TOTAL QUALITY

MANAGEMENT

KAVYA LAKSHMI K
History

 TQM owes its origin by two American's named

W. Edwards Deming and J M .Juran
 They launched it first in japan.
 Juran’s defines “ Fitness for use”.
How well a product or service satisfied a customer real needs.
 Deming defines “ Constancy of purpose”.
Improving quality at low cost
Managers to seek and correct the cause of failure
TQM
• An active approach.
• TQM Emphasizes building quality into the product by studying and
improving activities that effects quality from marketing through
designs to manufacturing.
• Has company wide operating philosophy and system for continuous
improvement of quality .
• It demands co-operation from everyone in the company , from top
management down to the workers.
• Total quality management (TQM) is the continual process
of detecting and reducing or eliminating errors in
manufacturing, streamlining supply chain management,
improving the customer experience, and ensuring that
employees are up to speed with training.
• The focus of the process is to improve the quality of an
organization's outputs, including goods and services,
through continual improvement of internal practices.
• Total quality management aims to hold all parties involved
in the production process accountable for the overall
quality of the final product or service.
OBJECTIVES OF TQM

• Meeting the customer’s requirements and the key to organisational

growth and survival.
• TQM is continuous improvement of quality. The management should
stimulate the employees in becoming increasingly competent and
creative.
• TQM aims at developing the relationship of openness and trust
among the employees at all levels in the organisation.
14 principles

 Create constancy of purpose towards improving products and services.

 Adopt the new philosophy for economic stability.
 Cease dependence on mass inspection.
 Reduce the number of suppliers for the same item.
 Search continually for problems in the system to constantly improve processes.
 Institute modern methods of training to make better use of all employees.
 Focus supervision on helping people to do a better job.
 Encourage effective two-way communication.
 Break down barriers between departments.
 Eliminate the use of numerical goals ,posters ,slogans.
 Use statistical methods for continuing improvement of quality,
productivity.
 Remove all barriers that inhibit the workers right to pride of
workmanship.
 Institute a vigorous programme of education and re-training.
 Clearly define top management permanent commitment to quality
and productivity.