INTRODUCTION TO

TOTAL QUALITY MANAGEMENT (TQM)

LESSON 01

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 TOTAL QUALITY MANAGEMENT

“all inclusive and well thought-out means to

organizational management that searches to
advance the quality of processes, products,
services and culture through continuing
minor changes in reply to constant
feedback” (Camilar-Serrano, 2016, p. 11).

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 TOTAL QUALITY TOTAL QUALITY (TQ)
MANAGEMENT “a people-focused management system
that aims at continual increase in customer
QUALITY satisfaction at continually lower rate of real
cost. TQ is a total system approach (not a
PERFECTION
CONSISTENCY
separate area of program) and an integral
ELIMINATING WASTE part of high-level of strategy” (Procter and Gamble,
SPEED OF DELIVERY 1992, as cited in Evans & Lindsay, 2013, p. 33).
COMPLIANCE WITH POLICIES AND
PROCEDURES
PROVIDING A GOOD USABLE
PRODUCT MANAGEMENT
DOING RIGHT THE FIRST TIME “attainment of organizational goals in an
DELIGHTING OR PLEASING CUSTOMERS
effective and efficient manner using
TOTAL CUSTOMER SERVICE AND
SATISFACTION functions of planning, organizing, directing
and controlling organizational resources”
(Evans & Lindsay, 2013, p. 28) (Alminar-Mutya, 2010, p. 1).

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 TOTAL QUALITY MANAGEMENT

“is an improvement
to the traditional way
of doing business”
(Salvador et al., 2009, p. 5).

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 TOTAL QUALITY MANAGEMENT
“both philosophy and a
set of principles that
directs the foundation of a
continuously improving
organization” (Salvador et al., 2009, p. 5).

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 TOTAL QUALITY MANAGEMENT

“the application of qualitative

methods to improve all the
processes within an organization
and exceed customer needs now
and in the future” . (Salvador et al., 2009, p. 5)

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 TABLE 1.1 Transformation to TQM
QUALITY ELEMENT OLD CULTURE NEW CULTURE
DEFINITION Product-oriented Customer-oriented
First among equals of service and
PRIORITIES Second to service cost
cost
DECISIONS Short term Long-term
EMPHASIS Detection Prevention
ERRORS Operations System
RESPONSIBILITY Quality control Everyone
PROBLEM-SOLVING Managers Teams
PROCUREMENT Price Life-cycle cost
Delegate, advise, facilitate and
MANAGER’S ROLE Plan, assign, control and enforce
mentor
Adapted from Deming, 1982, as cited in Total quality management: Concepts and
practices (p. 9), by S. M. Salvador, G. J. Tolentino-Baysa, F. C. Cullar, & E. C. Fua-
Geronimo, 2009, Allen Adrian Books, Copyright 2009 by Allen Adrian Books.

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 BASIC CONCEPTS OF TQM
 A committed and involved management to provide
long-term top-to-bottom organizational support.
 An unwavering focus on the customer, both
internally and externally.
 Effective involvement and utilization of the entire
workforce.
 Continuous improvement of the business and
production process.
 Treating suppliers as partners.
 Establish performance measures for the processes.
(Creech, as cited in Salvador et al., 2009, p. 6)

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 Impediments to TQM

 Being comfortable with present

condition
 Resistance to change
 Manager's fear of diminished authority
and responsibility
 Time spent on daily business
(Salvador et al., 2009, pp. 20-21)

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 BRIEF HISTORY OF TQM
(Salvador et al., 2009, pp. 3-5)

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 Historical Background of TQM
 In 1924, W. A. Shewhart of Bell Telephone Laboratories
developed a statistical chart for control of product
variables.
 In 1946, the American Society for Quality Control was
organized.
 In 1950, W. Edwards Deming, who studied statistical quality
control from Shewhart, gave a series of lectures on
statistical methods of Japanese engineers and on quality
responsibility to the CEOs of the largest organization in
Japan.
(Salvador et al., 2009, pp. 3-5)

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 Historical Background of TQM
 In 1954, Joseph M. Juran made his first trip to
Japan and further emphasized management's
responsibility to successfully attain quality.
 In1960, the first quality control circles were
organized for the purpose of quality improvement
 By the late 1970s and early 1980s, US managers
were making frequent trips to Japan to learn
about the Japanese miracle.
(Salvador et al., 2009, pp. 3-5)

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 Historical Background of TQM
 In the 1980s, the automotive industry began to
emphasize Statistical Process Control (SPC). The Malcolm
Baldrige National Quality (MBNQ) Award was organized
and became the means to measure TQM. Genichi
Taguchi introduced his concepts of parameter and
tolerance design and brought about a resurgence of
design of experiments (DOE) as a value quality
improvement tool.
 In the 1990s, ISO 9000 (Q9000 for USA) became the
worldwide model for a quality system.
(Salvador et al., 2009, pp. 3-5)

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 References
Alminar-Mutya, R. F. (2010). Business management and organization: Functions and
principles. National Book Store. (Original work published 2009)
Camilar-Serrano, A. O. (2016). Total quality management. Unlimited Books Library
Services & Publishing.
Evans, J. R. & Lindsay, W. M. (2014). Total quality management (Philippine ed.).
Cengage Learning. (Original work published 2012)
Salvador, S. M., Tolentino-Baysa, G. J., Cullar, F. C., & Fua-Geronimo, E. C. (2009).
Total quality management: Concepts and practices. Allen Adrian Books.

Prepared by RECTO M. LUCES FOR EDUCATIONAL PURPOSES ONLY. No guarantee of completeness nor assurance that this is error-free.