BUSINESS

TOTAL QUALITY
MANAGEMENT
IMPLEMENTATION
 OUR TEAM

ABUTON, ZENICA BASQUIÑAS, ELLA MAE B. BORAL, JESSA MAE CABEZUDO, NADINE

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CELESTIAL, ZHEENA MARIE PALIZA, IRISH NICHOLE VITASA, VINES CRISELLE
LEARNING OBJECTIVES

DISCUSS THE NATURE OF TOTAL QUALITY MANAGEMENT

ENUMERATE TOOLS AND TECHNIQUES IN TQM

IDENTIFY METHODS IN GENERATING IDEAS FOR THE

PLANNING PHASE IN TQM

DESCUSS THE PLANNING PHASE OF TQM

DETERMINE BARRIERS OF TQM

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 NATURE OF TOTAL QUALITY MANAGEMENT (TQM)

TOTAL QUALITY MANAGEMENT

is defined as a continuous effort by
the management as well as
employees of a particular
organization to ensure long term
customer loyalty and customer
satisfaction.
it is an effective system for
integrating the quality
development, quality maintenance
and quality improvement efforts of the various groups in an organization so as to
enable production and service at the most economical levels which allow for full
customer satisfaction.
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NATURE OF TOTAL QUALITY MANAGEMENT (TQM)

it was the Japanese who first made the concept work on a wide scale
and subsequently popularized the approach and the term TQM. It was
then developed further by several, so-called, 'quality gurus'. Each "guru"
stressed a different set of issues, from which emerged the TQM
approach.
it is best thought of as a philosophy of how to approach quality
improvement. This philosophy, above everything, stresses the "total" of
TQM. It is an approach that puts quality at the heart of everything that
is done by an operation and including all activities within a operation.

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 NATURE OF TOTAL QUALITY MANAGEMENT (TQM)

This totality can be summarized by the way TQM lays particular stress on
the following:
1. Meeting the needs and expectations of customers
2. Covering all parts of the organization
3. Including every person in the organization
4. Examining all costs which are related to quality, especially failure costs
and getting things
5. Right first time
6. Developing the systems and procedures which support quality and
improvement
7. developing a continuous process of improvement

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 NATURE OF TOTAL QUALITY MANAGEMENT (TQM)

Successful TQM program are made though the dedication and combined
efforts of everyone in the organization. Top management should be
committed and involved. There are several important concerns in TQM:
1. Continual improvement - This is the quest for quality and good
service to the customer must be never ending. Rivals will offer better
service and customers would expect it. Putting end to improvement
efforts will probably lead to loss competitive advantage and a
decreased level of customer satisfaction.
2. Competitive benchmarking - This refers to naming companies or
other organization that are excellent at doing something and then
model own company after them. The company may not be of the same
industry.

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 NATURE OF TOTAL QUALITY MANAGEMENT (TQM)

3. Employee empowerment - Employees will be strongly motivated if

given responsibility for improvements and authority to make changes. This
places decision making into the hands of those who are responsible for the
job and have considerable insight into problems and solutions.

4. Team approach - The use of teams for problem-solving and to attain

compromise takes advantage of group thinking, gets people involved, and
promotes a spirit of cooperation and shared value among employees.

5. Knowledge of tools - Everyone in the organization is gtrained in the use

of quality control and improvement tools.

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 TOOLS AND TECHNIQUES IN TQM

1. FLOWCHARTS - A flowchart is a
pictorial representation showing
all gthe steps and processes
involve in the operation. The
diagram makes it easy to visualize
the entire system, identify
potential trouble spots, and locate
control activities.
It answers the question, "Who is
the next customer?" Improvements
can be accomplished by changing,
reducing, combining, or eliminating steps.

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 TOOLS AND TECHNIQUES IN TQM

2. FISHBONE/ISHIKAWA DIAGRAMS
This is a fishbone-structured diagram for identifying cause/effect patterns, in
which primary categories are generally predetermined according to context.
A cause-and-effect (C&E) diagram is basically a brainstorming tool. it is
designed to present a meaningful relationship between effect and its causes.
It was developed by Dr. Kaoru Ishikawa and sometimes refer to as an Ishikawa
diagram or a fishbone diagram because of its shape.
C&E diagrams are used to investigate either a "bad" effect or problem and to
correct the causes or a "good" effect and to learn those causes that are
responsible.
The C&E diagrams has nearly unlimited application in research, manufacturing,
marketing, office operations, services, etc.

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 FISHBONE/ISHIKAWA DIAGRAM

Cuases in a typical diagram are normally

arranged into categories, the main ones of
which are:
a. The 6 Ms (Recommended for manufacturing
industry)
b. Machine, Method, materials, Measurement,
Man and Mother nature (Environment)
c. The 8 Ps (Recommended for administartion
and service industry)
d. Price, Promotion, People, Processes,
Place/Plant, Policies, Procedures, &
Product(or Service)
e. The Ss (Recommended for service industry)
f. Surroundings, Suppliers, Systems, Skills

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 TOOLS AND TECHNIQUES IN TQM

3. RUN CHARTS - are graphs of data over time and are one of the most important
tools for assessing the effectiveness of changes. Run charts have a variety of benefits:

a. The help improvement teams formulate aims by depicting how ell 9or poorly) a
process is performing.
b. They help in determining when changes are truly improvements by displaying
a pattern of data that you can observe as you make changes.
c. They give direction as you work on improvement and information about the
value of particular changes.

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SAMPLE OF RUN CHART

Number of Payment Errors 12 of 30

TOOLS AND TECHNIQUES IN TQM

4. PARETO CHARTS - It is a line and bar graph displaying cause/effect ratios,

especially biggest relative cause, based on Pareto theory. In 1879, the famous
Italian economist Alfred Pareto, noticed that 80% of Italy's wealth was
controlled by 20% of the population. This concept is known as Pareto's law
or Pareto's rule or Principle of imbalance or simply 80/20 rule. Dr. Joseph
Juran also recognized this concept as a universal that could be applied to
many fields. He coined the term vital few and useful many.Pareto chart is a
powerful quality tool and is used to identify the most important problem
and the measurement of progress.

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SAMPLE OF PARETO CHART

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TOOLS AND TECHNIQUES IN TQM

5. HISTOGRAMS - It is a graphical display of tabulated frequencies. A

histogram is the graphical version of a table which shows what proportion of
cases fall into each of several or many specified categories. It differs from a
bar chart in that it is the are of the bar that denotes the value, not the height,
a crucial distinction when the categories are not of uniform width.
Histograms can give sufficient information about a quality problem to
provide a basis for decision making without further analysis. A histogram is
like a snapshot of process showing the variation. Histograms can determine
the process capability, compare with specifications, suggest the shape of
population, and in dicate discrepancies in data such as gaps.

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SAMPLE OF HISTOGRAM

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 TOOLS AND TECHNIQUES IN TQM

6. CHECKLISTS/CHECK SHEETS - These are pre-formatted lists for nothing incidence,

frequency, etc., according to known useful criteria. The check sheet also called defect
concentration diagram is a simple document that is used for collecting data in real-time and at
the location where the data is generated. the main purpose of the check sheets is to ensure
that data is collected carefully and accurately by operating personnel. The data should be
collected in such a way that it should be quickly and easily used and analyzed. A defining
characteristic of a check sheet is that data is recorded by making marks ("checks") on it. Check
sheets have no standard format. It is based on the creativity of data collector and it design
depends on the requirement, recording and marking of data. When to use a check sheet:
a. When data can be observed and collected repeatedly by the same person at the same
location.
b. When collecting data on the frequency or patterns of events, problems, defect location,
defect causes, etc.
c. When collecting data from a production process.
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SAMPLE OF CHECK SHEET

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TOOLS AND TECHNIQUES IN TQM

7. CONTROL/SHEWHART CHARTS - This uses a standard of

performance/time for a given process, often in run chart format, which acts
as a template to check conformance and deviation. The control chart, also
known as the 'Shewhart chart' or 'process-behavior chart' is a statistical
tool intended to help assess the nature of variation in a process and to
facilitate forecasting and management. Variations occur in a process due
to many sources such as equipment, materials, environment, and operator.
A control chart always has a central line for the average, an upper line for
the upper control limit and a lower line for the lower control limit.

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SAMPLE OF CONTROL CHART

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TOOLS AND TECHNIQUES IN TQM

8. SCATTER DIAGRAM/SCATTERPLOT - Dr. Juan and Dr. Kaoru Ishikawa

popularize the use of this chart in the field of Quality Assurance. This is a
graph which plots points (typically very many in dividual intances)
according to two variables, which produces a useful visual indication of the
relationship between the two variables. Scatter diagram is the simplest
way to determine the cause-and-effect relationship between two variables.
Examples of cause-and-effect relationships are:
a. Cutting speed and tool life
b. Temperature and lipstick hardness
c. Training and errors
d. Breakdowns and equipment age
e. Accidents and years with the organization.
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SAMPLE OF SCATTER DIAGRAM

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 THE PLANNING PHASE OF TQM
Total quality management (TQM) is a key In practical terms TQM involves:
feature of organizations' way of working.
TQM involves making customer satisfaction 1. identifying customers and their
top priority. Given this goal, everything the requirements
organization and its people do is focused on 2. establishing and using objectives
creating high quality. To achieve this, an
(targets) for all areas of activity
organization has to:
3. basing decisions on researched hard
1. understand customer requirements
facts rather than on hunches
2. consider the processes involved in
4. identifying and eliminating the root
providing quality, not just the end result
causes of problems and
3. prioritize and standardize tasks to
5. educating and training employees
deliver quality and
4. educate all employees to work in this
way
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 THE PLANNING PHASE OF TQM

The following are some of the methods in generating

ideas for the planning phase, which are:

1. The '5 Whys' - asking 'Why?' at least five times to

unearth the core cause of a problem.
2. Benchmarking is a technique that measures a
company's performance against the best in industry.
This technique can help in determining how the best
companies achieve high performance and quality
levels. The following are types of benchmarking:
a. Internal benchmarking is a comparison between
operations or paths of operations which are within
the same total organization.
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 THE PLANNING PHASE OF TQM
a.
b. External benchmarking is a comparison between an operation and other
operations which are part of a different organization.
c. Non-competitive benchmarking is benchmarking against external
organizations which do not compete directly in the same markets.
d. Competitive benchmarking is a comparison directly between competitors in
the same, or similar, markets.
e. Performance benchmarking is a comparison between levels of achieved
performance in different operations.
f. Practice benchmarking is a comparison between an organization's
operations practices, or way of doing things, and those adopted by another
operation.
3. Brainstorming is a technique in which a group of people share ideas and
thoughts in a relaxed atmosphere on various problems in order to
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 PLANNING GUIDELINES

The most important in total quality management is the planning phase. The
following are the basic guidelines that must be applied for planning phase of
quality improvement:

1. Obtain upper management commitment through sponsorship

2. Form the right combination for the team
3. Develop a vision and a policy statement for the team
4. Develop objectives and guidelines
5. Review current programs and projects

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 BARRIERS OF TQM

A barrier is an object, a
thing, an action or a
situation that causes an
obstruction. Barriers can be
physical, social, economic,
technological or political
form.

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 BARRIERS OF TQM

There are a number of barriers that face the process of TQM implementation. The
following are some of the barriers that total quality management may encounter
during implementation.

1. Competitive markets - A competitive market is a driving force behind many of

the other barriers to quality. One of the consequneces of a competitive market is
to make inferior quality standards to a simply satisfactory level. This obstacle to
quality is largely a mental barrier from a misunderstanding of the definition of
quality.
2. Bad attitude/abandonment of responsibility/management infallibility - the
competitive environment, poor management practice, and a general need of
higher expectations have added to idle and unwholesome attitudes.

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 BARRIERS OF TQM
1.
2. .

3. Lack of leadership for quality - Duplication of duty and responsibility often times
can lead to excess layers of management. This has made the lower emoployees of
an organization to place quality implementation on the hands of management.
4. Deficiency of cultural dynamism - In sufficient cultural dynamism has made total
quality implementation complicated because most of tge top level management
of many organizations is inflexible in their way of doing things.
5. Inadequate resources for total quality management
6. Lack of customer focus - Most strategic plans of organizations are not customer
focused. They are likely to consider much on profit-oriented objectives within a
given period of time.
7. Lack ofeffective measurement of quality improvement - Measurement
problems are created by golas coming from past substandard performance, poor
planning, and lack or resources and competitor-based standard. 29 of 30
 BARRIERS OF TQM
1.
2. .
3. .
4. .
5.

6.

7. .

8. Poor Planning - Ineffective quality improvement is the result of haviing no sound

strategy. Possibly the major reason of poor plans and specicifications is that
numerous proprietors do nit realize the impact that poor planning have on a
project's quality, cost, and time.
9. Lack of management commitment - A quality implementation program will be
successful only if top management is completely committed further than public
announcements. Success involves committed and extremely noticeable and
expressive champions.
10. Lack of commitment in quality management may stem from various reasons.
11. Resistance of workforce
12. Lack of proper training/Inadequate Human Resource Development

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THANK YOU!