATION KAIZEN
(characteristics) (characteristics)

Creativity Adaptability

Individualism Teamwork, systems –approach

Specialist – oriented Generalist – oriented

Technology - oriented People - oriented

Information : closed and Cross – functional orientation

proprietary

Seeks new Technology Building on existing technology

Limited Feedback Comprehensive feedback

Process-driven instead of result driven
By focusing on processes, effort is rewarded as much as the ultimate outcome.
A further by-product of this is that in getting the process under control, results
are automatically improved.
Obsession with results like the ‘get-rich-quick’ and ‘I want it done today, I
don’t care how!’ philosophy are alien to the Kaizen culture. Management 75
TQM: An Overview loses sight of establishing good working practices of employee motivation
and the value of each individual’s contribution.
Let us see the outcome of results driven criteria:
• Short-term focus on profit
• Unhappy employees responding to carrot-and-stick mentality
• Lack of individual motivation, therefore frustration with the job
• Absenteeism and high rates of staff turnover
• Tense workplace atmosphere, breakdown ‘in communication between
management and employees
• Only achievement is rewarded
How Can Process-driven criteria contribute to continuous Improvement?
• It can restore pride in work
• The processes (i.e., what is actually happening to produce the end-result)
are subjected to in-depth analysis. Improving the process automatically
ensures that results will be improved
• Working standards are present
• It invokes discipline, participation, involvement, morale, communication
• The effect and achievement are both rewarded
Customer Focus
‘The next process is the customer’ phrase was coined by Kaoru Ishikawa to
pave the way for breaking down departmental barriers and promoting cross-
functional management. If quality is to be maintained and improved in the
production process, there must be smooth communication between the various
people involved in the stages of production and consumption. Thus, the
customer can be either the internal customer or the external one, but the
principle remains the same, that is:
Don’t Pass on Defective work to the next person down the line
This is an absolute criterion of continuous improvement, because a person
cannot endlessly fire fight against the incompetence or negligence of others.
The result would be wastage in time, in money and in people - ultimately in
the product itself. Kaizen cannot accommodate waste. Thus refocusing one’s
objectives so that sectionalism is reduced within an organization means that
cohesion can be fostered.
Where the external customer is concerned, the concept of ‘market-in’ not
‘product-out’ is introduced. This means it is the influence of the external
customer and her/his perspectives, which drive the change, rather than the
Organization creating a product, which moulds inadequately to customer
needs. The customer becomes the focus for initiating improvement, which is
76 a fundamental axiom for introducing quality in the organization.
Standardisation Building Blocks of
TQM
Standardisation is an important part of Kaizen activity because unless standards
have been set, there will be no focus on improvement. Following the PDCA
cycle, the SDCA (Standardise - Do - Check - Action) cycle is brought into
play to create a precise form of measurement against which the individual
can compare her/his work. At the same time, if s/he has a set of rules to follow
it will challenge her/his imagination to improve upon those standards and
provide the database upon which measurements can proceed.
The outcomes of standardisation include:
• Enforcement of discipline on the workforce
• Greater conformity of output
• Establishment of a performance measure which, when compared with the
PDCA cycle, allows evaluation of how effective any improvement has
been.
One of the chief merits of initiating a Kaizen programme is that it prompts
management to ponder over whether current standards are relevant, when
they were last appraised and revised, how to challenge them further, even to
question why they are needed. Current practices can be scrutinised for shortfall.
How does one go about creating standards? In Kaizen, the way forward is to:
• First discover your processes, that is, find out just what it is that you are
doing
• Find cut performance measures, i.e., outputs and inputs, the level at which
things are currently being done
• If no standards are in place, then use these as your current levels
• Find out ways in which the output can be improved
• Initiate Improvements and achieve higher standards, which can then be
used as the next point of reference for further improvements.
Reducing waste
Waste can be a subtle form of loss or it can be a major haemorrhage depending
on how inefficiently an organization is run. Even before continuous
improvement can begin, the problem of waste has to be addressed. Factors
such as quality cost and scheduling are all areas in which waste can occur,
but the human factor is no less important. Waste of resources, of talent, is
probably the most self-destructive of all.
In order to reduce waste, one must first identify it. The most common
checkpoints are listed below:
1. Waste of work force through inadequate training and development (MAN).
2. Waste in the way that things are done: non-value-adding tasks
(METHODS).
77
TQM: An Overview 3. Waste in unused or underutilised machinery; waste of the machinery if it
is not properly maintained (MACHINES).
4. Waste in materials, from paper and other stationery, to waste of raw
materials through inventory and stockpiling. Waste when goods have to
be warehoused, waste when these deteriorate over time (MATERIALS).
5. General waste through lack of measurements, thus being unaware whether
targets are arbitrary or not (MEASUREMENT).
6. Finally, waste in each phase of the work-in-progress, when quality has
not been built in, but relies on being inspected out.
A number of Kaizen checkpoint systems have been developed to help both
workers and management be constantly mindful of the areas for improvement.
Figure 3.6 shows several checkpoint.
To eliminate as much waste as possible, management needs to take a good
look at the ways in which current productivity as well as the product itself is
being handled.
Other ways that can contribute towards waste-consciousness (which can be
either physical, emotional or psychological) are described in figure 3.6.

Figure 3.6: 3-Mus Checkpoints of Kaizen activities

Getting things right the first time

The only way in which to achieve right first time is to involve the customer in
the equation. Waste is reduced by adhering closely to customer requirements
and designing the product or service within the specifications. This will result
in fewer rejects, in less rework, and ultimately will save on inspection.
Inspection will then concentrate on the N = 2 principle where only the first
and the last items of a batch are inspected. If the process has stayed true,
these will fall within the control limits and further inspection is not necessary.
However, they fall outside the limits, the process is examined for ways in
which it has failed and then recalibrated. It is necessary to treat the source
and not the symptoms. No fire fighting is allowed in Kaizen. The ultimate
aim is to eliminate inspection altogether – Zero defects.
78
Now the question arises as how can all this be done? The solution is to involve Building Blocks of
TQM
the employees, motivate them, train them, make them problem-conscious,
give them ownership on a local as well as on a global level. When responsibility
is assumed by employees for part of the process in which they participate and
further they understand the process’s relevance to the wider goals, then ‘right
first time’ will be the accepted norm. Pride in workmanship be restored, and
reward and recognition will provide fuel for the restoration to continue.
Poka-Yoke and Zero defects
Inspections are customary in many areas of industry. They are costly and
painstaking. Eventually, they do not contribute greatly to reducing the error
rate in production. The problem is addressed after it has arisen even 100 percent
inspection will not mean that defectives are rooted out from the system. The
real way to address the problem of error and error will arise, because that is
natural – is to try and eliminate it at the outset. Hence the concept of poka -
yoke, or mistake-proofing was developed. In reality this method is very simple:
the idea is to identify areas in which errors are likely to occur, and then
introduce a number of devices that are a error-safe mechanism for preventing
the error in the first place. This ties with the theme of Kaizen that advocates
prevention rather than cure.
Defects are not tolerated, nor are defectors passed down to the next person
dealing with the product. Thus, instead of sampling and all its itinerant
inaccuracies, self-inspection is promoted, and following that the person next
in the-receiving line also checks the item before working on it. This is a dual
method of eliminating the inspection role from people who are not directly
responsible for the manufacture of the item, and passing on the responsibility
and ownership of it to the people concerned.
Zero defects are achieved via a multiplicity of means. These are:
• Source inspection, concentrating on the cause of error, not the effect.
• Hundred percent inspection using mistake-proofing devices.
• Immediate action to stop the mistake from continuing further into the
system.
1. MACHINE ERRORS
2. METHOD USED
3. MATERIALS
4. INFORMATION (or lack of it)
The usefulness of Poka-Yoke lies in that it reduces waste in time due to less
rework in materials due to less scrap being produced, and in manpower as
more time is spent productively.
Errors and defects
1 Errors cause defects and they can be of two types:
• Errors about to occur
• Errors already occurred 79
TQM: An Overview The logical beginning would be to question why errors arise in the first place.
The majority of errors can be traced to human fallibility. In order to remove
the defect, there has to be an alarm, for example a bell or a buzzer, followed
by shut down of the process which caused the error. This gives a uniform
control to the process and allows the error to be dealt with at source. Some
machines shutdown automatically in the event of defect. Others require manual
control. All require vigilance on the part of the operator, who is the lynchpin
for the process.
It must be pointed out that Poka-Yoke, as with all the other Kaizen techniques,
cannot function in isolation. It requires the participation of all the employees
within the organization. The will to succeed to prevent errors and therefore
the defects that they cause must be adopted unanimously. The benefits, as
usual, are potentially enormous.
Jidoka
Jidoka or autonomation (a form of automation) is a method initiated by Taichii
Ohno at Toyota regarding defects. In order to reduce the amount of waste that
occurred, machines were designed to stop automatically with a problem.
Recurrence of the same mistake is then prevented by a thorough check of
components, asking the question ‘Why?’ number of times to be able to treat
the real problem and not the symptoms masking it. In this way one employee
can look after many machines. Furthermore, it reduces checking and
maintenance of machines because they function only when they produce
correct items.
To summarize the process means
• To find a problem
• Stop the process in progress
• Solve the problem
• Find the solution for the root cause of the problem
Just-in-time (JIT)
Consider a factory, for argument’s sake, although the discussion is universally
applicable.
What are the steps that occur when manufacturing a good item/product?
Purchase and storage
• Raw materials (stock) are ordered.
• Additional buffer stock is ordered (just-in-case).
• Items have to be stored, accounted for, and delivered as and when
necessary.
Production
• Raw materials join the assembly line.
80
• Activities to use the materials pre-scheduled. Building Blocks of
TQM
• Goods may or may not be produced right first time.
• Finished products must be stored, during which time they may be damaged
or deterioration in some way may occur making them unusable.
Delivery
• Goods eventually are delivered to the consumers.
• Goods may or may not be the correct items reordered.
The Just-in-Time philosophy revolves around the elimination of waste” and
seeks to:
• Reduce lot size
• Reduce inventory
• Reduce scrap and rework.
JIT approach
JIT approach is achieved by:
• Tightening the processes that go into making a product.
• Streamlining the flow along the assembly line so that there is neither too
much nor too little being produced at each step along the way. The
employees and the processes are not idle, but they are also not
overwhelmed.
• Overlapping operations
• Minimising set-up times
• Actively involving the employees
The end result is Piece-For-Piece Processing. No storage, no buffer stocks,
no damage, no waste. No worries.
What are the costs?
The greatest cost of Kaizen is TIME. Time is needed for all the different
ideas to be explained, to adopt, then to establish them as normal practice in
the workplace. Management needs time to teach itself and then to sell the
idea of continuous improvement to its employees. A Kaizen programme must
not have definable time limits set on it from the beginning. The other cost of
Kaizen is commitment. Without the drive, the ambition to improve, any effort
will ultimately become half-hearted. People must be shown the benefits that
can be derived from the Kaizen way of thinking by putting it in sharp
juxtaposition to the practices currently in vogue.
The potential costs of not using Kaizen are varied and far-reaching. They
affect such internal aspects of job failure as rework. External costs are
connected to repair and guarantee claims; the useless expenditure on
81
TQM: An Overview inspections and audits which still fail to ensure quality at the beginning of the
manufacturing process, not at the end of it; the use of unqualified personnel
through lack of training. Figure 3.7 shows the cost of production and over
production without JIT.

Figure 3.7: The Cost Of Production And Over-production Without JIT

We shall now discuss advantages and disadvantages of using Kaizen.

The Advantages
Kaizen can be useful in any industry, whether it is ailing or not. Its advantages
are:
• Primarily it puts people first.
• It concentrates attention on the processes and activity is centred on getting
the process right.
• It rewards effort as well as achievement.
• It is a method for active problem solving.
• It delegates responsibility to all participants.
• It gives employees a sense of purpose.
• It acts as a motivator, for budging quality into a product.
• It eliminates the need for inspection.
• It harbours group-cantered activity and therefore encourages teamwork.
• It helps to breakdown departmental barriers.
• The focus for improvement is returned to the needs of the customer.
• It reduces operation costs by making reasons for high costs visible to
management.
• It helps to establish long-term goals for the Organization so that it can
keep abreast of change.
The above are only some of the more obvious reasons for starting down the
path to continuous improvement. The list is limited only by the imagination
of the observer. In any activity, there are endless opportunities to do things
better, then to do better again. By adopting the philosophy whole-heartedly,
82
people can be inspired to achieve levels of quality. The human mind is limitless Building Blocks of
TQM
in its ability to achieve.
Disadvantages
Kaizen is not a new idea - it has been in practice for good many years now.
However the Indian industries are still shy of exploiting its full potential. The
reasons are:
• The difficulties in getting started. Just where does one start? (The
unequivocal answer to that would be with management).
• The difficulties in understanding the concept as a whole from an Indian
point of view.
• Changing people’s attitude to accept something different and by
implication foreign (the answer to that again would be to remove the
foreignness by emphasising the points of similarity. Human beings are
similar enough in the most basic elements wherever they happen to live).
• Maintaining momentum once the initial fizz has gone out of the
proceedings. All too often, introductions are gimmicky and full of
razzmatazz, but they fail to have substance and therefore inevitably fail.
• Getting people to think in the - long term.
• Convincing people that quality is not costly, but actually saves money,
time and effort.
• Getting away from ‘inspection’ culture, which admits failure even before
it occurs.
• Diehard managerial practice which thrives on territoriality and the big-
brother syndrome.
• The time investment of starting and keeping going any continuous
improvement initiative. People are desperate about time, but how
effectively is it managed?
• Too much involvement needed from management. It is hard work, but
managers work hard already. They are just not working on the right things,
that is all!
Will Kaizen work for us?
No one recipe will guarantee success. Neither is it doomed to failure. Below
are a few guidelines for achieving that first crucial step towards Kaizen:
1. Start simple
2. Start small
3. Choose something which can be achieved
4. Choose people who are committed to the project
5. Give it a high profile
83
TQM: An Overview 6. Give it priority
7. Give it a short time scale
8. Give it a chance - something which has a high probability of success
9. Involve high command
10. Publish and publicise the results (especially internally)
11. Adopt it as Organization standard if appropriate
12. Start again on another small project, either with the same group or a
different one.
We have considered various aspects of Kaizen. Its three main objectives are
stated. How Kaizen improvement is brought out through techniques such as
SS, JIT, Poka-Yoke, etc. are also discussed. The most vital determinant in
achieving lasting and continuous improvement is the attitude and behaviour
of people and Kaizen strategies cannot work without the commitment of the
people putting it into practice. Although most organizations may know this
theoretically, their human resource practices, their leadership styles and their
attitudes to customers by no means always reflect this.

3.9 SUMMARY
In this unit we concentrated on the building blocks of TQM, and focussed on
key success factors for TQM to work. We dealt in detail about the PDCA
cycle and the use and application of Kaizen. Kaizen can work across a diversity
of industries as well as a diversity of cultures. It does work, once it has been
fully understood and accepted. It requires full participation. In most
organizations, TQM represents a major cultural change - a change in the way
the organization defines itself, its priorities and values, and the way it deals
with its personnel, its customers and its suppliers. It embraces many long-
standing management concepts and strategies, which in combination produce
a very different way of operating an organization. Finally, TQM is not a
substitute for good management. TQM is a radically new way of managing
business, a way that challenges management’s traditional role, and demands
leadership and commitment. For many managers, that challenge may be too
difficult, and they may continue to look for the easy way out.

3.10 KEY WORDS

Commitment : A responsibility or promise to follow certain
beliefs or a certain course of action.
Cross-functional teams : Teams similar to quality teams but whose
members are from several work units that
interface with one another.
Empowerment : Giving staff the power to make decisions.
Goal : A statement of attainment/achievement that one
84 proposes to accomplish or attain with an
 implication of sustained effort and energy Building Blocks of
TQM
directed to it over a long term.
Process improvement : The set of activities employed to detect and
remove common cases of variation in order to
improve process capability.
Strategy : A broad course of action.

3.11 SELF ASSESSMENT QUESTIONS

1. What are the Total Quality Management cornerstones?
2. List the set of beliefs that a TQM practitioner must have.
3. What are the key success factors that make TQM work?
4. What are the obstacles to implementing TQM?
5. Give an example of the use of the POCA cycle in your personal life.
6. What are the advantages of Kaizen?

3.12 FURTHER READINGS

• Besterfield, D. H., Besterfield, C., Besterfield, G. H., Besterfield, M.,
Urdhwareshe, H., &Urdhwareshe, R. (2011). Total Quality Management
(TQM) 5e (5ed ed.). Pearson Education India.
• Besterfleld, Dale H. et al(1999). Total Quality Management, New Jersey:
Prentice Hall Inc.
• Conti,Tito (1993). Building Total Quality: The Guide for Management;
London: Chapman & Hall.
• Dale, B. G., Bamford, D., & Van Der Wiele, T. (2016). Managing Quality: An
Essential Guide and Resource Gateway. John Wiley & Sons.
• Koehler, Jerry W. & Pankowski, Joseph M. (1996). Quality Government:
Designing, Developing and Implementing TQM; Florida: St. Lucie PresS.
•. Luthra, S., Garg, D., Agarwal, A., &Mangla, S. K. (2020). Total Quality
Management (TQM): Principles, Methods, and Applications. CRC Press.
• Sadgrove, Kit (1995). Making TQM Work; London: Kogan Press.
• Sreenivasan, N. S. (2007). Managing Quality: Concepts and Tasks. India:
New Age International (P) Limited.
•. Total Quality Management - I. (2017). Management Aspects of Quality - I.
NPTEL. https://www.youtube.com/watch?v=IUa7cUAhlsU
• Total Quality Management - I. (2017). Quality and Variability .NPTEL. https:/
/www.youtube.com/watch?v=7iZ6-7FSzW8
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TQM: An Overview