EVOLUTION

AND
PRINCIPLES
OF TQM
Amos Akemi
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INTRODUCTION
 The “total quality” philosophy came to wide spread
prominence in 1980’s
 Traditionally, in the industry the word “quality” is usually
referred to “ conformance to specification”.
 Thus, total quality philosophy has emerged as a new way in
managing a business to gain
 maximum productivity,
 profitability
 customer quality
Introduction
 Total – Made up of the whole(or) Complete.
 Quality – Degree of Excellence a product or
service provides to the customer in present
and future.
 Management – Act , art, or manner of
handling , controlling, directing, etc.

TQM is the art of managing the whole to

achieve excellence.

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"TQM is a management approach for an
organization, centered on quality, based on
the participation of all its members and
aiming at long-term success through
customer satisfaction, and benefits to all
members of the organization and to society."
Definition
TQM is composed of three paradigms:
Total: Organization wide
Quality: With its usual Definitions, with all its
complexities (External Definition)
Management: The system of managing with
steps like Plan, Organise, Control, Lead, Staff,
etc. 4
Definition
Total Quality Management
(TQM) is a management strategy
aimed at embedding awareness
of quality in all organizational
processes.

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Explanation
TQM requires that the company
maintain this quality standard in all
aspects of its business.
This requires ensuring that things
are done right the first time and that
defects and waste are eliminated
from operations.
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Evolution Evolution of quality Era
TQM

TQC &CWQC

TQC

SQC

Inspection

Foreman

Craftsman
Years
1900 1920 1940 1960 1980
1990 2000
Evolution of quality –Means & Focus
1980 1985 1990 1995 2000
1975

Productivity Quality TQC/TQM

Total
Quality Quality
Circle

Quality
Employee
of
Involvement
Work
life
Self
Directed/Managed
Employees
Teams
Empowerment

Operation Customers Innovations

 TQM is a process designed to focus on customer
expectations , preventing problems, building commitment to
quality in the workforce and promoting open decision making.
This is an evolutionary concept.
 TQM represents an ongoing, continuous
commitment to improvement.
 The TQM philosophy evolved from the continuous
improvement philosophy with a focus on quality as the main
dimension of business.

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 GOAL OF TQM

“Doing right things right

the first time, every time”

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 OBJECTIVES OF TQM

 1) Zero defects

 2)100% customer satisfaction

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 TQM is a comprehensive management system which:
 Focuses on meeting owners’/customers’ needs by
providing quality services at a cost that provides
value to the owners/customers.
 Views an organization as an internal system with a
common aim rather than as individual departments
acting to maximize their own performances

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 Focuses on the way tasks are accomplished rather
than simply what tasks are accomplished
 Emphasizes teamwork and a high level of
participation by all employees.
 Quality improvement must be continuous
 Analysing the processes used to create products and
services is key to quality improvement

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PRINCPLES OF TQM
 There are 8 quality management principles which can be
used by senior management as a framework to guide their
organizations towards improved performance.
 The principles are derived from the collective experience
and knowledge of the international experts who participate
in ISO Technical committee, quality management and
quality assurance, which is responsible for developing and
maintaining the ISO 9000 standards
  8 principles are :-
1. Customer focus
2. Leadership
3. Involvement of employee
4. Process approach
5. System approach to management
6. Continual improvement
7. Factual approach to decision making
8. Mutually beneficial supplier relationship

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 Customer focus:-
 Should understand current and future customer needs
 Should meet customer requirements and strive to
exceed customer expectations

 Leadership :-
 Leaders establish unity of purpose and directions of
the organization
 They should create the internal environment in
which the people can become fully involved in
achieving the organization’s objectives

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 Involvement of employee:-
 Employees at all levels are the essence of an
organization
 Their full involvement enables their abilities to be
used for the organization’s benefit.
 Process approach :-
 A desired result is achieved more efficiently when
activities and related resources are managed as a
process
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 System approach to management :-
 Identifying, understanding and managing interrelated
processes as a system contributes to the
organization’s effectiveness and efficiency in
achieving its objectives.
 Continual improvement :-
 Continual improvement of the organization’s overall
performance should be a permanent objective of the
organization
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 Factual approach to decision making :-
 Effective decisions are based on the analysis of data
and information.
 Mutually beneficial supplier relationship :-
 An organization and its suppliers are interdependent
and a mutually beneficial relationship enhances the
ability of both to create value

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ESSENTIALS OF TQM

 Quality planning
 Quality control
 Quality audit
 Quality surveillance
 Quality assurance
 Quality circles

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 Quality planning :-
 Quality planning starts with quality policy formulated
and adopted by management explicitly.
 Based on policy, quality plans are established
annually.
 Feedback on quality problems encountered in the past
or envisaged in the future should the basis for setting
up objectives.
 Monitored quarterly by the quality council.
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Quality control :-

 Defined as the operational techniques and activities that are

used to fulfill the requirements for the quality.
 Focuses on the product defect detection through post
production inspection
 Adherence to standards
 Quality is continued to regarded as an “end – of – line”
function where attention is given to end products than the
process.
 Made use of techniques to achieve, maintain, improve quality
standards of products and services 22
Quality Audit :-

 This is an independent review undertaken from time to time to

check whether quality performance conforms to predetermined
standards in respect to quality plans, systems, specifications,
etc.
 Two types :
 Internal audit
 External audit

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Quality surveillance:-

 Sub-contractors and other external agencies from which

organization procures its inputs are also educated in quality
management.

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Quality assurance :-

 it is a wide ranging concept covering all matters that

individually or collectively influence the quality of a product.
 Principal duties are :-
• to establish control procedure and revise them when necessary
• To prepare specifications for raw materials, packaging
materials and finished products.
• To prepare SOPs for each test
• To carry out stability testing etc.

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Quality circles :-

 It is a small group of employees in the small work area or

doing a similar type of work who voluntarily meets regularly
for about one hour every week to identify, analyze, resolve
work related problems
 Basic aims of quality circles are :
• To contribute to the improvement and development of the
enterprise
• To respect humanity and built a better workshop
• To satisfy the higher human needs of recognition and self
development 26
STRATEGIES OF TQM :-

 A policy of zero defects

• Quality chains

• Quality circles

• Statistical monitoring

• Consumer feedback

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TQM & organizational Cultural Change
Traditional Approach
 Lack of communication
 Control of staff
 Inspection & fire fighting
 Internal focus on rule
 Stability seeking
 Adversarial relations
 Allocating blame
TQM
 Open communications
 Empowerment
 Prevention
 External focus on customer
 Continuous improvement
 Co-operative relations
 Solving problems at their
roots
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 Previous Word of mouth Image of product or
Experience communications service

Customer’s Customer’s
expectations perceptions
concerning a concerning the
product or service product or service

A “Gap” model
Gap 4
of Quality Customer’s own
specification of
quality

The actual product or

Gap 1 service

Management’s organization’s
concept of the specification of
product or service quality
Gap 3
Gap 2

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 BENCHMARKING :-

 Benchmarking is the process of continually searching for the

best methods, practices and processes, and either adopting or
adapting their good features and implementing them to
become the “best of the best.”

 Measuring your performance against that of the best-in-class

companies, determining how the best-in-class achieve those
performance levels, and using the information as a basis for
your own company’s targets, strategies, and implementation.
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 Continuous Process Improvement
cycle
Phase I
Phase I Identify the Opportunity
Identify the Opportunity

Phase 7 Phase 7 Phase 2Phase 2

Plan for
Planthe
forfuture
the future Analyze
Analyze
the process
the process
Act Plan

Study Do
Phase 6 Phase 6
Standardise
Standardise
the
the
solution
solution Phase 3 Phase 3
Develop the optimal solution(s)

Phase 5 Phase 4
Phae 5 Study the results Phase 4 Implementation
Study the results Implementation 31
Six sigma method :-

 The smaller the standard deviation, the lesser the

deviation of the product characteristic from its
mean value.

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Kaizen Technique :-
 Kaizen- defines the managements role in continuously
encouraging and implementing small improvements in the
individual & organization.
 Break the complex process into sub-processes and then
improve the sub-processes.
 Continuous improvements in small increments make the
process more efficient ,controllable and adaptable.
 Does not rely on more expense, or sophisticated equipment
and techniques.

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Many companies have started on the road to quality but failed to
achieve success due to several factors:
♦ Lack of top management support.
♦ Over dependence on computerized quality
♦ Lack of middle management support and control
♦ Commitment in only one department.
♦ Short-term commitment.
♦ Haphazard approach - a little of this and that
♦ No market research.
♦ Adversarial management
♦ Failure to solicit worker input.
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REFERENCE

 Indian J. Pharm. Educ. Res. 39 (4) Oct – Dec. 2005

 www.bsieducation.org/.../Total-Quality-Management-

TQM.ppt
 www.scribd.com/doc/.../TOTAL-QUALITY-
MANAGEMENT-PPT
 www.authorstream.com/.../surn-80657-tqm-slides

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THANK YOU

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