What is TQM

It provides

overall concept that fosters continuous improvement in the organization Its philosophy stress a systematic, integrated, consistent organizationwide perspective involving everyone and every thing. It primarily focuses on total customer satisfaction. (Internal and External both)

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Mr. Hasan Haider - NPO Pakistan

TQM Definition
Total-

Everyone associated with the company is involved in continuous improvement QualityCustomers expected and implied requirements are met fully. Management -Executives are fully committed.

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Meanings of TQM

System System

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All persons All persons Of all divisions Of all divisions At every Level/Stratum At every Level/Stratum strive to attain ... strive to attain ...
Management Methods Management Methods

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Method Method

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TQM means TQM means

Purpose Purpose

Analytical Methods Analytical Methods Q (Quality):Quality improvement Q (Quality):Quality improvement C (Cost):Cost reduction C (Cost):Cost reduction D (Delivery):Delivery execution D (Delivery):Delivery execution S (Safety):Safety maintenance S (Safety):Safety maintenance M (Morale):Morale boosting M (Morale):Morale boosting E(Environmental):Environmental protection E(Environmental):Environmental protection
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General Examples
ABN Amro Bank Services

LG Mobile Compass (Innovative approach)

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Shampoo Bottles (Product oriented) Golf Clubs (Product oriented )

Watch (Innovative approach through feed back)

Tomato Ketchup (Product oriented)

Elfy (Customers satisfaction)

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Carpenter and Workshop (Product & Services)

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Lipton Tea (Product & Services)

Mr. Hasan Haider - NPO Pakistan

QUALITY is no longer a desirable option

Productivity

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Quality Competitive price

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It is the key to SURVIVAL

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Total Quality Management Optimizing Seven Main Areas

1

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Capable Leadership

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Customer Driven

Systems

Human Resource Development

Process Control & Improvement

Product control and Improvement

Resource Utilization

Mr. Hasan Haider - NPO Pakistan

History of TQM
'20s 30s 40s 50s 60s 70s 80s 90s 00s
Emergence of Modern Quality Control
1924: "Control Chart" was advocated by Shewhart Impetus was given by the Second World War

Introducing the Concept of Quality Control to Japan

1951: The Deming Prize initiated

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Orientation Towards Total Quality Management Emergence of TQC

1962 : QC circle activities started

TQC Practices
1972: Quality Function Deployment

Deployed from Manufacturing to Tertiary Industry

1980: NBC aired a program entitled "If Japan can..., why can't we? Quality Assurance on Customers' Side (Certification of Third Party) Quality and Productivity, ISO 9000s QMS with TQM approach,

Fully Utilizing Information Technology through KBE Mr. Hasan Haider - NPO Pakistan

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Development of Modern Quality Control

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Quality Control Originated from Industrial Revolution

National Power and Quality Management

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1940 1960 Establishment of SQC Technology Establishment of TQC Concept 19701990 19902000 CS Practice Establishment of TQM Approach IT Revolution 20002010 TQMBE IQC KBE others TQC Practice

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Shewhart's Control Chart NBC aired "If Japan can..." e-business Dell Direct Model J Young's Report Juran's Proposition of Total Quality Management MB Award was established ISO 9000 was established First Oil Crisis

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Plaza Accord

Prosperous 60's

Mr. Hasan Haider - NPO Pakistan

Manufacturing Superpower GDP

CS Management New Economy BPR, 6 Sigma

TQM as All-Around Activities

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Activities Conducive to Better Corporate Management

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TQM

Various Activities ISO9000 ISO14000 BPR Kaizen, TPM JIT Six Sigma
Improvement in the Quality of Corporate Management and so on

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Strategic Business Policy Management

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day-to-day Management

TQM
Strategic QC Circle Activities

Business Elements Management

Fusion

Selection and Concentration of - NPO Pakistan Mr. Hasan Haider Management Resources

Improvement of TQM and Its Mechanism/Process

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ACT Enhancement of Q/C/D/M/S/E PLAN
New Product Development

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Sales and Administration

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Employees Employees

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TQM
Cost Control Quality Assurance

President President DO

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Everyone

CHECK

Taking the Lead

Problem Problem Solving Solving

Improvement and Enhancement of System/Mechanism Improvement and Enhancement of System/Mechanism

Standardization Standardization Improvement Activity Improvement Activity Problem Occurrence Mr. Hasan Haider - NPO Pakistan Problem Occurrence

Procedures for Improving a Mechanism/Process

Turn what are being actually practiced Turn what are being actually practiced into aa"mechanism". into "mechanism".

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Work Work

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Review and modify the mechanism. Review and modify the mechanism. Refine and sophisticate the mechanism. Refine and sophisticate the mechanism.

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Work based on the mechanism. Work based on the mechanism. A problem occurs. A problem occurs.

"Everyone" can "Everyone" can do aa"good job do "good job effectively and effectively and efficiently" efficiently" according to aa according to "good "good mechanism". mechanism".

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The goals and The goals and objectives of the objectives of the company can be company can be achieved achieved

 Delight the Customer People-based Management

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Continuous Improvement

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Management by Fact

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Total Quality Management Principles

Mr. Hasan Haider - NPO Pakistan

Principles

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Table: 1, Principles & Core Concepts of TQM

Core Concepts Customer satisfaction, Internal customers are real All work is process measurement

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People-based management Team work, People make quality Continuous improvement Continuous improvement cycle prevention

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Management by fact

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Delight the customer

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 Customer satisfaction All work is process Teamwork

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People make quality Prevention

Continuous improvement cycle

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Measurement

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Internal customers are real

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Core Concepts for Improvement

Mr. Hasan Haider - NPO Pakistan

The House of TQM

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Dr. N. Kano Model (2001) modified by Terry

Purpose

CS
Policy MGT. Daily MGT. Cross-Func.MGT QC Circles Etc. Quality concept CS Market in Next processes are our Customer Management Concept PDCA Control by Fact Every bodys business Etc.

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Means

Goal & Strategy

Seven Tools New Mgt 7 Tools QC Story Quality Func. Deployment. Malti- variate Analysis Etc.

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Techniques

Vehicles

Concepts

Motivation
Base

Motivational approach Intrinsic Tech./ Information Tech.

Intrinsic technology
General Education + Political stability
Mr. Hasan Haider - NPO Pakistan

Infrastructure

Relations Between Management Methods in the Company

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Top Policy
Policy Statement of FYOO
Management Target value items
New produc t s ales turnover 25 billion yen

Yearly Policy

Focused approach
Users ' needs

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Business Management Meeting

1. Dev elop unique pr oduc ts in antic ipation of emerging users ' needs 2.

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Policy management Implementation Plan

Policy Deployment
Detect the defects of a mechanism Policy Implementation system regarding work process.

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Deployment Plan by Function

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Gain and loss

Management by Function

Diagnosis by Diagnosis by Top Management Management

Q C D
Results of work Dayly management Dally management

Evaluation
Mr. Hasan Haider - NPO Pakistan

Evaluate the results of work

IMPLEMENTATION AND BUSINESS RESULTS OF TQM

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QC Circles

Technology development/CS
Analysis and review of plan Customer information Technology development/ Product planning CS Activities Latent needs RI Activities CR mechanism
Technology development

TQM Methods TQM Methods

Evaluation of level of achievement Control Cycle Standardization and Improvement SQC

Vision/Strategy Diagnosis by top management

Strategy and Policy Management

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Business Results Business Results

CS Sales Cost/Delivery Quality

Quality Assurance

Quality Assurance Quality Assurance

QCD Management

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Partnership with suppliers Handling complaints

Corporate Climate Corporate Climate

Desire for improvement Decision-making speed Climate to find breaking through Information sharing Education/training Sharing of values Engineering technology / Problem-solving Teamwork in the workshop ability Inter-sectional teamwork Mr. Hasan Haider ES - NPO Pakistan

Total Participation

Creative Climate

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