SUBMITTED BY ADITI SHARMA ANJALI SHARMA ANKITA SRIVASTAVA BHAVNA DANDICH DAYAVATI HINA DIWAN ITI PAREEK

TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology. TO DELIVER HIGHEST VALUE COST is the main objective of TQM AT LOWEST

Significance of the term TQM

Total = Quality involves everyone and all activities in the

company.
Quality = Conformance to Requirements (Meeting Customer

Requirements).
Management = Quality can and must be managed.

TQM = A process for managing quality; it must be a

continuous way of life; a philosophy of perpetual improvement in everything we do.

Scope of TQM
Commitment by management and all employees
Meeting

customer requirements Reducing development cycle times Just In Time/ Flow Manufacturing Improvement teams Reducing product and service costs Systems to facilitate improvement Employee involvement and empowerment Recognition and celebration Challenging quantified goals and benchmarking Focus on processes / improvement plans

5 Dimensions of TQM
Produce quality work the first time. Focus on the customer. Have a strategic approach to improvement.

Improve continuously.
Encourage mutual respect and teamwork.

TQM Principles
Quality can and must be managed
Processes, not people are the problem. Every employee is responsible for quality.

Problems must be prevented, not just fixed.

Quality must be measured. Quality improvements must be continuous.

The quality standard is defect free.

Goals are based on requirements, not negotiated. Life cycle costs, not front end costs.

Management must be involved and lead.

Plan and organize for quality improvement.

Demings 14 principle
Create and publish to all employees a statement of

objectives of the company. Learn the new philosophy, top management and everybody. Understand the purpose of inspection, for improvement of processes and reduction of cost. End the practice of awarding business on the basia of price tag alone. Improve constantly and forever the system of production and service. Institute modern methods of training.

Demings principle contd

Teach and institute leadership.
Drive out fear .create trust. Create a climate for

innovation. Optimise towards the aims of the company, the efforts of team, groups and staff area. Eliminate slogans, exhortations and target for the workforce. Eliminate numerical quotas for production. Remove barriers that rob people of pride of workmanship.

Encourage education add self improvement for everyone. Take action to accomplish the transformation.

Existing Flaws
To be able to become a total quality organisation, some of the bad practices must be recognised and corrected. These may include:
Leaders not giving clear direction Not understanding, or ignoring competitive positioning

Each department working only for itself

Trying to control people through systems Confusing quality with grade

Accepting that a level of defects or errors is inevitable

Fireghting, reactive behavior.

TQM Process Improvement and Problem Solving Sequence

PLAN (PLAN A CHANGE) DO (IMPLEMENT THE CHANGE) CHECK (OBSERVE THE EFFECTS) ACTION (EMBED THE FIX INTO THE PROCESS FOR GOOD)

DEFINE THE PROBLEM

IDENTIFY POSSIBLE CAUSES

EVALUATE POSSIBLE CAUSES

MAKE A CHANGE

TEST THE CHANGE

TAKE PERMANENT ACTION

THE TQM SYSTEM

Objective

Continuous Improvement

Principles Customer Focus

Process Improvement

Total Involvement

Elements

Leadership Education and Training Supportive structure Communications Reward and recognition Measurement

Continuous Approach versus Traditional Approach

TRADITIONAL APPROACH CONTINUOUS APPROACH

Market-share focus Individuals Focus on who and why Short-term focus Status quo focus Product focus Innovation Fire fighting

Customer focus Cross-functional teams Focus on what and how Long-term focus Continuous improvement Process improvement focus Incremental improvements Problem solving

RECOGNITION

ETHICS INTEGRITY

COMMUNICATION

THE EIGHT
ELEMENTS OF

LEADERSHIP

T. Q. M.

TRUST

TEAMWORK

TRAINING

QUALITY IN SERVICES
Technical Quality versus Functional Quality
Technical quality the core element of the good or service. Functional quality customer perception of how the good

functions or the service is delivered.

Expectations and Perceptions

Customers prior expectations (generalized and specific service

experiences) and their perception of service performance affect their satisfaction with a service.

Satisfaction = (Perception of Performance) (Expectation)

OBSTACLES IN IMPLEMENTING TQM

Lack of a company-wide definition of quality. Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of real employee empowerment. Lack of employee trust in senior management. View of the quality program as a quick fix. Drive for short-term financial results. Politics and turf issues.

SOME CRITICISMS OF TQM

1. 2.

3.
4.

Blind pursuit of TQM programs Programs may not be linked to strategies Quality-related decisions may not be tied to market performance Failure to carefully plan a program

Total Quality Management (TQM), a buzzword phrase of the 1980's, has been killed and resurrected on a number of occasions. The concept and principles, though simple seem to be creeping back into existence by "bits and pieces" through the evolution of the ISO9001 Management Quality System standard. Companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.

CONCLUSION
TQM is based on the strategic plans of the company and expectations of its stakeholders. The organization should implement a number of TQM tools, and the entire production and service departments should strive to implement these tools. The mission, vision and policies of the organization should be consistent with those of TQM. All the employees should have accessibility to TQM training and the company has initiated a number of reward

schemes to press forward the TQM implementation.

Indo gulf fertilizer ltd.

Quality snaps of indian companies

Upgrading technology,training people,monitoring cost,quality and deliver criteria,participative management Strict metal parts quality control,100%checking of insulator for testing their strenth,strict quality assurance test,high quality testing labs. Sumo model jeeps manufactured here according highest priority to ISO 9000 certification,training and self inspection given top priority. Implementing TQM in 1995;moving towards international quality standard,total employee involvement,creation of self managing mini ,macro and mega team;regular survey of employee motivation level accompanied by customer surveys.

BHEL(bharat heavy electrical ltd.)

TELCO(lucknow)

PHILIPS INDIA LTD.

THE COMPANY
IMPLEMENTATION OF TQM AT:

RASHTRIYA ISPAT NIGAM LIMITED (VIZAG STEEL PLANT)

One of the leading public sector enterprises under the Ministry of Steel, Government of India Located in the state of Andhra Pradesh.

WHY TQM AT RINL?

TQM was implemented in the company to achieve the objectives of: Preparing the company's products and internal processes to global standards Enhancing quality, productivity, performance of the organization and total

Enriching the quality of work life of its employees

HOW TQM WAS IMPLEMENTED?

The journey of TQM in the company began on September 15, 1995 with the setting up of the TQM Cell. To meet the quality planning requirements as well as to facilitate continuous improvement, the company has established, documented, implemented and maintained the Quality Management System (QMS) in accordance with the requirements of the International Standards. In order to verify and determine the effective implementation and maintenance of the QMS, quality audits were carried out at regular intervals by the Internal Quality Auditors.

The company also implemented a number of TQM tools such as:

Formation of Quality Improvement Projects (QIPs ), ISO certification Benchmarking Employee involvement schemes House keeping The company embarked upon both external and internal benchmarking for improving its production, commercial, and financial performance. It benchmarked with British Steel Co., South Korea Steel Plant (POSCO)1 SAIL, and Tata Steel for reduction in the rejection rate, afforestation, and improving manpower productivity respectively. Annual improvement action plans were implemented involving techniques like Kaizen cycle time reduction for further improvement in delivery and technological process upgradation, leading to improvement in quality of products and enhanced customer focus.

 Increase in sales per year from Rs. 3263.66 cr to Rs. 7867.6 cr Reduced manufacturing expenses from. Rs. 3,94,706.6 cr to Rs. 3,46,158.86 cr Reduced net loss incurred by the company from Rs. 6,97,525.90 cr to Rs. 4,00, 94.58 cr Reduced the defective products from 5.76% to 1.2%

TANGIBLE BENEFITS OF IMPLEMENTING TQM

 Accident rates reduced from 113 to 107 (both fatal and non-fatal) Customer complaint rates from 0.27 to 0.13 (of total sales)

Increased productivity rate (tonnes per man year) from 176 to 194 from the pre-TQM to post-TQM period.

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