Total Quality Management (TQM)

BY

Md. Hasan Tarik

Director (Training)

NATIONAL ACADEMY FOR PLANNING AND

DEVELOPMENT
Objectives of the session

Objectives

1. To acquit the participants about the

evolution of Quality and TQM concept.
2. To discuss how to Implement TQM.
 Quality

Quality Management

Total Quality

Management
 QUALITY
Quality provides competitive advantage
(Compliance to Requirement)

Quality is about Excellence/ Perfection

(A Moving Target)
(Continuous Improvement)
 Quality – A function of its elements and
factors
and their relationships
A Public Organization (A System) Environment

Other

Activity 2 Activity 1 Request

* Quality of the System is the

product of its subsystems Clients
* Synergy – The whole is
Unsatisfied/
Activity 3 greater than the sum of
parts; 2+2=5; Satisfied/
* United we Stand – Divide Delighted
we fall
Activity 4 Activity 5 Service
 EVOLUTION OF QUALITY
Quality is an Integral Part of Our Daily
Life

 Our ancestors lived in a natural world

Improvement of quality started

with improvement of hand tools
 During the Middle -Age

Quality to a large extent controlled by

the long periods of training required by
the guilds.

Training instilled pride in workers for

quality product.

Workmanship was important

 Industrial Revolution instituted
specialization of labour
A worker no longer makes the entire
product

 Decline in workmanship

Inspection and test to control deviation

Quality control : a regulatory process.

 Beginning of Statistical Quality Control

 In 1942, W.A Shewhart developed a

statistical chart for control of product
variables.

 H. F. Dodge and H.G. Roming : acceptance

sampling as a substitute for 100% inspection

 Inspection and test control deviation

In 1946, American Society for Quality
Control was formed (Present name is

Has promoted the use of Quality for

all types of production and service.
World War - II : Devastated Japanese Economy
Japanese Union of Scientists & Engineers (JUSE) :
1946

QC Research Group (Prof. Ishikawa ): 1949

Training Course on SQC ( up to 1989 : 189 courses
attended by 24,270 engineers)

1950 : Dr. W.E. Deming Visited Japan

Training course & seminars for

Top Management in Large Cities
Deming Prize : established in 1951
1954 : Mr. Joseph M Juran Visited Japan
 1954 : Program in Radio
 1956 : Program in Television
 1962 : Gemba to QC : a Journal
Education & training in addition to
dissemination of statistical methods
among foreman & supervisors.
Formation of QC Circles
Application of Workers knowledge to
their own daily jobs, attainment of
target and elevation of their own
196 2 :
capabili
ty
of
first
QC’s
 Featuring/Creativity/Innovation

From early 1980’s Integration of Quality

Period of quality TQM Management organization
Total Q Manage
of creation
uality wide, Intensive installation
ment of fool proofing & mistake
prevention
1960-1980’s Age Competitive Quality
of QC’s Quality Circles Involvement of People In
National Standard Improvement Activity
Quality Control SQC

Up to 1960’s Improvement of Quality

Age of cheap but Through Process
poor quality
ISO - 9000 : 1994 developed by International
Organization for Standards. Became an acceptable
Quality Assurance System Worldwide.
This has been revised as ISO-9001:2000 series
ISO :14000 is recognized as a model for
Environmental Management
 SA-8000 is a recognized international model for
Social Accountability
 Balanced Score Card
 Six Sigma
ISO 26000:2010 Guidance on Social Responsibility

ISO 31000:2009 Risk Management

ISO 14001:2004 Environmental Management System

 New and Old Cultures
Quality Element Previous State Quality State
Priorities Second to First among service
Decisions service and cost and cost
Short-term Long-term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Problem Solving Managers Teams
Procurement Price Life-Cycle costs,
partnership
Manager’s Plan, assign, control, delegate, coach,
facilitate
and enforce and mentor
 Basic principles of TQM

1.1 Continuous improvement

1.2 PDCA cycle
1.3 Speak with facts and data
1.4 Standardization
1.5 Prioritization
1.6 Visualization
1.7 Client focus
1.8 Participation by all
1.9 Respect humanity
 KAIZEN Steps and Q.A. Charts
Step 1 Step 2
Visualization of work Selection of a theme
Task Pressing Solution
Analysis Job Flow Problems Proactive Meeting Requirement
Chart Chart List List

Verbal Data
Analysis Figured map Step
3 Set the desired situation
Step
4
Grasp the current situation
Step 5
Set the target and action plan
Step 6
Analyze causes
Step 7
Propose solution
Step 8
Implement best solution and confirm results

Task Chart Stan dization

Standard dar
Review Step 9

Step 10
Improving Public Service through Total Quality Management
List of Work Improvement Programs (WIPs):

• Improving the way of Jute Decomposing System in Shariatpur

Sadar- Department of Jute- After the activity farmers benefited
by the more effective technique are increasing.
• Keeping clean Environment of School by students in Rangpur
Sadar Upazilla- Department of Secondary & Higher Education
During the activity students were voluntarily and responsibly
involved to keep their learning environment clean.
• Water Quality Test of Tube Wells in Shariatpur Sadar Upazilla-
Department of Public Health Engineering After the activity
newly tested tube wells are Colored Green if safe and red if any
contamination.
List of Work Improvement Programs (WIPs):

• Prevention of Heath Hazards of Poultry Traders in Narsingdi

Paura Shava- After the activity 50% of Poultry Traders use
mask and sandals for their health and safety.
• Management of Mutation Documents in Upazilla Land office of
Bogra Sadar. Directorate of Land Record and Survey. After the
activity all the documents are sorted systematically and officers
can search for specific information more easily.
• Increasing Lands Under HYV Mustard Variety in Tangail Sadar
Upazilla- Department of Agriculture Extension. (DAE)
List of Work Improvement Programs (WIPs):

• After the activity area cultivating HYV mustard Variety was

increased from 30% (1400) to 41% (2030) in the region.
• Ensuring Formalin Free Fish in the Bottola Fish Market in
Tangail Sadar Upazilla- Department of Fishery.
• After the activity there were no detection of formalin fish in the
Bottola Fish Market.
• Enhancement of Anthnax Vaccination Coverage from 40% to
100% at Dianna Upazilla in Tangail Sadar Upazilla- Department
of Live Stock
• After the activity coverage rate of the vaccination has increased
from 40% to 100% in Dianna Union.
 DEFINITION OF TQM

1. Total Made up of the whole

Quality- Degree of Excellence a product or service provides
Management - Act, art,of a manager for handling, controlling,
leading etc.
2. TQM is the art of managing the entire organization to achieve
excellence

3. It is the philosophy and a set of guiding principles and

practices that ensure continuously improving
organization
4. TQM integrates fundamental management techniques,
improvement efforts and technical tools.
5. “TQM is a :

Scientific
Systematic
Company wide
activity in which
a company is devoted to customers through its
products and services”
- Noriaki kano
6.“The management approach of an
organization, centered on quality, based
on the participation of all its members and
aiming at long term success through
customer satisfaction and benefits to all
members of the organization and to
society”
ISO -8402 (1994)
TQM

Total Quality Management is a structured

system for delighting internal and external
customers by integrating the business
environment, continuous improvement, &
employee Participation.

-Dennis S. Tachiki
 IMPLEMENTING TQM ( A CONCEPTUAL FRAMEWORK)

EDUCATION & TRAINING

Align the
Organisation REALISATION OF UTLISE
DEVELOP CONCEPT
MISSION, GOAL, TECHNIQUES TO
& ATTITUDE
STRATEGY THROUGH ENSURE
 Quality
 Customer  Benchmarking Corrective Measure
Satisfaction/Delight  Policy Management,
Daily Management, QFD Preventive Measure
 Next process is  5-S Techniques, Kaizen Continuos
Customer  Cross-Functional Mgt. Improvement
Mission  Working with Facts  QCC, SQC, FMEA ENSURE Customer &
Goal  Everybody’s business
 Suggestion Scheme FOOLPROOF & Employee
Strategy  Quality Assurance MISTAKE
(commitment) Satisfaction /
ENSURE PREVENTION
INVOLVEMENT Delight
 Behaviour Modification & PARTICIPATION
ENSURE MIND-SET

QUALITY DIAGNOSIS
ENTERPRISE
NATIONAL POLICIES & REWARD
SYSTEM GLOBALIZATION
 Client/ customer Focus
The first and major TQM principle is to satisfy the customer--the
person who pays for the product or service.
 Satisfy the Users
A company that seeks to satisfy the customer by providing them
value for what they buy and the quality they expect .
Some top companies not only provide quality products, but they
also give extra service to make their customers feel important and
valued.
 Get better work
The reason to do this is to get more productivity out of the workers,
as well as to keep the good workers. An effective supervisor with a
good team of workers will certainly satisfy his or her internal
customers.
 Empower workers
 Allow the workers to make decisions on things that they can
control. This not only takes the burden off the supervisor, but
it also motivates them to do better work.
 Working Smarter not Harder.
 Small, small, continual improvement.
 Bit-by-bit continual improvement.
Fundamental Elements of quality Management

Promote Customer focused service

Involvement (teamwork)
Use Performance measure
Focus on result
Rely on data collection and interpretation Support
management that is based on facts Involve
efficient and effective resource allocation and
management
POLICY MANAGEMENT
 A3
P4 P3 P2 P :
P1 Plan D
: Do
A2
C : Check
D3

A1
C
D2
P D

D1
A C
3
PDCA Management Cycle

• Plan
– Select a theme/problem to tackle
– Establish a goal and finishing date
– Isolate critical/root cause of problem to
be addressed
– Establish Action Plan to be taken
PDCA Management Cycle

• DO
- Implement Action Plan
- Verify the results obtained
PDCA Management Cycle

• CHECK
– Evaluate the results obtained
– Verify the outcome and see if it meets
the goal and is better than the previous
status
PDCA Management Cycle

• ACT
– If yes, standardise the actions as regular
– If no, repeat from PDCA
 Policy Management

“Activities that are conducted, with the

cooperation of the entire company, to
establish and efficiently achieve mid and
long term business plans and short term
business policies based on fundamental
management policies.”
 DAILY
MANAGEMENT
“Daily management is defined as all the activities
that must be carried out to efficiently achieve the
business objectives each department is
responsible for. Whereas activities that
maintain the status quo form the foundation,
daily management includes activities that
improve the status quo to a more desirable
condition.”
 5-S Techniques

• SEIRI
• SEITON
• SEISO
• SHEIKETSU
• SHITSUKE
 Japanese Meaning
Seiri Sorting out
Seito Systematic arrangement
Seiso Cleanliness
Seiketsu Standardization
Shitsuke Discipline
 Seiri (Sorting out)

Seiri, means sorting

out.

“Keep only necessary

requirements in work
area,”
 Seiton
(Systematic arrangement)
Systematic arrangement
Identification Arrangement of
marks/names/steps/color files orderly
This increases the efficiency
 Seiso (Cleanliness)

 Clean working place Cleaning Office

 If a place is very room/ table
clean, we can easily
find what we want
 Though it looks like
the first one, it is
different.
 Seiketsu (Standardizing)

 Set an ideal to follow 15 min. for one page

or typing
to compare others
 New standard has to be
defined clearly.
 Otherwise people will
follow traditional
way
 Shitsuke
(Discipline or perseverance)

 means 'Discipline
 It denotes
Practice 4Ss
commitment to regularly
maintain
orderliness and to
practice the first 4
S as a way of life.
Please Always practice 5Ss in
your Action Plan and for self
Kaizen (improvement)
 QUALITY CONTROL CIRCLE

“ The QC Circle is :
a small group
to perform voluntary quality control activities

within the same workshop.

This small group carries on continuously
as a part of company-wide quality control
activities, self-development and mutual-
development, control and improvement
within the workshop, utilizing quality control
techniques, with all members participating.”
Source: QC Circle Koryo, QC Circle
Headquarter, JUSE
5 Ss Example in Other wise Solution
workplace impact
Seiri (Sorting) Draft paper Missing of Through away
sorting important paper unnecessary
paper
Seiton Arranging the Take extra time Be arranged
(Arrangement) files to find out
important one
Seiso Neat and clean Unhygienic; Loss Be neat and clean
(Cleannness) working place of working spirit
Seiketsu Specific format of Deviation may Follow the
(Standardize) letters arise standard one
Shitsuke Timely coming to No regularity Practice regularly
(Discipline) office/Follow 5 Ss