Total Quality Management

Full Name Alma Nghipulavali

Student Number 190030968
Module Code TQM7OUS
Assignment 2
Lecture Mr Liyerenge
Due Date 07 March 2023

1|Page
Table of content

Introduction……………………………………………………………………………………3

Their influence in total quality management……………………………………………….4

Conclusion……………………………………………………………………………………..10

References……………………………………………………………………………………..11

2|Page
Introduction

Total quality management (TQM) is a set of opinions and ideas for improving the quality
of products or services, which widely called “management philosophy”. Its main aims
are to satisfy customers and survive in the market. Without doubt, quality experts
(gurus) had the significant roles to expend and transform the concept of quality from a
mere technical system to a broader body of knowledge known as total quality with
management implications in production. Today concept of quality are shaped by seven
most notable individuals, these individuals have developed and introduced new ideas,
theories, and methods that have helped organizations improve their performance and
achieve their goals.

3|Page
Their influence in total quality management
Walter A. Shewhart , W

He was an American physicist engineer and statistician, known as the Grandfather of

Total Quality Management. In May 195s he saw the start of the most important
developments ever in managerial thinking and that year Walter Shewhart described the
first control chart which launched statistical process control and quality improvement. In
November of that year he began a series of research projects which came to be known
as the Hawthorne studies.

This body of work was central to the creation of the fields of the sociology, social
psychology, and anthropology of the work place. Although these events occurred at the
same place and in the same year, there has been remarkably little cross fertilization of
ideas between them. Two of Shewhart's contributions continue to influence the daily
work of quality—namely, control charts and the Plan–Do–Study–Act (PDSA) cycle.
Reducing variation: statistical process controls the focus on reducing variation as a way
to improve quality is a non‐obvious contribution of quality management. If the door of a
new car is too big, it will not close. If it is too small, the rain will come in. In a high quality
car, the doors and the frame match with precision.

Today all customers would expect such a fit. By way of contrast, one of the most widely
observed phenomena in population health is regional and small area variation in care.
Medicine has only started down the road of reducing variation. Shewhart identified two
categories of variation which he called “assignable‐cause” and “chance‐cause”
variation. Others call the two categories “special‐cause” and “common‐cause” variation,
respectively. He devised the control chart as a tool for distinguishing between the two.
Shewhart reported that bringing a process into a state of statistical control—where there
is only chance‐cause (common‐cause) variation—and keeping it in control was needed
to reduce waste and improve quality.

The Shewhart cycle or Shewhart learning and improvement cycle combines

management thinking with statistical analysis. The constant evaluation of management

4|Page
policy and procedures leads to continuous improvement. This cycle has also been
called the Deming cycle, the Plan–Do–Check–Act. The Shewhart cycle has the
following four stages: Plan: identify what can be improved and what change is needed,
Do: implement the design change, Study: measure and analyse the process or
outcome, Act: if the results are not as hoped for This cycle is used to make changes
that lead to improvement in a manner of continuous quality improvement. This is a
never ending process.

Dr. W. Edwards Deming

He is best known for the “Deming Cycle”, his “Fourteen Points”. The points cultivate a
fertile soil in which a more efficient workplace, higher profits, and increased productivity
may grow. Create and communicate to all employees a statement of the aims and
purposes of the company, adapt to the new philosophy of the day; industries and
economics are always changing, Build quality into a product throughout production, End
the practice of awarding business on the basis of price tag alone; instead, try a long-
term relationship based on established loyalty and trust, Work to constantly improve
quality and productivity, Institute on-the-job training Teach and institute leadership to
improve all job functions, Drive out fear; create trust, Strive to reduce intradepartmental
conflicts, Eliminate exhortations for the work force; instead, focus on the system and
morale,(a) Eliminate work standard quotas for production.

Substitute leadership methods for improvement, Eliminate MBO. Avoid numerical goals.
Alternatively, learn the capabilities of processes, and how to improve them, Remove
barriers that rob people of pride of workmanship, Educate with self-improvement
programs and include everyone in the company to accomplish the transformation. Quite
simply, the company must survive, compete well, and constantly replenish its resources
for growth and improvement through innovation and research. Deming believed that
every worker has nearly unlimited potential if placed in an environment that adequately
supports, educates, and nurtures senses of pride and responsibility; he stated that the
majority--85 per cent of a worker's effectiveness is determined by his environment and
only minimally by his own skill.

5|Page
Joseph M. JuranDr

Juran was the first to incorporate the human aspect of quality management which is
referred to as Total Quality Management. Joseph M. Juran made many contributions to
the field of quality management in his 70+ active working years. His book, the Quality
Control Handbook, is a classic reference for quality engineers. He revolutionized the
Japanese philosophy on quality management and in no small way worked to help shape
their economy into the industrial leader it is today. The major point of point of Dr.Juran
quality management ideas. Quality Trilogy which include Quality planning; to identify
who are the customers, to determine the need of those customers, to develop a product
that can respond to those needs.

Kaoru Ishikawa: One Step Further

Kaoru Ishikawa wanted to change the way people think about work. He urged
managers to resist becoming content with merely improving a product's quality, insisting
that quality improvement can always go one step further. His notion of company-wide
quality control called for continued customer service. This meant that a customer would
continue receiving service even after receiving the product. This service would extend
across the company itself in all levels of management, and even beyond the company
to the everyday lives of those involved. According to Ishikawa, quality improvement is a
continuous process, and it can always be taken one step further.

With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this
management leader made significant and specific advancements in quality
improvement. With the use of this new diagram, the user can see all possible causes of
a result, and hopefully find the root of process imperfections. By pinpointing root
problems, this diagram provides quality improvement from the "bottom up." Dr. W.
Edwards Deming --one of Isikawa's colleagues -- adopted this diagram and used it to
teach Total Quality Control in Japan as early as World War II.

Both Ishikawa and Deming use this diagram as one the first tools in the quality
management process. Ishikawa also showed the importance of the seven quality tools:
control chart, run chart, histogram, scatter diagram, Pareto chart, and flowchart.

6|Page
Additionally, Ishikawa explored the concept of quality circles-- a Japanese philosophy
which he drew from obscurity into worldwide acceptance. Ishikawa believed in the
importance of support and leadership from top level management. Ishikawa expanded
Deming's four steps into the following six: Determine goals and targets, determine
methods of reaching goals, engage in education and training, Implement work, Check
the effects of implementation and Take appropriate action.

Juran, Armed V. Feigenbaum

His emphasis was more on managerial aspect in quality. Juran is best known as “the
father of modern quality management”, and the publication of his book “Quality Control
Handbook” for first time in 1951. His lectures were introduced and emphasized on the
managerial dimensions of planning, organizing, and controlling, and focused on the
responsibility of management to achieve quality and the need for setting goals, that is
why he emphasized managerial approach to similar analogy for better quality results by
three basic processes or “Juran's Trilogy” that make a successful framework for TQM to
obtain quality goals, and improving quality.

His trilogy focus on the Quality planning which include Establish quality goals, Identify
who the customers are, Determine the needs of the customer, Develop product features
that respond to customers' needs. Quality control which includes Evaluate actual
performance, Compare actual performance with quality goals, and Act on the difference.
And Quality improvement includes this such as Establish the infrastructure. Identify the
improvement projects. – Establish project teams, provide the teams with resources,
training, and motivation to diagnose the causes, and stimulate remedies. Juran viewed
TQM as “fitness for use” or fitness for customer.

On the other hand, he believed like Deming that customer has to define quality, if the
company wants to be successful, it should use proper indicators to determine the needs
of customers accurately. And focusing on “fitness for use” helps the company to prevent
the under or over-specification of products and service. Therefore, he believed quality
has a direct relationship with the satisfaction of customers with the products or services.
He introduced “Ten Steps to Quality Improvement” for improving the satisfaction of
customer, these steps are list are as follow 1. “Build awareness of the need and

7|Page
opportunity for improvement, 2. Set goals for improvement 3.Organize to reach the
goals (establish a quality council, identify problems, select projects, appoint teams,
designate facilitators,4. Provide training; 5. Carry out projects to solve problems, Report
progress; 7. Give recognition; 8. Communicate results; 9. Keep score, and; 10. Maintain
momentum by making annual improvement part of the regular systems and processes
of the company.

Phillip B.Crosby

Philip Bayard Crosby is best known for his concept of “Zero Defects”, he believed that
an efficient quality management must be “based on preventionbased system”, and
claimed that mistakes can be happened because of lack of knowledge and the attention
of employees in the organization.

He emphasized when the quality improvement can be happened that the management
of the firm focuses more on prevention by the attention and awareness of employees,
reduction of the cost, the emphasis on controls rather than the inspection efforts, and
finally “Doing them right the first time, Crosby realized that the cost of not doing things
right the first time could be estimable. He stressed “Zero Defects” as basis of quality is
not synonymous that the products or services quality must be “perfection”, its meaning
is the product or service must be exactly the same as specified requirements of the
customer and the supplier.

Furthermore, Crosby specified the different levels of the quality management maturity,
which is useful to assess the degree of quality management maturity into the
organization. The five levels of quality management maturity are namely: Uncertainty,
awakening, enlightenment, wisdom and certainty. These stages can be used to assess
progress in a number of measurement categories such as management understanding
and attitude, quality organization status, problem handling, cost of quality as percentage
of sales, and summation of firm quality posture.

8|Page
Genichi Taguchi

Genichi Taguchi is well-known for developing a methodology to improve quality and

reduce costs. He also developed the quality loss function. Taguchi method of quality
control focuses on design and development to create efficient, reliable products. Its
founder, Genichi Taguchi, considers design to be more important than the
manufacturing process in quality control and seeks to eliminate variances in production
before they can occur.

The lack of quality should be measured as function of deviation from the nominal value
of the quality characteristic. Thus, quality is best achieved by minimizing the deviation
from target. Quality should be designed into the product and not inspected into it. The
product should be so designed that it is immune to causes of variation.

Taguchi recommends a three-stage design process, System Design stage

1,development of a basic functional prototype design, determination of materials, parts
and assembly system and determination of the manufacturing process involved,
Parameter Design this is stage 2 and Tolerance Design (Stage 3),deals with tightening
tolerances and upgrading materials.

9|Page
Conclusion

The 7 most notable individuals have made significant contribution to the field of quality
management. These individuals have helped to shape and evolve the way
organizations think about and manage quality. Their ideas and techniques continue to
be widely used and respected today, and their impact on the field of quality
management will be felt for many years to come.

10 | P a g e
References

1.Aized, T. (2012). Total Quality Management and Six Sigma. Rijeka, Croatia: InTech
Prepress.

2. Alamri, A.M., Alharthi, A.M., Alharthi, D.K., Alhabashi, W.S., & Hasan, S.A. (2014).
Organization Performance Improvement using TQM, International Journal of Computer
Applications, 108(9), pp. 29–33.

3. Aole, R. .M. (2013). “Quality Gurus: Philosophy and Teachings.” INTERNATIONAL

JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING,
1(8), pp. 46-52.

4. Bahri, S., Hamzah, D., & Yusuf, R.M. (2012). Implementation of Total Quality
Management and Its Effect on Organizational Performance of Manufacturing Industries
Through Organizational Culture in South Sulawesi, Indonesia, IOSR Journal of
Business and Management (IOSR-JBM),5(1), pp. 10–24.

5. Chan, T. H., & Hesan A. Q. (2000). “QUALITY MANAGEMENT PRACTICES IN

SELECTED ASIAN COUNTRIES: A Comparative Study.” (pp. 1–21), Proceedings of
the Eleventh Annual Conference of the Production and Operations Management
Society, POM-2000, April 1-4, 2000, San Antonio, TX. 6. Crosby, P.B. (1979). Quality Is
Free: The Art of Making Quality Certain.

11 | P a g e