TOTAL QUALITY

MANAGEMENT
(TQM)
RANTE C. MARMETO, EDD
FACILITATOR
Credits to:
Professor Rene T. Domingo (author of Quality Means Survival)
He is a teacher, writer and management consultant. He is the Sime Darby Professor of
Manufacturing at the Asian Institute of Management in Manila, and the program director of its
Advanced Manufacturing Management Course. Schooled and trained in Japan, he has written
extensively on quality and service management and world-class manufacturing practices.
Expertise
Total Quality Management, Lean Management, Service Operations, Healthcare Management
Research Interests
Total Quality Management, Operations of Japanese Joint Venture Companies in Southeast Asia,
Lean Management, Turnaround Management
Course Delivery
1. Lecture
2. Interactive Discussion
3. Reflection
4. Output oriented
Terminologies
Manufacturing Industry/Company = DepEd CO, RO, SDO, Schools
Managers/CEO = CO, RO, SDO, School Key Officials
Employees/Workers = DepEd Teaching & Nonteaching Personnel
Customers = Students, Parents & other stakeholders
Gurus = Consultants, Resource Persons
Articles on Quality Management &
Customer Service Management
FIRST MEETING – October 16, 2020 at 5:00 – 7:00PM
1. The Quality Revolution (discussion)
2. Use Your Head, Not Your Money (discussion)
3. Non-Stop Improvement: Quality Redefined (discussion)
4. Measure Quality Right the First Time (additional readings)
5. Strategies in Quality Management (additional readings)

SECOND MEETING – October 22, 2020 at 5:00 – 7:00PM

1. The Rights Steps to Quality (discussion)
2. The Art of Delighting Customers (additional readings)
3. The Seven Deadly Sins of Customer Service (discussion)
4. Consistency in Service Quality (additional readings)
5. Total Quality Management (discussion)
The Quality
Revolution
RENE T. DOMINGO
Many firms, which attempted company-
wide Total Quality (TQ)

Introduced

●
Organize Quality Control Circles
●
Apply Statistical Quality Control
●
Exhort Everybody with slogans on quality
●
Hire any guru who can talk about quality

Resulted

●
Limited success
●
Mediocre results
●
Nothing at all
Employ
ees are
not
respon
ding

Limited
success,
mediocre
results or
nothing at
all.

Manag
ers are
resistin
g the
efforts
What many books and gurus on
quality don’t mention
That the hardest part in implementing TQ is
the changing of prevailing work attitudes
and sentiments and not the application of
techniques, statistical or organizational.
Attitudinal Problems that Hinders
any Quality Improvement Program
1. Employees are not personally convinced of the importance of
quality in their work; as long as they get their paychecks on time,
nobody wants to rock the boat
2. Worker don not take management and its pronouncement
seriously;
3. Management distrusts workers and regards them as mere hired
hands incapable of thinking and coming out with bright ideas;
4. Nobody, employees and management alike, realize the need to
change or improve simply because there is no crisis perceived;
business can go on indefinitely with the status quo.
Reflect on these:
1. How does a company seriously committed to adopt the Total
Quality Culture – start changing attitudes and molding a new
culture for everybody?
2. How does it begin overcoming the inertia of mediocre
performance, shoddy products and sloppy service that have been
going on for decades?
Before forming those quality circles and
posting those charts and slogans, some
groundwork or agitation have to be done to
create the proper atmosphere – so that all
employees would get the message that the
company means business, that the “more of
the same” lifestyle is out of style, and that
quality is a must, not a MOTTO.
How to Incite the Quality
Revolution
1. Let customers confront your employees
2. Dismantle all network and recycling operations
3. Deliberately reduce all inventories
4. Start and do everything on time
5. Clean up the work environment
6. Export or sell to more quality-conscious markets
Conclusion
Achieving TQ usually means a revolution, a 180-degree change in the
corporate culture and the throwing away of many ingrained thinking
and working habits by workers and managers alike. It requires the
precision, patience and power to steer an oil tanker or aircraft carries
into the opposite direction. Attaining 99.0007% quality level
demands a very strong leadership with a very strong corporate will,
making hard decisions and supreme sacrifices. As such, TQ is not for
everybody. Negative thinkers and companies with weak convictions
and commitments need not try TQ, for failure is guaranteed.
Use your Head, Not
your Money
RENE T. DOMINGO
Taiichi Ohno
Japanese Industrial engineer and businessman
Former Vice-President of Toyota Motors Corporation
Father of the Toyota Production System, which inspired Lean
Manufacturing in the U.S. 
Pioneered and perfected the much-emulated Just-In-Time system of
production in Japan’s no. 1 carmaker
When anyone wanted to improve anything – quality, or productivity
or output – by spending money and asking for more resources,
especially people, Ohno would sternly remind him, “Use your head,
not your money!.
 King of Kaizen (continuous
improvement)
Kaizen is the non-stop improvement of the process to continuously raise the quality and productivity of
outputs.
It also means moving towards your goal with little steps, but consistently, such that after a period of
time, the total effect would be a big step or even a radical change in process and people performance.
Most important and neglected part of kaizen philosophy is that improvement should not cost anything.
In fact, it should result in savings.
Focuses on elimination of wastes and unnecessary processes and the prevention of defects by building in
quality into the product from the very start
Aims to reduce quality cost – the costs of not doing the right thing the first time.
It is not about incurring costs to improve quality
It is a serious, sincere, though small effort of every employee to improve his work and work environment.
Kaizen Philosophy
The application of work
simplification principles in
process improvement.
Steps in Work Simplification
1. Eliminate all unnecessary steps.
2. Combine all related steps.
3. Change sequence of processes.
4. Add resources or replace steps.
1. Eliminate all unnecessary steps
The most vital kaizen step
Steps that do not add value or quality to the product are exposed
and terminated. (Einstein)
It is the easiest to implement because there is nothing to do and
the cheapest to do because there is not cost in not doing something
unnecessary.
Best example of using one’s head and not one’s money/
2. Combine all related steps
The next powerful kaizen step
Cost of implementation would be minimal – perhaps a slight
change in layout, and additional tools and training of workers
3. Change sequence of processes
A better sequence would actually result in cutting down transport
time of people, goods or documents
In paperworks, it could cut down red tape and bottlenecks
Example:
“Every morning, before we leave for work, we either take breakfast and dress
up, or dress up and take breakfast. If you follow one sequence consistently
everyday, try to reverse the sequence tomorrow. See what happens, and find
out why one sequence is faster than the other and why you prefer once
sequence over the other.”
4. Add resources or replace steps
It is more of using one’s money, than one’s head
It is the costliest option and therefore should be taken
only as a last resort.
It requires little thinking and analysis
Non-Stop
Improvement:
Quality Redefined
RENE T. DOMINGO
If we are to use “quality” as
the battlecry of the revolution,
then it must be redefined so
that it becomes a powerful
guide to action for everybody.
Paradigm
a mindset, a fixed state of mind, that screens information and ideas
that reach our minds by accepting those that conform with it and
rejecting those which don’t.
powerful in that they dictate, often subconsciously, how we look at
things and communicate with others.
not permanent
replaceable – but only if you know that you have them
Three erroneous paradigms on
quality to purge
1.Quality is conformance to specifications;
2.Quality is satisfying the customers; and
3.Quality is what the inspector checks.

“All three paradigms suffer from the underlying assumption that quality is
static – that once quality is attained, it will stay forever and there is nothing
else to do. Once specifications are met, once customers are satisfied, once
the product passes inspection, then there is nothing else to worry about.”
We now shift paradigms. Quality is redefined
and reduced to a simple two-step process for
everybody:
1.Doing the right things right the first
time; and
2.Doing it better and better.
Right the First Time
“Doing it right the first time” implies perfection and the belief that
an objective can be achieved.

There are two common paradigms or attitudes that may block this
quest for excellence in our jobs:
◦ To Err is Human
◦ There is Always a Next Time
Kaizen – Doing It Better and Better
1. It is the process of non-stop improvement of everything we do
2. A Japanese term consisting of two characters – “kai” meaning “change” and
“zen” meaning “good”, thus together meaning “improvement”.
3. It keeps everybody awake, dynamic and fire-up.
4. There is no acceptable best way.
5. Its motto is “If it works, it’s obsolete”.
6. It drives the quality company to constantly develop newer and better
products. Its marketing motto is “If a product sells, it’s time to change it for a
better one”.
The Right Steps to
Quality
RENE T. DOMINGO
Good intentions and sheer
determination are not a guarantee
of success in implementing total
quality (TQ)
Seven (7) steps in implementing TQ
1. Embrace a single quality philosophy.
2. Management should lead and show quality leadership.
3. Change or modify all systems and structures to suit total quality
objectives.
4. Train and empower all employees.
5. Employees’ behavior will change.
6. Employees’ develop total quality attitudes.
7. A total quality corporate develops.
Embrace a single quality
philosophy
1. Management and employees should first understand and be 100% convinced
why the company has to achieve total quality.
2. Everybody should have the same definition of quality, defect, service,
disservice, customer and other TQ terms.
3. The corporate-wide orientation should set the same standards of customer
service for everybody and let everybody realize the disastrous effect of lost
customers due to bad quality or service.
4. Everybody should appreciate the sacrifices and difficulties in the TQ journey at
this stage.
DepEd’s VMCKRAPI
Management should lead and
show quality leadership
1. The CEO should take the first initiative in displaying unwavering
leadership in quality.
2. He should MODEL THE WAY by showing personal examples in
thoughts, words and deeds, reflective of the new quality
philosophy.
3. He should think and act quality in all his decisions and actuations –
entertaining anybody anytime who has something, no matter how
small, to contribute to improving quality or service.
Model the Way
Trivia
“Deming, the American quality guru who first taught
quality to the Japanese in the 50’s, said that quality
begins at the top, more specifically, in the
boardroom. He insisted that his first quality seminar
in Japan be attended only by the presidents of
Japan’s big corporation – no substitutes were
allowed. The CEO’s reluctantly came, Deming
converted them all to quality, and the rest is history.”
Change or modify all systems and
structures to suit total quality objectives
1. Management should begin reviewing all systems, policies
and procedures in the company and check their
consistency and conduciveness to quality.
2. Management is responsible for setting up the right
systems and policies that make it easy for workers to do a
quality job.
Challenge the Process
Train and empower all employees
1. Given a conducive working environment, employees including all
managers are now ready for training on the fundamental quality skills
of problem identification, problem analysis, problem solving and
problem prevention.
2. Training is the preparatory steps to empowerment in which
employees are given trust, responsibility and authority to voluntarily
organize themselves into self-managing teams e.g. QC circles, solve
problems and improve processes and operation in their workplace.
Enabling Others to Act
Employees’ behaviour will change
1. After all systems are in place, leadership are without question, the
trained and empowered employees will gradually show quality
behaviour, and start to develop good working habits.
2. Employees will stop hiding problems and attend to customers and
their complaints more promptly.
3. But good behaviors are not necessarily internalized and long lasting
at this stage; the environment will simply not allow them to behave
otherwise.
Encourage the Heart
Employees’ develop total quality
attitudes
1. As behaviors are repeated and reinforced over time
through management leadership, systems improvement
and continuous employee training, they become
internalized as PERSONAL ATTITUDES AND VALUES.
2. Employees start to understand and appreciate:
◦ why they always have to do their jobs right the first time; and
◦ why it is good not only for them but for the company

Inspire a Shared Vision

A total quality corporate culture
develops
1. Behavior change occurs corporate-wide in step 5, but
attitude change in step 6 is more individual and slower in
pace.
2. As TQ attitudes develop over time and spread to more
and more employees and finally all employees, this
change becomes a change in corporate culture.
3. As this point which may come after several years of TQ
implementation, we say that the company has arrived.
Expectations once TQ is genuinely
achieved:
1. Employees will become loyal to company and equate corporate
success with personal success. Quality work is done with or
without incentives – monetary or otherwise
2. Employees will perform because they believe in quality.
3. Employees will organize themselves voluntarily to do process
improvement, without management intervention, pressure, or
allurements.
4. New employees will easily adapt to the strong TQ corporate
culture. Employees turnover, absenteeism, and strikes will be
greatly diminished if not eliminated
TQ is not just a destination to be reached; it is, more
importantly, a position or status to be maintained
and sustained by repeating steps one to four:
1. Continuous review and preaching of the TQ
philosophy
2. Unwavering top management quality leadership
3. Non-stop process and systems improvement
4. Continuous employee training, skills upgrade and
empowerment
The Seven Deadly
Sins of Customer
Service
RENE T. DOMINGO
1. Slow and Bureaucratic Service
A system that is designed with too much control is most offensive and irritating to any
type of customer applying for any kind of service.
Bureaucratic services aim for CUSTOMER CONTROL rather then CUSTOMER
SATISFACTION. They are premised on CONTROL AND MISTRUST of both customers and
employees rather than SERVICE AND SPEED.
Bureaucratic service or “multiple-stop shop” is the antithesis of the “one-stop shop”
that delights most of us.
Bureaucratic service is more on discrimination, usually against small customers and
minor accounts, which are never given priority – they wait the longest and suffer the
most.
LESSON LEARNED: Develop one-stop shops run by multi-skilled, multi-tasking and
empowered frontline personnel.
2. Offering standardized and
inflexible products and services
Companies that offer low-variety services, limited offerings and few options are
guilty of this. Their business philosophy is “one size fits all”, similar to Henry
Ford’s “they can have it any color they want as long as it is black”.
Services that are bound accommodate unique customer’s requests, preferences,
convenience and needs are bound to fail in the long run.
LESSON LEARNED: Don’t mass produce, mass-customize.
Assessment: unified testing
Teaching-learning process: differentiated instructions, contextualization
3. Poor after-sales services
More often than not, many companies end up with no after-sales service. When customers are
treated as account numbers and transactions, the relationship ends with the exchange of goods and
services with cash. There is no mechanism to regularly collect or solicit customer feedback on
satisfaction with the services just received or complaints against them. Valuable information and
suggestions from customers on how to improve the products and services are at a lost.
LESSON LEARNED: Don’t sell to customers, instead create lasting customer relationship.

Capacity building programs: online evaluation form

Teaching-learning process: Classroom Observation Tool
SEPS for Monitoring & Evaluation
IWAR and WHLP for teachers
4. Poor before-sales service
While companies may have after-sales service policies and systems, before-sales is usually
lacking or inadequate.
Companies with slow, bureaucratic ordering systems are guilty of this common sin.
Customers find it hard and inconvenient to contact or phone the service provider to place an
order or to make inquiries about its offerings.
Frontline personnel who interact with customers are not empowered and have poor product
knowledge.
LESSON LEARNED: Treat all inquiries as potential customers
Incomplete information school usually forget in soliciting help for stakeholders e.g. contact
details, wrong contact details published as hotlines
5. Customers are kept ignorant of
their status and problems at hand
The service process is not transparent nor communicated properly to customers.
Customers have no direct convenient access to the system to inquire, expedite or follow-up on their orders or requests.
In case goes wrong, like delays, customer are not informed immediately, or not at all, as to the cause and when service
delivery will be resolved.
LESSON LEARNED: Proactively update customers of the status of their requests – ignorance is worse than delays

Inquiries about:

◦ Online enrolment: nagenrol pero wala pang teacher na nagtetext, nagenrol na may text message na nareceive from teacher pero wala
pang section, tinext pero wala pang nasagot
◦ Request for confirmation in the LIS
◦ Request for Form 137
6. Arguing with customers for whatever reasons,
whether the customer is right or wrong
Companies guilty of this assume that complaining customers are always wrong
and out to cheat them or abuse their service – their policy is that it is better to
reject a good customer than to accommodate a bad one.
In the final analysis, the service provider may win an argument but lose the
customer, who maybe a good paying one.
LESSON LEARNED: You can win any argument with any customer, but you will
lose the sale and customer
Think win-win in making decisions e.g…..
7. Keeping local rather than global
standards
Those guilty of this usually do not do global benchmarking on products, services and processes.
They do not have continuous improvement programs that will keep their products and
processes competitive and world-class.
LESSON LEARNED: Like free lunch, there is no such thing as a local standard.
Upgrading science research into international standards: 2019 Zayed Sustainability Prize Winner,
2016 SEA Creative Camp Champion in Indonesia
Application in the Intellectual Property Office: 3 patented products, featured in 2020 Teachers
Month Celebration
Advocating Global Citizenship for Education (usually mentioned only in the book): International
Student Exchange Program with 2 royal school-partners in Thailand, soon in the Netherlands
and Vietnam, visited by schools from Japan and Nigeria
TOTAL QUALITY
MANAGEMENT
RENE T. DOMINGO
Total Quality Management (TQM)
The management system of improving
customer satisfaction and over-all quality in
an organization by involving all
departments and suppliers in continuous
quality improvement.
TOTAL QUALITY
QUALITY PRODUCTS
QUALITY PROCESSES
QUALITY PEOPLE
QUALITY PARTNERS
QUALITY POLICIES
QUALITY LEADERSHIP
“80% of quality problems are
caused by management and 20%
by workers.”

- W. Edwards Deming (1900-1993)

QUALITY LEADERSHIP
“Quality starts in the
boardroom.”

- Dr. Joseph M. Juran

Total Quality Management (TQM)
1. Customer-driven organization and culture
2. Process orientation
3. Management by fact
4. Quality at the source
5. Continuous improvement
TOTAL QUALITY MANAGEMENT

RIGHT ATTITUDE = RIGHT SERVICE

THREE CARPENTERS

BORED CARPENTER
“I’m hammering a nail.”

INDIFFERENT CARPENTER
“I’m making a door.”

HAPPY CARPENTER
“I’m building a church.”
THREE NURSES

BORED NURSE
“I’m following the doctor’s order.”

INDIFFERENT NURSE
“I’m treating a patient in room 453.”

HAPPY NURSE
“I’m saving a precious life.”
THREE TEACHERS

BORED TEACHER
“I’m …………..”

INDIFFERENT TEACHER
“I’m …………...”

HAPPY TEACHER
“I’m …………...”
 CONVENTIONAL TOTAL QUALITY
MANAGEMENT MANAGEMENT
Find fault in people Analyze the process
Penalize people Improve the process
Evaluate Evaluate process
Correct problems Prevent problems
Error-detection Error-proofing
Reactive Proactive
Quality after the fact Quality at the source
 CONVENTIONAL
TOTAL QUALITY MANAGEMENT
MANAGEMENT
Hide problems Expose problems
Blaming culture Open culture
One’s superior as the boss The next process as the boss
Management by inspection Management by empowerment
Management by gut feel Management by fact
Remote-control management Hands-on (gemba) management
Employees as hired hands Employees as process owners
Command and control Leadership by example
CONVENTIONAL SCHOOL
TOTAL QUALITY MANAGEMENT
MANAGEMENT
Students as sources of income Students as customers
Processing students Partnering with students
Teaching students Learning with students
Faculty as facilitators of the learning
Faculty as teachers process
Teacher-centered systems Student-centered systems
Grading/evaluation-oriented Improvement oriented
Compliance-oriented Continuous improvement
Teacher/admin satisfaction Student/parent satisfaction
Turf battles, “walled” units Seamless, learning organizaton
QUALITY
PLANNING
A CUSTOMER-DRIVEN ORGANIZATION
THE CUSTOMER

PRESIDENT

VICE-PRESIDENT VICE-PRESIDENT VICE-PRESIDENT

PARADIGM SHIFT
 PARADIGM SHIFT
KNOWLEDGE-DRIVEN
SKILLS-DRIVEN EDUCATION
EDUCATION

“what to memorize” “how to memorize”

“what to read” “how to read”
“The customer defines quality.”
 QUALITY GAP ANALYSIS

CUSTOMER CUSTOMER
EXPECTATION PERCEPTION
 QUALITY GAPS
CUSTOMER EXPECTATION

DESIGN GAP

PRODUCT DESIGN

PRODUCTION GAP

PRODUCT DELIVERED

PERCEPTION GAP

CUSTOMER EXPERIENCE
 SYSTEM SMILES
SERVICE
(backroom) (frontline)