Total Quality Management – Unit II: TQM Principles
2.1 Leadership
Leadership plays a central role in Total Quality Management. Quality improvement requires commitment from top
management because cultural change and long-term vision can only succeed with leadership support.
- Leaders must create a vision and mission that reflect quality values.
- Establish a Quality Council that sets policies, strategies, and goals.
- Leaders act as role models, inspire employees, and remove barriers to quality.
- They promote an organizational culture of continuous improvement.
2.2 Deming Philosophy
W. Edwards Deming emphasized that management is responsible for 94% of quality problems. His key
contributions include:
- Deming’s 14 Points: Focus on constancy of purpose, adopt new philosophies, improve processes, drive out
fear, break down barriers, and institute leadership.
- System of Profound Knowledge: Understanding variation, systems thinking, psychology, and theory of
knowledge.
- PDCA Cycle (Plan-Do-Check-Act): A continuous improvement cycle used for process optimization.
2.3 Quality Council
A quality council is a formal group led by top management to oversee quality initiatives.
Roles:
- Develop and deploy strategic quality plans.
- Ensure cross-functional teamwork.
- Monitor progress and measure results.
- Establish recognition and reward mechanisms.
2.4 Quality Statements
- Vision: Broad purpose and aspiration of the organization.
- Mission: Reason for existence, guiding principles, and primary objectives.
- Quality Policy: Declaration of commitment to quality and continuous improvement.
- Objectives: Specific, measurable, achievable, relevant, time-bound (SMART) goals.
2.5 Strategic Planning for Quality
Strategic planning aligns the organization’s resources with its mission and vision. In TQM:
- Quality goals are embedded in business strategy.
- Continuous feedback from customers is considered.
- Benchmarking and SWOT analysis support planning.
2.6 Customer Satisfaction
Customer satisfaction is the ultimate goal of TQM. Organizations must:
- Understand customer perception of quality: Customers judge quality based on past experiences, brand
reputation, and expectations.
- Collect customer feedback: Surveys, interviews, suggestion boxes, online reviews.
- Handle customer complaints: Use them as opportunities for improvement.
- Improve service quality: Responsiveness, reliability, assurance, empathy, and tangibles (SERVQUAL
dimensions).
- Apply the Kano Model: Identifies basic needs (must-be), performance needs (satisfaction increases with
performance), and excitement needs (unexpected features that delight customers).
- Focus on customer retention: Loyal customers provide repeat business and positive referrals.
2.7 Employee Involvement
TQM stresses that employees at all levels should be empowered and motivated.
- Motivation: Use Maslow’s hierarchy and Herzberg’s two-factor theory to encourage performance.
- Empowerment: Give employees authority to make decisions that improve quality.
- Teamwork: Cross-functional and problem-solving teams foster collaboration.
- Recognition and Reward: Employees should be acknowledged for quality contributions.
- Performance Appraisal: Regular evaluation and feedback to align individual goals with organizational quality
goals.
2.8 Continuous Process Improvement
Continuous improvement is the backbone of TQM.
- Juran Trilogy: Quality Planning, Quality Control, and Quality Improvement.
- PDSA/PDCA Cycle: Plan, Do, Study/Check, Act – ensures small but continuous improvements.
- 5S Methodology: Sort, Set in order, Shine, Standardize, Sustain – workplace organization for efficiency.
- Kaizen: Philosophy of small, incremental improvements involving everyone.
2.9 Supplier Partnership
Suppliers play a key role in ensuring quality inputs for products and services.
- Partnering: Develop long-term, trust-based relationships.
- Supplier Selection: Choose based on quality, reliability, delivery, and cost.
- Supplier Rating: Continuous assessment based on performance metrics.
- Relationship Development: Involve suppliers in design, planning, and quality improvement efforts.
2.10 Summary
- Leadership is the foundation for successful TQM implementation.
- Deming’s principles provide a strong framework for quality improvement.
- Customer satisfaction and employee involvement are at the heart of TQM.
- Continuous improvement tools like Kaizen, PDSA, and 5S ensure long-term competitiveness.
- Strong supplier partnerships extend quality beyond organizational boundaries.
