Organizations 

implement TQM in order to gain competitive advantage in terms of

quality, productivity, customer satisfaction, and profitability. ... The findings of this
study indicate that TQM has a highly positive effect on organisational
performance.

Why TQM fails?

1. 1. Pankaj Nalwa pankajnalwa@gmail.com

2. Implementing TQM is not as simple as acquiring knowledge of it. The reasons
for failure of TQM are related to the various approaches followed by the
organizations in implementing TQM. Pankaj Nalwa pankajnalwa@gmail.com
3. Approaches followed by organizations can be categorized as: Materialistic
Ritualistic Spiritualistic Pankaj Nalwa pankajnalwa@gmail.com
4. Materialistic Approach Organization is concerned about results and dont
focus on systematic approach and people involvement. They skip steps and
treat people as mechanicalmachinery.These kind of organizations usually
ends up in a chaotic situation. Pankaj Nalwa pankajnalwa@gmail.com
5. Ritualistic Approach Organization go after systematic approach without
adequate focus on people involvement and results. They end up creating
bureaucracy and the results do not show any improvement. People lose faith
and confidence. This can be seen in many ISO certified companies. Following
only system and procedures is no guaranty of quality. Pankaj Nalwa
pankajnalwa@gmail.com
6. Spiritualistic Approach Organization focuses on people involvement and
create lot of enthusiasm. But they fail to channelize their energy through
proper systems and defined approaches towards the result, which can be
measured in quantified terms – thus end up in total confusion. Pankaj Nalwa
pankajnalwa@gmail.com
7. Balancing Act Successful implementation of TQM requires the balancing act
between the Ritualistic Materialistic three aspects without over or under-doing
any of these. Spiritualistic Majority of companies, who fails in TQM initiatives
do not understand this. Balancing Act They just pick a few TQ tools like 7
 QCtools, SPC, QCC, TPM, 5S and want quick solution to their problems.
Pankaj Nalwa pankajnalwa@gmail.com
8. Reasons for failure¤ TQM implementation without quality culture. ¤ Lack of
top management commitment and involvement.¤ Employees resistance to
change.¤ Barriers between departments (Lack of teamwork).¤ Measuring
quality. Pankaj Nalwa pankajnalwa@gmail.com
9. 9. Reasons for failure¤TQM viewed as quick fix with focus on short term
goals.¤ TQM overly complicated by SPC techniques.¤ Failure to link TQM
strategically with business goals.¤ Although TQM is conceptually applicable
to all departments/ functional areas, but in actual practice it usually confined
to quality assurance or quality control of products / services. Pankaj Nalwa
pankajnalwa@gmail.com

total quality management

1. 1. MEANING OF TQM The Institute of Management Services defines Total

Quality Management as:"A strategy for improving business performance
through the commitment and involvement of all employees to fully satisfying
agreed customer requirements, at the optimum overall costs, through the
continuous improvement of the products and services, business processes
and people involved."
2. 2. TOTAL QUALITY MANAGEMENT{DOING THINGS RIGHT} TOTAL-
made up of whole QUALITY-degree of excellence i.e. performance over
expectation MANAGEMENT- act,art,or the manner of handling, controlling,
directing etc.
3. 3. MEANING OF SIX SIGMA Six Sigma is a business management
strategy, USA in 1986, that is widely used in many sectors of industry. Six
Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defect minimizing variability in manufacturing and
busines s processes. A six sigma process is one in which 99.99966% of the
 products manufactured are statistically expected to be free of defects (3.4
defects per
PRINCIPLES OF TQM
4. Produce Quality Work the First Time.
5. Focus On the Customer
6. Have A Strategic Approach To Improvement
7. Improve Continuously and Always
8. Encourage Mutual Respect and Teamwork.
Add Value to The Process
Implement The New Technology
Plan For All Contingencies
Develop Win-win Scenarios
Develop A Master Plan
Advantages of Total Disadvantages of Total Quality Management: Quality
Management: Improves  Initial introduction co reputation sts  Benefits may not
be Higher employee seen for several morale years Lower costs  Workers may
be Quality Control resistant to change – inspectors may feel less secure in jobs
Reduced
9. 7. ELEMENTS OF TQMLeadershipEmployee
involvementproduct/process excellenceContinuous improvement
10. 8. FRAMEWORK OF IMPLEMENTING TQM Identify the degree of
commitment, key interest and list down the long term changes required
Define objectives of tqm Identify resources available and develop
understanding of organizational system with quality system Specify top
mgmt commitment through quality policies, procedures and processes
Create participative work environment Design plans Develop strategies for
implementing Allocate resources Implement & monitor Measure benefits
in terms of increased customer satisfaction Review and reward
11. 9. OBSTACLES TO IMPLEMENT TQM Lack of company wide definition of
quality Lack of formalized strategic plan for change Lack of customes
focus Poor inter organixzational communication Lack of real employee
empowerment Drive for short term financial results
 12. 10. conclusi  TQM – A WAY OF WORKING on  INVOLVES EVERYONE
 HIGH PROMINENCE ON CUSTOMER  AWARDS BASED ON TQM T

Tqm total quality management

1. 1. TOTAL QUALITY MANAGEMENT (TQM) Presented by : GANDHI SONAM

MUKESHCHANDRA Dept. of Industrial pharmacy
2. 2. General INTRODUCTION In the past 10 or 20 years a few companies
have radically transformed their business performance. Many of concept
and method they have used are now collectively called TOTAL QUALITY or
TOTAL QUALITY MANAGEMENT. Many companies have found that all of
their radical restructuring, reengineering, downsizing and numerous quality
program may have helped them survive, but they still don’t have distinctive
quality advantages.
3. 3.  Reimenn (1992) then director for quality programs, National Institute of
Standards and Technology. U.S. Department of commerce, in Testimony to
the U.S. congress, stated this clearly. There is now far clearer perception that
quality is central to company competitiveness and to national
competitiveness. During (1991) the U.S. General Accounting Office (GAO)
completed a study of Macolm Baldrige National Quality Award winners and
site visited companies. In the United State, the President and the Secretary
of commerce have given their personal support and attention to quality, thus
elevating quality on personal agenda. In the other countries like Argentina,
Brazil, France, Greece, Malasia, Mexico, and Singapore there has also been
leadership from the Government and business, creating National Programs of
awareness , training and awards.
4. 4. introduction Quality is outcome of quality culture in a business
organization. It can’t be achieved only by technical application through
process evaluation. The concept of TQM has been developed from
inspection, quality control and quality assurance. INSPECTION –earlier to
 ascertain whether a product confirms to the specification the method used
was inspection and measurement which was post production activity.
QUALITY CONTROL – this was also a post production activity to detect
defect in the finished products using technique to achieve maintain and
improve quality standards of the product and services. QUALITY
ASSURANCE – this is third evolutionary phase which contain all planned and
systemic action necessary for compliance of given requirement for quantity of
product or service meeting quality needs of the customer.
5. 5. definition“Total quality Management (TQM) is a style of working of
management to achieve customer Satisfaction by boosting quality through
continuous improvement and by motivating employees towards
quality.”TQM means systemic approach which integrate quality related
activities throughout the organization including -market research, research
and development ,operational planning for production of goods and services,
procurement , production and services.Total quality management is an
integrated management concept for continuous improvement of quality of
goods and services through the participation of people at all level and
function of the organization.
6. 6. GOAL OF TQMTo achieve complete lack of defects i.e. zero defects.It
is applicable to both products and services.Small scale improvement at all
level of cumulative effect.
7. 7. WHAT IS TQMTQM is blend of technologies focused on four concepts.
Defect prevention
8. II. Continuous improvement. Focus on customer
9. IV. Philosophy that quality is not just the responsibility of an organization’s
quality assurance department.It is a buzzword, just the latest in a string of
quality slogans, or it is a new way of doing business in America.It is not a
new concept, but it is a new management philosophy permeating our
approach to doing business.
10. 8. History of TQM Total quality management was developed in the 1940s by
Dr. W. Edward Deming who at thetime was an advisor in sampling at the
Bureau of census and later became a professor ofstatistics at the New York
 University graduate school of business administration.He had little success
convincing American business to adopt TQM but his managementmethods
did gain success in Japan.In the 1970 and 1980s many American
companies including Ford, IBM and Xerox, beganadopting Dr. Deming’s
principle of TQM.This gradually lead to their regaining some of the markets
previously lost to the Japanese.Although TQM gained it’s prominence in the
private sector, in recent years it has beenadopted by some public
organization.
11. 9. Principle of tqm1. Sustained Management Commitment to Quality: An
organization’s personality and culture will ultimately reflect its senior
management ‘s values. If an organization is serious about implementing
TQM, the commitment to do so has to start at the top, and the organization’s
senior management has to be unwavering in its commitment to quality.
Almost any organization senior managers will claims they are committed to
quality. 2. Supplier Teaming : Another principle of TQM is to develop long
term relationship with a few high quality supplier rather than simply selecting
those suppliers with the lowest initial cost. American industry and
Government procurement agencies have had and are continuing to have ,
difficulty in implementing this concept, although progress is being realized.
12. 10. 3. Thinking Statistically: Telling the staff what is going on involve improved
communication typically this include team one of the main element of TQM.
Most of the companies do not know exactly what their staff really think. The
staff attitude survey is an essential peace of research.4. Teamwork : Team
working boosts employee moral. It reduce conflict and infighting. It solve
problem by hitting them with a wide range of skills. Team working helps staff
gain more skills and become more flexible in their work
13. 11. 5. Employee Involvement: - Direct involvement of top management
speeds up decision making, top management needs to be aware of TQM.6.
Employee Empowerment - Empowering of staff means getting employees to
think for themselves and to make decisions for themselves. The risk of staff
errors are out weighed by the increase in creativity, productivity and customer
services that result from empowerment.7. Quality Measurement -
Measurement allow the company to make decision based on facts, not
 opinion. They keep to maintain standards and keep processes within the
agreed tolerance, some of the measure in TQM include Productivity, financial
performance, Production quality, customer satisfaction, Staff attitude , health,
safety and environment.
14. 12. 8. TRAINING - Educate and train the workforce for imparting knowledge
improving skills and in the principle of the TQM which change the attitude of
the workforce.9. VALUE IMPROVEMENT - The linkage between continuous
improvement and value improvement is simultaneously obvious and subtle.
This linkage becomes apparent when one consider the definition of
quality.10. BENCH MARKING - It consist of identifying other organizations
that perform well and incorporating their wisdom into your organization.
15. 13. FUNDAMENTAL CONCEPTS1. CUSTOMER FOCUS : The customer
focus is a fundamental concept of quality management. After all organization
only exist to provide goods and services to customers. During the
evolutionary progress of almost every industry, the first phase is focus on
quality of new product in the most basic term. The customer provide little
input at this stage. Most are not even sure that they want these goods and
services.2. CONTINUOUS IMPROVEMENT: Juran (1964) documented the
structured approach that many companies used to achieve breakthrough
improvement. In recent years, rapid change has become a way of life. Many
companies employ this and similar approaches to create improvements by
the hundreds and thousands.3. VALUE OF EVERY INDIVIDUAL: The value
of each individual in an organization is another idea that sounds simple on the
surface. Ideas contributed are just one measure of individual contribution.
Other contributions include quality planning teams, participation on quality
improvement , self control of own work process etc.
16. 14. STRONG FORCES OF TQM1. ALIGNMENT: A recent study by the
Association of Management Consulting firms in the United State found that
executive, consultant, and business school professors all agree that business
strategy is now the single most important management issue and will remain
so far at least the next 5 years. In the past few years, there has been new
understanding of importance of strategy.2. LINKAGE: In the past few years
companies throughout the world have embrassed the concept of re-
 engineering with a fervor that defies description. Pioneered in the early 1980s
by the companies such as IBM, Ford, AT&T, NCR and popularized in Michael
Hammers best selling book,(Reengineering the Corporation) reengineering
has become a common tool for corporations throughout the world.3.
REPLICTION: Probably the most powerful and the least understood way to
dramatically accelerate result of quality and productivity improvement effort is
the third strong force.
17. 15. Critical processes for quality management1. QUALITY PLANNING: The
logical place to start is quality planning. It consist of universal sequence of
events –a quality planning roadmap. We first identify the customer and their
needs then design the products (goods & services) which respond to those
needs. Finally, we turn the plan over to the operating processes. They then
have responding the operations. They run the processes, produce the goods
and services, and satisfy the customer. 2. QUALITY CONTROL: What the
operating forces can do is minimize this waste.They do this through quality
control.Quality control relies on five basics. A target A clear goal A
sensor A way to measure actual performance A way to interpret the
measurement and compare with the target and way to take action.
18. 16. 3. QUALITY IMPROVEMENT: Juran(1964) describes the quality
improvement process used by individual and organisation to make
“breakthrough” changes in the level of performance.The quality improvement
process is directed at long standing performance levels.The quality
improvement process questions whether this is the best that can be attained.
19. 17. Advantages It make company a leader not a follower. It faster
teamwork. It make the company more sensitive to the customer needs. It
increases customer confidence. It makes improvement of organizational
reputation.
20. 18. disadvantagesTQM calls for the elimination of the goals and objectives
required by managenent-by- objectives. Critics of TQM claim that this may
negatively affect motivation.TQM detractors also argue that although total
quality management calls for organizational change, it does not demand
radical organizational reform