SESSION – 5

TOTAL
QUALITY
MANAGEMENT
By:
Zahid Hussain
MS-Total Quality Management
IRCA Lead Auditor ISO-9001-2000
IRCA Lead Auditor ISO-14000-2004
B.Sc Engineering (Chemical)
PCBA–UCP
 Hot issues with Industires

 Intense competition
 Economic turndown
 Demanding customers
 Falling prices of shares
 Govt. initiatives
 Other crises
 Solutions

 Improve quality of products through

improved processes.
 Improve productivity – save resources
 Improve competitiveness – reduce cost
 Enhance customer satisfaction – Number
increase
 Increase sales – Improve market share
 Continually improve.

How it is Possible ?
TOTAL QUALITY MANAGEMENT
 Total Quality Management

 Total: Made up of the whole

 Quality: Degree of excellence of
a product or service
provider
 Management: Act, Art or manner of
handling, controlling,
Directing etc.
 What is TQM ?
 TQM is the art of managing the whole to achieve the
excellence.
 Six basic concepts of TQM
– A committed and involved management to provide
long term support.
– Effective involvement and utilization of entire workforce.
– Focus on internal and external customers.
– Establish performance measures for processes.
– Continuous improvement (Business & production
processes)
– Treat supplier as partner.
 TOTAL QUALITY MANAGEMENT (TQM)
&
TOTAL ORGANIZATIONAL EXCELLENCE (TOE)
Marketing
Design
Purchasing
Total Quality
Production
Management
System Warehousing

Distribution / Service

Learning & Knowledge Mngt.

Delighted Customer
 Operational Model of TQM
Management Support &
Commitment

Four Cs of TQM
• Commitment
• Competence
• Communication
• Continual Improvement Quality
Management
System (QMS)

• Total Participation Qualitative / Quantitative

Problem Solving tools
• Self Empowered team
 New and Old Cultures
Quality Previous State TQM
Element
Definition Product Oriented Customer
oriented
Emphasis Detection Prevention

Responsibility Quality Control Every One

Procurement Price Partnership

Problem Solving Managers Teams

 Shewhart
Deming
TQM Frame Work
Juran
Ishikawa Benchmarking
Crosby Quality Management Systems
Taguchi Quality Function Deployment
Statistical Process Control
Taguchi’s Quality Engineering

Tools and
Gurus Techniques

Principles and Product or Customer

Practices Service
Realization

People and Relationships: Approach:

Leadership Continuous Process Improvement
Customer Satisfaction
Employee Involvement Measure:
Supplier Partnership Performance Measures
 Five Conditions for Successful TQM Implementation

Core Elements of TQM

The Crown
Leadership Commitment Leadership from top
Employee empowerment The People
Rs. Every one with in the
People involvement
organization
The Money
Waste elimination Management of cost of
quality
The Smile
Customer Focus Customer satisfaction

The Graph
Culture change
Continuous Improvement
Positive work attitude of employees
a: willingness to do best in his job.
b: willingness to improve his work
continuously
OUTPUT = SKILL X ATTITUDE
 Obstacles in
Implementation of TQM
 Lack of Management Commitment
 Inability to change organizational Culture
 Improper Planning
 Lack of Continuous training and Education
 Incompatible organizational structure and
isolated individuals and departments
 Ineffective measurement techniques and lack of
access to data and results
 Paying inadequate attention to internal and
external customers
 Inadequate use of Empowerment and Teamwork
 Failure to Continual improve
QUESTIONS