Models and Frameworks for TQM

OPERATIONS MANAGEMENT
EARLY TQM FRAMEWORKS
Deming 14 points to help management to achieve success:
 Create constancy of purpose towards improvement of product and service.
 Adopt the new philosophy. We can no longer live with commonly accepted
levels of delays, mistakes, defective workmanship.
 Cease dependence on mass inspection. Require, instead statistical evidence
that quality is built in.
 End the practice of awarding business on the basis of price tag.
 Find problems. It is management’s job to work continually on the system.
 Institute modern methods of training on the job.
 Institute modern methods of supervision of production workers. The
responsibility of foremen must be changed from numbers to quality.
EARLY TQM FRAMEWORKS
 Drive out fear, so that everyone may work effectively for the company.
 Break down barriers between departments.
 Eliminate numerical goals, posters and slogans for the workforce asking for
new levels of productivity without providing methods.
 Eliminate work standards that prescribe numerical quotas.
 Remove barriers that stand between the hourly worker and his right to pride of
workmanship.
 Institute a vigorous program of education and retraining.
 Create a structure in top management that will push every day on the above
thirteen points.
 EARLY TQM FRAMEWORKS
Juran’s 10 steps to quality improvement were:
Build awareness of the need and opportunity for
improvement.
Set goals for improvement.
Organize to reach the goals (establish a quality council,
identify problems, select projects, appoint teams, designate
facilitators).
Provide training.
Carry out projects to solve problems.
EARLY TQM FRAMEWORKS
 Report progress.
 Give recognition.
 Communicate results
 Keep score.
 Maintain momentum by making annual improvement part
of the regular systems and processes of the company.
THE FOUR PS AND THREE
CS OF TQM
THE FOUR P’S OF TQM
 Planning – the development and deployment of policies and strategies;
setting up appropriate partnerships and resources; and designing in
quality.
 Performance – establishing a performance measure framework – a
‘balanced scorecard’ for the organization; carrying out self-assessment,
audits, reviews and benchmarking.
 Processes – understanding, management, design and redesign; quality
management systems; continuous improvement.
 People – managing the human resources; culture change; teamwork;
communications; innovation and learning.
THE THREE C’S OF TQM
 Culture
 Communication
 Commitment

The TQM model is complete when these three C’s are

integrated into the four P’s framework to move
organizations successfully forward