Assignment no.

CM 654
CONSTRUCTION QUALITY MANAGEMENT
Under the supervision of:

Engr. Joseph Raniel A. Bianes, RMP

Submitted by : Villanueva, Marcelino Alvin S.

Student no. : 2020-16526-MN-0
Section : MSCM-LOC-1-1-B

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 Introduction to

TOTAL QUALITY MANAGEMENT

Achieving excellence through quality.

Master of Science in Construction Management

Polytechnic University of the Philippines – Open University System

Polytechnic University of the Philippines

June 2021

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II. TABLE OF CONTENTS

III. INTRODUCTION 4

IV. OBJECTIVES 4

V. TOTAL QUALITY MANAGEMENT 5

5.1. DEFINITION 5

5.2. HISTORY 5

5.3. TIMELINES OF TOTAL QUALITY MANAGEMENT 6

5.4. PRIMARY ELEMENTS OF TQM 8

5.5. 14 POINTS FOR TOTAL QUALITY MANAGEMENT 15

ACCORDING TO DR. DEMING

VI. REFERENCES 19

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III. INTRODUCTION

This write-up paper presents an overview of Total Quality Management, a concept

intended to ensure quality through continuous improvement. Some are based on Dr. Deming's

"Out of the Crisis, 1982" and covers the fundamentals of quality, Total Quality Management, and

quality standards. It demonstrates the critical aspects of TQM, the difficulties in implementing

TQM, implementation guides, as well as benefits of TQM. It contains general knowledge,

assumptions, and the author's interpretations. It should provide the reader with a general

overview of total quality management and its main points, which will serve as a foundation for

further study.

IV. OBJECTIVES

The objective of this report is to give a brief background about Total Quality Management,

provide a definition of TQM, guide the reader into the history of TQM, walkthrough with the

historical timeline, define the principles of TQM, and introduce the reader to Deming's 14 points

of Total Quality Management.

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V. TOTAL QUALITY MANAGEMENT

5.1. Definition

According to Six Sigma, Total Quality Management is a management approach that aims

to combine all organizational operations (such as marketing, finance, design, engineering,

manufacturing, customer service) to focus on achieving customer demands and business

objectives. TQM considers an organization to be a set of procedures. It asserts that firms must

always seek to develop these processes by incorporating individuals' expertise and experiences.

TQM's straightforward goal is to "do the right thing the first time, every time." As a result, TQM

is adaptive and infinitely flexible.

5.2. History

Determining the exact origin of TQM may be difficult. Many of the TQM aspects might be

argued to have been used by organizations before the appearance of the TQM movement.

According to Powell (1995), "TQM's origins can be traced to 1949 when the Union of Japanese

Scientists and Engineers formed a committee of scholars, engineers, and government officials

devoted to improving Japanese productivity and enhancing their post-war quality of life".

However, according to Bemowski (1992), Total quality management (TQM) emerged as a term

developed by the Naval Air Systems Command to define its Japanese-style management

approach to quality improvement.

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 TQM is essentially an umbrella strategy for constantly improving the quality of all

processes that relies on a grasp of the ideas and practices of:

• Behavioral Science

• Quantitative and nonquantitative data analysis

• Theories of economics

• Process analysis

5.3. Timelines of Total Quality Management

➢ 1920's

o As the principles of scientific management swept across American business, some

of the earliest seeds of quality management were sown.

o Businesses separated the planning and executing processes, and union resistance

grew as employees were denied a say in the circumstances and functions.

o The Hawthorne experiment in the late 1920s demonstrated how involvement

might affect worker productivity.

➢ 1930's

o Walter Shewhart pioneered the methodologies for statistical analysis and quality

control, also known as Economic Control of Quality of Manufactured Product, and

was initially implemented at Western Electric Company.

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➢ 1950's

o W. Edwards Deming taught statistical analysis and quality control approaches to

Japanese engineers and executives. The origins of Total Quality Management may

be traced back to this period.

o Controlling quality and managerial breakthrough are principles taught by Joseph

Joseph Juran through his pamphlet entitled Quality Control Handbook.

o Total Quality Control, a predecessor to today's knowledge of TQM, by Armand V.

Feigenbaum, was published.

o The promotion of zero defects by Philip B. Crosby opened the door for quality

improvement in many businesses.

➢ 1968

o "Companywide quality control," as the Japanese call their approach to total

quality. Around this period, the term quality management systems were created.

o Kaoru Ishikawa's philosophical synthesis aided Japan's rise as a quality leader.

➢ Present

o TQM is the name given to the approach of managing organizational quality

comprehensively and holistically.

o ISO 9000 series identify TQM.

o TQM terminology for describing an organization's quality policy and practice has

gone out of favor as worldwide quality management standards have been created.

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5.4. Primary Elements of TQM

TQM is defined as a management system for a customer-focused organization that

involves all employees in continuous improvement. It integrates quality discipline into its culture

and activities through strategy, data, and effective communications. Many of these ideas may be

found in current quality management systems, which are the TQM's successor. Here are the eight

total quality management principles:

1. Customer Focused: The client ultimately determines the level of quality. Whatever a firm

undertakes to increase quality—training people, including quality into the design process,

or upgrading equipment or software—the customer determines if the efforts were

beneficial.

How to Implement:

▪ Study and grasp the needs and expectations of the consumers.

▪ Align the organization's goals with the demands of the customers.

▪ Connect with customers, assess customer satisfaction, and leverage the

results to identify ways to enhance operations.

▪ Manage customer relationships.

▪ Find a perfect balance for customers and other stakeholders.

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 Benefits:

▪ Acquisition of solid customer loyalty that will lead to repeat business.

▪ Increase in the likelihood of satisfied customers recommending to others

the company products and services.

2. Total Employee Involvement: Every employee contributes to the achievement of

common goals. Total employee commitment may be acquired only once fear has been

removed from the workplace, empowerment has happened, and management has

created the appropriate atmosphere. Continuous improvement initiatives are integrated

into typical corporate activities in high-performance work systems. One type of

empowerment is self-managed work teams.

How to implement:

• Communicate effectively and recognize the significance of everyone's

contribution to the finished project.

• Make it clear that each team or person accepts responsibility and give

them the authority and chance to address issues as they emerge.

• Encourage individuals to self-evaluate overall performance concerning

their own goals and objectives and make changes as needed to enhance

workflow.

• Recognize accomplishments and improve performance to instill trust in the

employees and stakeholders.

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 • Ensure that roles are clearly defined, proper training is provided, and the

resources are used as efficiently as necessary.

• Motivate employees to seek opportunities to learn and move into other

responsibilities to expand their knowledge, skills, and experience.

• Create a culture in which employees may openly discuss concerns as well

as provide solutions.

Benefits:

• Employee retention is higher due to employees' motivation, commitment,

and active participation in achieving customer satisfaction.

• Employees take accountability and responsibility for their work.

• Employees actively participate and contribute to continuous

improvement.

3. Process Centered: A fundamental aspect of TQM is an emphasis on process thinking. A

process is a set of procedures that begins with inputs from suppliers (internal or external)

and ends with outputs delivered to clients (internal or external). The steps necessary to

complete the process are outlined, and performance measurements are regularly

checked to detect unexpected variations.

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 How to implement:

• Use tools such as process flowcharts and swim lanes to identify and outline

clear roles and responsibilities so that everyone recognizes who is doing

what and when.

• Create a visual action plan so that everyone can see the tasks that must be

accomplished to attain the desired outcome.

• Evaluate and measure current activities to determine where

improvements could be made or where steps in the process are causing

bottlenecks.

• Evaluate the effects the procedures and actions may have on the

customers, vendors, and other stakeholders.

Benefits:

• Shortened development and manufacturing periods, reduced costs, and

higher revenue.

• Increased consistency and predictability in results.

• Emphasis on continuous improvement and success.

4. Integrated System: Although a company may have many distinct functional

specializations that are generally organized into vertically structured divisions, the focus

of TQM is on the horizontal processes that connect these functions.

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 How to implement:

• Encourage a quality-driven working environment.

• Use flowcharts and other graphical tools to help employees understand

how their roles fit into the larger picture.

• Offer relevant training to workers who need to learn new procedures or

who wish to explore career opportunities.

Benefits:

• Increased quality concentration assisting the company in reaching

excellence as well as meeting client expectations.

5. Strategic and systematic approach: The planned and methodical approach to attaining

an organization's vision, purpose, and goals is a vital component of quality management.

This process, known as strategic planning or strategic management, entails developing a

strategic plan that includes quality as a significant component.

How to implement:

• Provide the employees with the necessary training and tools to assist them

to fulfill their specific activities in the process.

• Make ongoing improvement a quantifiable goal for all individuals.

• Acknowledge innovations and process improvements as necessary.

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 Benefits:

• People will acquire the ability to recognize, react to, and resolve process

bottlenecks or malfunctions promptly.

6. Continual Improvement: Continuous process improvement is a crucial component of

TQM. Continuous improvement requires a company to be analytical and creative to

become more competitive and successful in satisfying stakeholder expectations.

How to implement:

• Implement policies that develop product, process, and system

improvements as quantifiable goals for people, teams, and departments.

Benefits:

• Improvement objectives that are strategically linked with organizational

capabilities and aspirations.

7. Fact-based decision making: Data on performance measurements are required to

determine how well a company is performing. TQM necessitates that an organization

gather and analyze data continuously to enhance decision-making accuracy, reach

consensus, and forecast based on prior performance.

How to implement:

• Make judgments based on data-driven facts.

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 • Provide stakeholders with appropriate data.

• Analyze and verify data to guarantee its reliability and accuracy.

• Use only reliable techniques to collect and evaluate data.

Benefits:

• Capability to make wise judgments.

• Capability to assess and justify prior actions by referring to factual records

and changing previous judgment based on data analysis.

8. Communications: Effective communication is critical in preserving morale and inspiring

personnel at all levels throughout periods of organizational transition and day-to-day

operations. Communication necessitates strategy, methods, and timeliness.

How to implement:

• Create an official communications system so that all individuals are aware

of updates, policy changes, and new processes.

• Involve employees in decision-making whenever possible.

Benefits:

• Employee morale and motivation are increased when individuals

understand how their efforts support the organization in achieving its

objectives.

• Coordination and collaboration between departments.

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 • Capability to assess the efficacy of present systems and regulations more

correctly.

5.5. 14 Points for Total Quality Management according to Dr. Deming

Deming's 14 Points on Quality Management, often known as the Deming Model of Quality

Management, is a general concept in adopting total quality management (TQM). It is a collection

of management techniques designed to assist businesses in improving their quality and

productivity. These 14 points are the following, according to Dr. Deming from the book "Out of

the Crisis, 1982":

1. Create constancy of purpose for improving products and services.

Aim to be competitive, to stay in business, and to create employment.

2. Adopt the new philosophy.

Management must face the challenge, learn their duties, and grab the reins of change

leadership.

3. Cease dependence on inspection to achieve quality.

Eliminate the need for mass inspections by designing quality into the product from the

start.

4. End the practice of awarding business on price alone; instead, minimize total cost by

working with a single supplier.

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 Consider using a single supplier for a particular item based on long-term loyalty and trust

connection.

5. Improve constantly and forever the system of production and service.

Consistently reduce costs by improving quality and productivity.

6. Institute training on the job.

Invest in training team members to increase employee competencies as well as the

company's capability.

7. Adopt and institute leadership.

Aim to assists individuals in doing a better job through proper supervision.

8. Drive out fear.

Remove the fear of committing mistakes or voicing out concerns so that everyone can

work effectively.

9. Break down barriers between staff areas.

People from different teams must collaborate to foresee difficulties that may arise during

production or service.

10. Eliminate slogans, exhortations, and targets for the workforce.

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 Exhortations often create adversarial relationships because the majority of the causes of

low quality and low productivity are systemic and therefore outside the control of the

workforce.

11. Eliminate numerical quotas for the workforce and numerical goals for management.

A quota is contradictory with never-ending improvement. Work standards, incentive pay,

rates, and piecework are all indications of management's misconception, which leads to

ineffective monitoring. When work norms are replaced by leadership, quality and

productivity increase, and employees are happier.

12. Remove barriers that rob people of pride of workmanship and eliminate the annual

rating or merit system.

Supervisors' responsibilities must change from raw quantity to quality.

13. Institute a vigorous program of education and self-improvement for everyone.

An organization requires good people who are learning and growing. Therefore,

management should encourage everyone to expand their education and engage in self-

improvement.

14. Put everybody in the company to work accomplishing the transformation.

Every member of a team can contribute ideas and plans. A team's aim and goal are to

meet the needs of the customer.

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 Dr. Deming was the one who highlighted that management held the key to quality

improvement. Dr. Deming explained that most problems are caused by the system rather than

by employees. He used statistical total quality management to distinguish between unique and

typical conditions, with typical cause resulting from systematic variability and unique cause being

erratic and unpredictable.

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IV. References:

Martínez‐Lorente, A. R., Dewhurst, F., & Dale, B. G. (1998). Total quality management: origins

and evolution of the term. The TQM Magazine, 10(5), 4–5.

https://doi.org/10.1108/09544789810231261

Total Quality Management (TQM): What is TQM? | ASQ. (n.d.). Asq.Org. Retrieved May 31, 2021,

from https://asq.org/quality-resources/total-quality-management

History & Evolution of Total Quality Management (TQM) | ASQ. (n.d.). Asq.Org. Retrieved May

31, 2021, from https://asq.org/quality-resources/total-quality-management/tqm-history

Hashmi, K. (2012, July 28). Introduction and Implementation of Total Quality Management

(TQM). ISixSigma. https://www.isixsigma.com/methodology/total-quality-management-

tqm/introduction-and-implementation-total-quality-management-tqm/

Total Quality Management (TQM). (2021, January 5). Inc.Com.

https://www.inc.com/encyclopedia/total-quality-management-tqm.html

8 Total Quality Management Principles | Lucidchart Blog. (2019, October 2). Lucidchart.

https://www.lucidchart.com/blog/8-total-quality-management-principles

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