Chapter 3

THE PHILOSOPHY, MODEL & FRAMEWORK OF

QUALITY MANAGEMENT
QUALITY MANAGEMENT MODEL FEATURES
A number of components of the quality approach, including
quality circles (teams), problem solving and statistical process
control (tools) and quality systems, such as BS5750 and later
ISO 9000 (systems).

Recognized that culture played an enormous role in whether

organizations were successful or not with their TQM
approaches.
Good communications, of course, were seen to be vital to
success but the most important of all was commitment, not
only from the senior management but from everyone in the
organization, particularly those operating directly at the
customer interface.
The customer/supplier or ‘quality chains’ were the core of this
TQM model.
Many companies and organizations in the public sector found
this simple framework useful and it helped groups of senior
managers throughout the world get started with TQM
 4P’S & 3C’S
‘four Ps’ form the basis of a simple model for TQM and provide the
‘hard management necessities’ to take organizations successfully
into the twenty-first century.
TQM model is complete when these ‘soft outcomes’ are integrated
into the four Ps framework to move organizations successfully
forward.
This TQM model, based on the extensive work done during the last
century, provides a simple framework for excellent performance,
covering all angles and aspects of an organization and its
operation.
Performance is achieved, using a business excellence approach,
and by planning the involvement of people in the improvement of
processes.
❑ Planning – the development and deployment of policies and
strategies; setting up appropriate partnerships and resources;
and designing in quality.
❑ Performance – establishing a performance measure framework –
a ‘balanced scorecard’ for the organization; carrying out
self-assessment, audits, reviews and benchmarking.
❑ Processes – understanding, management, design and redesign;
quality management systems; continuous improvement.
❑ People – managing the human resources; culture change;
teamwork; communications; innovation and learning.
  THE TOTAL QUALITY SYSTEM (FIVE PILLARS OF TQM)
TQM is a comprehensive management system
•Meeting the needs of the owners’ or
customers’ by providing quality services at a
cost that offers value to the owners/customers.
•Driven by the quest for continuous
improvement in all operations.
• Recognizes that everyone in the organization
has internal or external owners or customers.
•Views an organization as an internal system
with a common aim rather than as individual
departments acting to maximize their own
performances.
• Way tasks are accomplished rather than
simply on what tasks are accomplished.
• Emphasizes on teamwork.
THE EVOLUTION OF TQM—FROM INSPECTION TO TOTAL QUALITY
MANAGEMENT2 (4 STAGES)
TQM IMPLEMENTATION AT TATA STEEL
PHASES IN THE DEVELOPMENT OF TQM
Quality movement maturity….21st century

In 2015, the ISO 9000 series of quality management

standards was revised to increase emphasis on customer
satisfaction.
• 1995, the Malcolm Baldrige National Quality Award
• Six Sigma was a methodology developed by Motorola.
• Yoji Akao developed deployment of quality functions as a
process for focusing on customer wants or needs in the
design or redesign of a product or service.
• Sector-specific versions of the ISO 9000 series of quality
management standards were developed for such industries
as automotive (QS 9000), aerospace (AS 9000) and
telecommunications (TL 9000 and ISO/TS 16949) and for
environmental management (ISO 14000).
• Quality: service, healthcare, education and government.
•Malcolm Baldrige National Quality Award has added
education and healthcare to its original categories of
manufacturing, small business and service.
Many advocates are pressing for the adoption of another
category, that of “non-profit organizations” as well.
 BALDRIGE PERFORMANCE EXCELLENCE CRITERIA
Framework of seven categories which are used to
assess organizations:
1. Leadership • organizational leadership • public
responsibility and citizenship
2. Strategic planning • strategy development •
strategy deployment
3. Customer focus • customer and market knowledge
• customer relationships and satisfaction
4. Measurement, analysis and knowledge
management • measurement and analysis of
organizational performance •
5. Work force focus • work systems • employee
education training and development • employee
well-being and satisfaction
6. Operations focus • product and service processes •
business processes • support processes
7. Results • customer focused results • financial and
market results • human resource results •
organizational effectiveness results
 EUROPEAN QUALITY AWARD BY THE EUROPEAN FOUNDATION FOR
QUALITY MANAGEMENT (EFQM)
Holistic business models, rather than just quality models and
mutated into frameworks for (Business) Excellence. The NIST
and EFQM have worked together well over recent years to
learn from each other’s experience in administering awards
and supporting programmes, and from organizations which
have used their frameworks ‘in anger’.
The EFQM publications on the Excellence Model capture
much of this learning and provide a framework which
organizations can use to follow ten steps:
1. set direction through leadership
2. establish the results they want to achieve
3. establish and drive the strategy
4. set up and manage appropriately their approach to
processes, people, partnerships and resources
5. deploy the approaches to ensure achievement of the
strategies and thereby the results
6. assess the ‘business’ performance, in terms of customers,
their own people and society results
7. assess the achievements of key performance results
8. review performance for strengths and areas for
improvement
9. innovate to deliver performance improvements
10. learn more about the effects of the enablers on the results
 PRINCIPLES OF TOTAL QUALITY MANAGEMENT
Customer-focused organization
Leadership
Involvement of people
Process Approach
Continuous improvement
Factual approach to decision making
Mutually beneficial supplier relationships