Total Quality Management

Prof. PREM VRAT

DIRECTOR
I.I.T. ROORKEE
Key Factors
 Globalization of markets.
 Advances in IT.
 Growth of trans- national business.
 Establishment of WTO.
 Interpenetration of Economics.
 European single market.
- Intensified competition.
- Improving competitiveness in Imperative
Total Quality Management(TQM)
Definitions
TQM can be seen as a process, used to manage the change
in environment that will ensure that company reaches the
goal of TCI

Total - involves everybody in the organization

Continuous- for ever
Improvement- elimination of waste
- reduction of variations
- innovation

Contd…
Total Quality Management(TQM)
Definitions

TQM is a management approach of an

organization, centered on the participation
off all its members and aiming at long term
success through customer satisfaction and
benefits to the members of organization
and society
ISO 8402/IS 13999
Contd…
Total Quality Management(TQM)
Definitions
TQM is an approach for continuously improving the
quality of goods/ services delivered through the
participation of all levels & functions of organization .
JOHN PIGGOTT
TQM is an integrated organization approach in
delighting customers (internal & external) by meeting
their expectations on a continuous basis through
everyone involved on a continuous basis for
improvement in all product/ processes along with
proper problem solving methodology.
Dr.M. ZAIRI
 TQM is an organization- wide quality focused
culture. It is a journey to achieve excellence in all
aspects of the organization's activity.It involves all
members of the organization at all levels of
operation.
 TQM is a management philosophy rather than a
quality- technology. Ironically, TQM began in
Japan based on the quality philosophy of
Dr. W. Edwards Deming.
 The major phases of TQM are:
Statistical-quality-control,
Total-quality-control
Total–quality-management
 TQM PRINCIPLES
 Customer orientation.
 Management-by-Fact.
 Employee involvement.
 Continuous improvement.
 Quality: Misconceptions

1. BETTER QUALITY REQUIRES HIGHER COST.

2. QUALITY IS INNATELY PERCEIVED AS
SEPARATING GOOD FROM BAD.
3. INCREASED QUALITY CAN BE ACHIEVED
THROUGH INVESTMENT IN TECHNOLOGY.
4. QUALITY IS CONFINED TO THE PRODUCT AND
THEREFORE MANUFACTURING PROCESS.
5. QUALITY IS RESPONSIBILITY OF QUALITY
MANAGER AND HIS DEPARTMENT.
 Quality concepts

 Continuous improvement
Quality  Customer orientation
 Employee involvement
Management
 Management by facts
concepts  Process control
 Transparency

Contd…
 Quality concepts
 Award systems
Quality  Benchmarking
 Co-marking
Management  Complaints handling
 Customer surveys
Instruments  Empowerment
 Just in time management
And  Quality circles
 Quality awards
Quality audits
Organizational 
 Quality function deployment
 Quality policy deployment
Arrangements  Reward systems
 Top management commitment
Contd…
 Quality concepts

 Design of Experiments
Quality  Reliability Techniques
 The 7- Management
Management
and Planning Tools
techniques  The 7-SPC Tools
 Total
Quality
Require-
ments

Customer orientation Customer Orientation

Human resource Participa- Develop- motivation

excellence tion ment

Product/ process
leadership Products/ Processes/ Information Suppliers
Services procedures
Management
leadership
Culture Planning Communication Accountability

CONDITIONS OF EXCELLENCE
 THE McKINSEY TQM
MODEL

TOTAL QUALITY

DESIGN PROCESS COMPANY

PROCESS QUALITY QUALITY

PRODUCT PROCESS SERVICE LOGISTICS

QUALITY CAPABILITY QUALITY QUALITY
 FIVE GURU’S
-Process orientation
-Use of statistics
Deming -Drive out fear
-Reduction of variation
-Management involvement
-Quality planning
Juran -Quality control
-Quality improvement

-Total quality system

Feigenbaum - Design quality In
-Customer orientation

-Use of statistics
Ishikawa -Quality circles
-Involvement of employees

-Zero defects
-Cost of quality
Crosby -Hidden factory
-Slogans
MAINTAIN AT ALL TIMES
FOCUSES ON OBJECTIVE:
TO SATISFY CUSTOMERS
BETTER THAN
COMPETTIORS DO
COMPENSATE FOR
WEAKNESS INHERENT IN
CULTURE
USE FACILITATION
MEDIATE STRUCTURE TO
BRING IN CHANGE
BENCHMARK AGAINST
BEST OF BREED  
COMPANIES & COPY
THEIR BEST PRACTICES
 
USE SCIENTIFIC METHODS
NOT OPINION OR GUT
FEEL
DEPLOY THE
WORKFORCE
USE SINCERITY AND TRUST
AS BASIS FOR ALL
DEALINGS SAYINGS DOING
USE CROSS
FUNCTIONAL TEAMS
TURN EMPLOYEES FROM SKILL
HOLDERS TO DISEMINATORS
CREATE LEARNING,
ENABLING MANAGERS WHO
DEVELOP, NOT FILTER PEOPLE
EMPHASIS PROCEESS
MORE THAN PRODUCT
GET PEOPLE TO
PERFORM MUNDANE
ACTIVITIES WITH FULL
QUALITY FOCUS
USE TECHONOLGY
EFFICIENTLY
MEASURE KEY PARAMETERS
OF ALL ACTIVITIES
BUILD IN CONTINOUS
LEARNING & IMPROVEMENT
PROCESSES
GET WORK-FORCE TO
MANAGE ITSELF
USE CUSTOMER AND
COMPETITORS TO
DRIVE ALL DECISIONS
 The best way to implement
TQM?
Different approaches are Possible.:-
Soft - hard
Rhetoric - Concrete actions
Total organization - Pilot project
General - Specific
Bottom up - Top down

In practice interaction between the different

approaches is needed
 Seven Steps of TQM
 Select a theme.
 Grasp the present system.
 Analyze the present situation.
 Set countermeasures into motion.
 Determine the effectiveness of the
countermeasures.
 Use a stand operating procedures.
 Plan for future action.
 THE SEVEN STEP TQM MODEL

STEP-1: MANAGEMENT

ESTABLISH A TQM ENVIRONMENT

VISION/MISSION
COMMITMENT
EMPLOYEE INVOLVEMENT
CUSTOMER FOCUS
SUPPORT SYSTEM
DISCIPLINED METHODOLOGY
KNOWLEDGE AND SKILLS

STEP-2: MISSION

ESTABLISH SUPPLIER / CUSTOMER/MANAGEMENT: MISSION,

NEEDS, AND REQUIREMENTS

STEP – 3: PROCESSES

ESTABLISH PROCESS:
REQUIREMENTS, DEALS, PRIORITIES

STEP 7: REVIEW REVISION

STEP – 4: PROJECTS REPEAT CONTINUOUS IMPROVEMENT
CYCLE
CHECK/ ENSURE PROJECTS:
IMPLEMENTATION, MEASUREMENT, ASSESSMENT,
PERFORMANCE

STEP 5: CONTINUOUS IMPROVEMENT

ESTABLISH: IMPROVEMENT OPPORTUNITIES, STRATEGIC

INITIATIVES

STEP 6: EVALUATION

ESTABLISH: AUDIT/ EVALUATION PROCEDURES

 TQM AND CUSTOMER FOCUS

HUMAN
RESOURCES COMPUTERISATION
DEVELOPMENT
GROWTH

 
CUSTOMER
FOCUS

PROFITABILITY
PRODUCTIVITY

TOTAL QUALITY MANAGEMENT