INTRODUCTION TO TOTAL QUALITY

MANAGEMENT
Principles of TQM through continuing minor changes in
reply to constant feedback.
 Management Commitment  TQM combines basic management
 Employee Empowerment techniques, current improvement
 Fact Based Decision Making efforts and technical tools in a
 Continuous Improvement discipline approach focused on
 Customer Focus continuous process improvement.
 The activities are eventually focused
What is Total Quality Management? on IMPROVED CUSTMER
SATISFACTION.
 TQM is not a fresh idea.
 Deming, Juran Crosby, and others –
The Primary elements of TQM
approaches have long been used by
1. Foundation
well effective managers.
 Most noteworthy feature – level of
- the entire process of total quality
mutual trust – needed by
management is built on a strong foundations of
management and staff to create in
ETHICS, INTEGRITY, and TRUST.
which an effective quality
management program can be
 Ethics – combination of written and
successful.
unwritten codes of principles that
govern decisions and actions within a
Defining Quality company.
 Integrity – the consistency of actions,
 Quality is a lot more than the values, methods, measures,
nonexistence of defects which allow principles, expectations and
companies to meet customer outcomes at workplace. There is a
expectations. need to respect organization’s
 Quality needs controlled process policies. Avoid spreading
improvement, allowing companies to unnecessary rumors about fellow
exceed customer’s expectations. workers.
 QUALITY can only be observed  Trust – one of the most important
THROUGH THE EYES of the factors necessary for implementation
customers. of TQM because it builds a
 First step: An UNDERSTANDING of cooperative environment. It is a
the customer’s expectations relationship based on RELIANCE.
(EFFECTIVENESS)
 Then EXCEEDING those 2. Building Bricks
expectations is REQUIRED.
(EFFICIENCY) - bricks are placed on a strong foundation to
 COMMUNICATIONS will be the key. reach the roof of recognition.
 Going BEYOND customer - The foundation needs to be strong enough
expectations guarantees meeting all to hold the bricks and support the roof.
the definitions of QUALITY. - Leadership, teamwork, and training are the
 “IF YOU CAN’T QUANTIFY IT, YOU building of TQM.
CAN’T MANAGE IT”
 Leadership – provides a direction to
Total Quality Management the entire process of TQM. It is about
raising the aspirations of followers
 Is an all-inclusive well thought-out and motivating people with a desire
means to organizational to reach the goals.
management that searches to o Requires the manager to
advance the quality of processes, provide an inspiring vision,
products, services and culture make strategic decisions
 and instill values that guide
subordinates.
 Teamwork – is a crucial element of
TQM. Rather than working
individually, employees need to work
in teams. When individuals work in
unison, they are in a position to
brainstorm ideas and come up with
various solutions which would
improve existing processes and
systems.
o Team members ought to
help each other to find a
solution and put into place.
Teamwork offers contiguous improvement
in processes and operations. The teams
may be:
a. Problem-solving – these are temporary and
formed to solve certain problems. Identify and
overcome causes of those problems (1 week to
3 months)
b. Quality Improvement – these are temporary
teams with the purpose of dealing with specific
problems that often recur. (3 to 12 months)
c. Natural work – consist of small groups of
skilled workers who share tasks and
responsibilities. These teams use concepts
such as employee involvement teams, self-
managing teams and quality circles.
 Training – employees need to be
trained on TQM to become highly
productive. Employees need to be
trained on interpersonal skills, the
ability to work as a team member,
technical know-how, decision making
skills, problem solving skills and so
on.
3. Binding Mortar
- binds all the elements together.
- COMMUNICATION binds everything
together, starting from the foundation and going
up to the roof.
- COMMUNICATION is the VITAL link
between ALL the TQM elements and must be
established in an organization in order for TQM
to work
- The CHANNELS of communication need to
be CREDIBLE and EASILY interpreted for all
members of the organization
Three Types of Communication
> Download communication – dominant form of
communication in an organization. Flow of
information takes place from the management
to the employees.
> Upward communication – flow of information
takes place form the lower-level employees to
the top level management. The lower-level
employees are able to offer suggestions on the
effects of TQM to the upper level management
using this type of communication.
> Sideways/lateral communication –
communication also takes place between
various departments. This type of
communication is important because it breaks
down barriers between departments. It also
allows a more professional dealing with
customers and suppliers.
4. Roof
- includes recognition which brings greater
internal customer satisfaction which in turn
leads to external customer satisfaction in the
organization.
- There can be a huge change in self-
esteem, productivity and quality when the
contributors are recognized.
- Recognition Is the most important factor
which acts as a catalyst and drives employees
to work hard as a team and deliver their best.
Core Concepts of TQM
1. Customer satisfaction
 TQM is centered on the requirements
of the customer.
 to meet customer requirements, it is
imperative to listen to them and do
what is agreed upon.
 Companies have to give identical
importance to the INTERNAL as well
as the EXTERNAL customers.
2. Internal customer satisfaction
  the person within the company who
receives the work of another and
adds his contribution to the product or
service before passing it on to
someone else.
 It is essential to attain a successful
internal working relationship in order
to satisfy the needs of the external
customer.
3. All work is process
 A process is a combination of
methods, materials, manpower and
machines that work collectively to
produce a product or service.
4. Measurement
 In order to improve, one must first
measure one’s present performance.
5. Synergy in teamwork
 the idea of synergy in teamwork,
where the whole is greater than the
sum of the parts, is a key concept in
TQM.
 Promote COLLABORATION,
CONSENSUS, CREATIVE
CNOFLICT and TEAM WINNING.
6. People make quality
 most of the quality problems within an
organization are not usually within the
control of an individual employee.
 The system often comes in the way
of employees who are trying to do a
good job.
7. Continuous improvement cycle
 the continuous cycle of instituting
customer requirements, meeting and
measuring them, measuring success
and continuing the improvement can
be used both externally and internally
to stimulate quality improvements.
8. Prevention
 At the heart of TQM is the conviction
that it is possible to achieve
DEFECT-FREE work most of the
time.
 This is termed “RIGHT FIRST TIME,
EVERY TIME” or ZERO DEFECTS.
 This policy is the results of an
emphasis on prevention, and the
diligent use of measurement, process
controls and the data-driven
elimination of waste and error.
Benefits of TQM
1. Creates a good corporate culture
 TQM philosophy revolves around
developing a culture that supports
total commitment to customer
satisfaction through continuous
improvement.
2. Better reviews from customers
 Given the equality assurance testing
procedures, the products of the
company will constantly meet the
requirements and needs of clients
and customers.
3. Better performance from employees
 Through TQM, there is often more
attention placed on meeting the
needs of the employees or internal
customers. The training given to the
employee as part of the program can
boost employee morale at the
workplace resulting in employees
working harder to achieve the goals
of TQM.