NAME :MOHAMMED ALHAMAD

ID: 442105811
NUR 502
Health care Delivery system
Subject : Total Quality Management
Supervised by:
Prof. Ahmed Aboshaiqah
 Definition

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 OF TQM

There are 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 employees, 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.
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.
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.
Total quality management benefits and advantages:

*Strengthened competitive position.

*Adaptability to changing or emerging market conditions and to environmental and other.
*government regulations.
*Higher productivity.
*Enhanced market image.
*Elimination of defects and waste.
*Reduced costs and better cost management.
*Higher profitability.
*Improved customer focus and satisfaction.
*Increased customer loyalty and retention.
*Increased job security.
*Improved employee morale.
*Enhanced shareholder and stakeholder value.
*Improved and innovative processes.
GENERIC STRATEGY MODEL FOR IMPLEMENTING TQM
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 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 reward/recognition process is established.
Basic Quality Tools in Continuous Improvement Process
Today there are more than a hundred different tools available.
These seven quality tools which are basic for all other tools are:
• Flow chart
• Pareto diagram
• Check sheet
• Control chart
• Histogram
• Scatter plot
• Cause-and-effect diagram.
Some of the the seven tools can be used in process identification and/or process analysis.
One possible approach, proposed by J. G. Pimblott [4] is presented in Fig. 1 where Pareto and
Cause and effect diagrams are common and essential in both processes (identification and
analysis).
The current approach for using 7QC tools, according to EOQ (European Organization for
Quality) [5], is shown in Fig. 2. The process of data acquisitions includes three tools (Check
sheet, Histogram and Control chart), and the process of analysis another four tools (Pareto
diagram, Cause and effect diagram, Scatter plot, and Flow chart).
7QC TOOLS THROUGH PDCA-CYCLE

• Plan - analysis of what needs to be improved by taking into consideration areas that hold opportunities for change.
Decision on what should be changed.
• Do - implementation of the changes that are decided on in the Plan step.
• Check - Control and measurement of processes and products in accordance to changes made in previous steps and in
accordance with policy, goals and requirements on products. Report on results.
• Act - Adoption or reaction to the changes or running the PDCA-cycle through again. Keeping improvement on-going
The Six Sigma methodology goes beyond the improvement process and tools because it requires an intelligent use of
data, emphasis of statistical analysis and designed experiments. Six Sigma prescribes an improvement process known as
DMAIC methodology :
• Define - improvement of project goals, goals based on customer needs and wants
• Measure - current process and establish metrics to monitor the path to achievement of goals
• Analyze - current process to understand problems and their causes
• Improve - process by identifying and piloting solutions to problems
• Control - improved process with standardization and ongoing monitoring.
For effective and successful team work in solving daily quality problems, we propose a simple
model for systematic usage of "basic quality tools" for process monitoring, data acquisition
and quality improvement, Fig. 5
In Fig. 6 the tools which are used in all phases of DMAIC methodology are presented. Below each
phase of DMAIC the main tools for each process are presented. Lower still the tools which are not
essential for that process but can also be used (Additional tools) are shown. It can be seen that, except
the Improve phase, the Analysis and Control phases have one or more QC tools.
7QC TOOLS IN LEAN SIX SIGMA

Lean Six Sigma are a set of methods that companies can apply to any manufacturing,
transactional or service process to reduce waste, eliminate non-value-added actions and cut
time. Combining "Lean" with "Six Sigma" can produce a program that brings both short-term
results through the power of Lean, and long-term change through the power of Six Sigma
CONCLUSIONS

This paper aimed at defining the role and significance of seven basic quality tools
(7QC tools) within a quality management system. The principle of continuous
improvement using the seven basic quality tools which guarantee organizations to
move from static to dynamic improvement status was presented. As shown, the
7QC tools have an important place in data collecting, analyzing, visualizing and all
other phases in PDCA-cycle, DMAIC and DMADV phases, and also in Lean Six
Sigma. Furthermore, systematic application of 7QC tools will enable a successful
quality improvement process.
CONCLUSIONS

It is evident that a continuous improvement process cannot be realized without quality tools,
techniques and methods. These tools also help the quality engineer to use accessible data in
decision processes

In view of this, it is evident that an even much more synthesized process could be realized and
improved using different tools and techniques which have 7QC tools as their basis
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