TOTAL QUALITY & QUALITY MANAGEMENT

Introduction

Total - made up of the whole

Quality - degree of excellence a product or service provides

Management - act, art or manner of planning, controlling,

directing,….

Therefore, TQM is the art of managing the whole to achieve excellence.

 The concept of TQM

• Produce quality work the first time.

• Focus on the customer.

• Have a strategic approach to improvement.

• Improve continuously.

• Encourage mutual respect and teamwork.

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 Concepts
2

 What is quality?
Dictionary has many definitions: “Essential characteristic,”
“Superior,” etc.
Quality is “fitness for use”
(Joseph Juran)
Quality is “conformance to requirements”
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy the needs and
expectations of the customer

 Some definitions that are accepted in various

organizations:
 “Quality is customer satisfaction,”
 “Quality is Fitness for Use.”
 What is TQM
3

 Total - made up of the whole Inspection

 Quality - degree of excellence a product
Quality
or service provides
Control
 Management - act, art or manner of
planning, controlling, directing,….
Quality
Assurance
Therefore, TQM is the art of
managing the whole to achieve
excellence. TQM
 What does TQM mean?
4

Total Quality Management means that the

organization's culture is defined by and supports the
constant attainment of customer satisfaction
through an integrated system of tools, techniques,
and training. This involves the continuous
improvement of organizational processes, resulting
in high quality products and services.
Quality
 Various Definitions

 Total quality management (TQM) has been defined as an integrated

organizational effort designed to improve quality at every level.

 The process to produce a perfect product by a series of measures

require an organized effort by the entire company to prevent or
eliminate errors at every stage in production is called total quality
management.

 According to international organization for standards defined TQM

as, “TQM is a management approach for 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 the society.
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 Characteristics of TQM

 Committed management.
 Adopting and about total quality
communicating management.
 Closer customer relations.
 Closer provider relations.
 Benchmarking.
 Increased training.
 Open organization
 Employee empowerment.
 Flexible production.
 Process improvements.
 Process measuring
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 Traditional approach and TQM

Quality element Previous state TQM

Definition Product-oriented Customer-oriented

Priorities Second to service and First among equals of

cost service and cost

Decisions Short-term Long-term

Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Problem solving Managers Teams
Manager’s role Plan, assign, Delegate, coach,
control, facilitate, and
and enforce mentor
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 The three aspects of TQM

Counting Tools, techniques, and training in

their use for analyzing,
understanding, and solving quality
problems
Customers Quality for the customer as a
driving force and central concern.

Culture Shared values and beliefs,

expressed by leaders, that define
and support quality.
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MANAGEMENT 9
 Principles of tqm

1. Produce quality work the first time and every time.

2. Focus on the customer.

3. Have a strategic approach to improvement.

4. Improve continuously.

5. Encourage mutual respect and teamwork

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MANAGEMENT 10
 The key elements of the TQM

 Focus on the customer.

 Employee involvement

 Continuous improvement

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 Focus on the customer

• It is important to identify the organization’s customers.

• External customers consume the organization’s

product
or service.

• Internal customers are employees who receive the output

of other employees.

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 Employee Involvement

• Since quality is considered the job of all employees,

the
employees should be involved in quality initiatives.

• Front line employees are likely to have the closest

contact with external customers and thus can make the
most valuable contribution to quality.

• Therefore, employees must have the authority to

innovate and improve quality.

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Continuous improvement

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 The Three Quality Gurus
6

 Deming: the best known of the “early” pioneers, is credited

with popularizing quality control in Japan in early
1950s.Today, he is regarded as a national hero in that country
and is the father of the world famous Deming prize for quality.
 JURAN: Juran, like Deming was invited to Japan in 1954 by
the union of Japanese Scientists and engineers.
 Juran defines quality as fitness for use in terms of design,
conformance, availability, safety and field use. He focuses on
top-down management and technical methods rather than
worker pride and satisfaction.
 W. Edward Deming

 Pioneered the use of statistics and sampling methods

 Became interested in the work of statistician Walter

Shewhart and believed the principles could be applied
to
non-manufacturing environments
 In the early 1950’s he lectured Japanese business on
quality concepts leading directly to the emergence of
Japan as a quality leader
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 W. Edward Deming

 Encouraged the adoption of a systematic approach

to problem solving known as the Deming or PDCA
(Plan Do Check Act) cycle
- Immediate remedies - Objectives
- future actions - Methods
Act Plan

- Against objectives Check Do - Train

- Execute

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 Deming’s 14 Points for Management

1. Create constancy of purpose for the improvement of

the product and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the
basis of price tag alone. Instead, minimize total
cost by working with a single supplier.
5. Improve constantly and forever every process
for planning, production, and service.
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 Deming’s 14 Points for Management

6. Institute training and retraining.

7. Adopt and institute leadership.
8. Drive out fear.
9. Breakdown barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for
the workforce.
11. Eliminate numerical quotas for the workforce
and numerical goals for management.
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 Deming’s 14 Points for Management

12. Remove barriers that rob people of workmanship.

13. Institute a vigorous program of education and
self- improvement for everyone.
14. Put everybody in the company to work to
accomplish the transformation.

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 The Deming Chain Reaction

Costs decrease because

Improve of less rework, fewer mis- Productivity
Quality takes, few delays, better improves
use of machine time and
materials.

Capture the
market with Stay in Provide jobs
better quality business and more jobs
and lower price

6
 Joseph Juran

 Like Deming, was invited to Japan in the early 1950’s

by the Union of Japanese Scientists and Engineers
(JUSE)
 Strong advocate of the need for quality planning and
the
setting of clear and measurable goals
 Has been very critical of some of the quality initiatives
of the 1990’s as lacking substance
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 Juran’s 10 Steps to Quality Improvement

1. Build awareness of the need and 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.
6. Report progress.
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 Juran’s 10 Steps to Quality Improvement

7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual
improvement part of the regular systems and
processes of the company.

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 Philip B. Crosby

 Known for his book “Quality is Free” and the

of:
concepts
 Do It Right The First Time
 Zero Defects

 Defines quality as conformance to requirements and

has
no tolerance for acceptable quality limits
 Strong believer that management is responsible for
quality 25
 Crosby’s 14 Steps to Quality Improvement

1. Make it clear that management is committed to quality.

2. Form quality improvement teams with
representatives from each department.
3. Determine where current and potential
quality problems lie.
4. Evaluate the cost of quality and explain its use
as a management tool.
5. Raise the quality awareness and personal concern of
all employees.
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 Crosby’s 14 Steps to Quality Improvement

6. Take actions to correct problems identified

through previous steps.
7. Establish a committee for the zero-defects
program.
8. Train supervisors to actively carry out their part of
the quality improvement program.
9. Hold a “zero-defects day” to let all employees
realize that there has been a change.
10. Encourage individuals to establish improvement
goals for themselves and their groups. 27
 Crosby’s 14 Steps to Quality Improvement

11. Encourage employees to communicate to

management the obstacles they face in attaining their
improvement goals.
12. Recognize and appreciate those who participate.
13. Establish quality councils to communicate on a
regular basis.
14. Do it all over again to emphasize that the
quality improvement program never ends.

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 Comparison

Deming Juran Crosby

Definition of Continuous Fitness for use Conformance to
quality improvemen requirements
t
Emphasis Measurement Motivation
Tools/system (behaviour)
Types of tools Statistical Analytical, cost- Minimal
process control of-quality use
Use of goals and Not used Significant Posted goals for
targets emphasis workers

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 The Deming Cycle or PDCA Cycle

7
PLAN
Plan a change to the process. Predict
the effect this change will have and
plan how the effects will be measured
ACT DO

Adopt the change as a Implement the change

permanent on a small scale and
modification to the measure the effects
process, or abandon it.
CHECK

Study the results to

learn what effect the
change had, if any.
 Philip Crosby: author of popular book Quality
is Free. His absolut8es of quality are:
 Quality is defined as conformance to requirements,
not “goodness”
 The system for achieving quality is prevention, not appraisal.
 The performance standard is zero defects, not “that’s
close enough”
 The measurement of quality is the price of non-conformance,
not indexes.
 Commonality of Themes of Quality
Gurus 9

 Inspection is never the answer to quality improvement, nor is

“policing”.

 Involvement of leadership and top management is essential to

the necessary culture of commitment to quality.

 A program for quality requires organization-wide efforts and

long term commitment, accompanied by the necessary
investment in training.

 Quality is first and schedules are second.

Continuous improvement

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 CONTINUOUS IMPROVEMENT

• The quest for quality is a never-ending process in which people are

continuously working to improve the performance, speed and number of
features of the product or service.
• Continuous improvement means that small, incremental improvement that
occurs on a regular basis will eventually add up to vast improvement in
quality.
• TQM is the management process used to make continuous improvements to
all functions.
• TQM represents an ongoing, continuous commitment to improvement.
• The foundation of total quality is a management philosophy that supports
meeting customer requirements through continuous improvement.

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MANAGEMENT 34
 Continuous Process Improvement.

 View all work as process – production and business.

 Process – purchasing, design, invoicing, etc.

 Inputs – process – outputs.

 Process improvement – increased customer satisfaction.

 Improvement – 5 ways:
 reduce resources, reduce errors, meet expectations of
downstream customers, make process safer, make process
more satisfying to the person doing

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 THE TQM SYSTEM

Continuous
Objective Improvement

Principles Custom Process Total

er Improvem Involvem
Focus ent ent
Leadership
Elements Education and Training Supportive
structure
Communications Reward and
recognition
Measurement

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 BENEFITS OF TQM:

• Improved quality.
• Employee participation.
• Team work.
• Working relationships.
• Customer satisfaction.
• Employee satisfaction.
• Productivity.
• Communication.
• Profitability.
• Market share.
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 TQM Six Basic
10
Concepts
1. Leadership
2. Customer Satisfaction
3. Employee Involvement
4. Continuous Process Improvement
5. Supplier Partnership
6. Performance Measures
(All these present an excellent way to run
a business)
 Elements of TQM
11

 Leadership
 Top management vision, planning and support
 Employee involvement
 All employees assume responsibility for inspecting the quality of their
work.
 Product/Process Excellence
 Involves product design quality and monitoring the process for
continuous improvement.
 Elements of TQM (cont’d)
12

 Continuous Improvement
A concept that recognizes that quality improvement is a journey with
no end and that there is a need for continually looking for new
approaches for improving quality.
 Customer Focus (on “Fitness for Use”)
 Design quality

Specific characteristics of a product that determine its value in the

marketplace.
 Conformance quality

 The degree to which a product meets its design specifications.

 Benefits of
TQM 29
 Greater customer loyalty
 Market share improvement
 Higher stock prices
 Reduced service calls
 Higher prices
 Greater productivity
 Assuring Customer Satisfaction
30

 Service Recovery
 How quickly a firm rectifies a service mistake has a strong effect on
establishing customer loyalty and creating customer satisfaction.
 Service Guarantees
 Provide customer feedback on service operations

 Effective guarantees

Unconditional
 Easy to understand
Meaningful
 Easy and painless to invoke
 Easy and quick to collect on
 Conclusion
31

Remember the earth revolves around the SUN.

Quality begets customers and customers beget quality. Let
us all have action plans to support quality, this will
make the world happy and earn us the profit (to
industry), Relations with customers (continuous process
improvement) and blessing of God Almighty.

“Actions are direct reflection of one’s intentions”

(Mahabharata)
 CONCLUSION:

• TQM encourages participation amongst employees, managers and

organization as whole.
• Using Quality management reduces rework nearly to zero in an achievable
goal .The responsibilities either its professional, social, legal one that rest with
the pharmaceutical manufacturer for the assurance of quality of product are
tremendous and it can only be achieved by well organised.
• Work culture and complete engagement of the employees at the work place. It
should be realised that national & international regulations must be
implemented systematically and process.
• Control should be practiced rigorously.
• Thus quality is critically important ingredient to organisational success today
which can be achieved by TQM, an organisational approach that focusses on
quality as an over achieving goals, aimed at aimed at the prevention of defects
rather than detection of defects..
TOTAL QUALITY 44
MANAGEMENT
Quality is a Journey,
not a Destination

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