TQM - Total Quality

Management
• TQM is defined as both a philosophy and a
set of guiding principles that represent the
foundation of a continuously improving
organization.

– It is the application of quantitative methods and

human resources

– to improve all the processes within an

organization and

– exceed customer needs in the future.

Basic Approach of TQM
• Committed management

• Focus on internal and external customers.

• Effective involvement and utilization of the

workforce.

• Continuous improvement of the business and

production process.

• Treating suppliers as partners.

• Establish performance measures for the processes.

Old and TQM cultures
• Product –oriented • Customer-oriented
• Service and cost are • Priorities for service and
secondary. cost also.
• Short-term decisions. • Long term decisions
• Detection of defects. • Prevention emphasis
• Errors in operations. • System errors
• Quality control. • Everyone is responsible.
• Managers as problem • Teams are problem solvers
solvers. • Life-cycle costs,
• Price the criteria for partnership in procurement
procurement. • Managers delegate, coach,
• Managers plan, assign, facilitate and mentor.
control and enforce.
Gurus of TQM
• Shewart – Quality control – PDSA cycle

• Deming – Improving quality, productivity and

competitiveness.

• Feiganbaum – Total Quality control.

• Ishikawa – Quality circle - SPC

• Crosby – Doing right the first time- Zero defects.

• Taguchi – Loss function – Signal to noise ratio

TQM framework
Awareness
• Quality and productive are not mutually exclusive.

• Quality improvement the need for survival.

• Conformance to product

• Inherent in design

• Prevention of defects

• Long time to establish and receive benefits.

Benefits
TQM improved

• Quality of the product and service

• Employee participation

• Teamwork

• Working relationships

• Employee satisfaction

• Productivity

• Communication

• Profitability

• Market Share
Obstacles
• Incompatible organizational
• Lack of Management structure – Isolated Individuals –
commitment Departments

• Inability to change • Ineffective measurement

organizational culture Techniques – Lack of access to
data – results
• Improper planning
• Inadequate attention to Internal
and External customers
• Lack of continuous training
and education
• Inadequate use of Empowerment
and Teamwork
Quality - Vision
• A short declaration of • Leader articulate vision
what the organization
perceives to be • Employees understand
tomorrow.
vision and connect it
with their wok.
• Continuously strive to
reach the vision. • Including vision in
badges to reinforce the
• Successful vision employees.
provides the criteria for
sound decision-making.

•
Quality - Mission
• A clear statement of purpose for
employees, customers and suppliers.

– Who we are

– Who are our customers

– What we do

– How we do it
Quality – Policy statements
• A requirement of ISO / QS 9000

• A guide for everyone in the

organization as to how they should
provide products and service to the
customers.

• Written by the CEO with feedback

from workforce and approved by the
quality council.
Policy statements - Common
characteristics
• Quality is the first among equals

• Meet the needs of the internal and external customers

• Equal or exceed the competition

• Continually improve the quality

• Include business and production practices

• Utilize the entire workforce