TOTAL QUALITY MANAGEMENT

• Quality – is the ability of a product or a service to

consistently meet or exceed customer expectations.

• Quality products help to maintain customer

satisfaction and loyalty and reduce the risk and cost of
replacing faulty goods. Companies can build a
reputation for quality by gaining accreditation with a
recognized quality standard.
 TOTAL QUALITY MANAGEMENT

• is the continual process of detecting and

reducing or eliminating errors in
manufacturing, streamlining supply chain
management, improving the customer
experience, and ensuring that employees are
up to speed with training. 
 THREE KEY PHILOSOPHIES IN THIS
APPROACH

• 1. Never ending push to improve, which is

referred to as continuous improvement.
• II. The involvement of everyone in the
organization
• III. Goal of customers satisfaction, which means
meeting or exceeding customer expectations.
 THE FOCUS OF TQM

• The focus of the process is to improve the

quality of an organization's outputs,
including goods and services, through
continual improvement of internal practices.
 WE CAN DESCRIBE THE TQM
APPROACH AS FOLLOWS:

• 1. Find out what customers want.

• 2. Design a product or service that will meet (or exceed) what
customers want.
• 3. Design processes that facilitate doing the job right the first time.
• 4. Keep track of results, and use them to guide improvement in the
system.
• 5. Extend these concepts throughout the supply chain.
 ELEMENTS OF TQM

• 1. Continuous improvement • 6. Knowledge of tools

• 2. Competitive benchmarking
• 3. Employee empowerment
• 4. Team approach
• 5. Decisions based on facts
rather than opinions
• 7. Supplier quality
• 8. Champion
• 9. Quality at the source
• 10. Suppliers
8 PRINCIPLES OF TQM
 1. CUSTOMER FOCUS

• TQM is considered a customer-focused

process and aims for continual improvement
of business operations.
• The customers determined the quality of the
product.
 2. TOTAL QUALITY EMPLOYMENT

• The employees must be sufficiently trained

and given the proper resources to complete
tasks in order to be committed to reaching
goals on time.
• They need to understand the vision and goals
that have been communicated. 
 3. PROCESS APPROACH

• Processes ensure that the proper steps are

taken at the right time to ensure consistency
and speed up production.
 4. INTEGRATED SYSTEM

• Everybody in every department should have

a thorough understanding of policies,
standards, objectives, and processes.
Integrated systems help the company to look
for continual improvement in order to
achieve an edge over the competition.
 5. STRATEGIC AND SYSTEMATIC
APPROACH

• Organizations sustain success when

processes are managed as one coherent
quality management system.
• Multiple processes within a development or
production cycle are managed as a system of
processes in an effort to increase efficiency.
 6. CONTINUAL IMPROVEMENT

• A large aspect of TQM is continual process

improvement. Continual improvement drives an
organization to be both analytical and creative in
finding ways to become more competitive and
more effective at meeting stakeholder expectations.
 7. FACT - BASED DECISION MAKING

•  TQM requires that an organization continually collect and

analyze data in order to improve decision making accuracy,
achieve consensus, and allow prediction based on past history.

• Analysis and data gathering lead to better decisions based on

the available information. Making informed decisions leads to
a better understanding of customers and your market.
 8. COMMUNICATIONS

• Effective communications plays a large part in

maintaining morale and in motivating employees at
all levels. Communications involve strategies,
method, and timeliness.
• Needs to be aware of plans, strategies, and methods
that will be used to achieve goals.
COMPARING THE CULTURE OF TQM
AND TRADITIONAL ORGANIZATIONS
 OBSTACLES TO IMPLEMENTING TQM:

• 1. Lack of a companywide definition of • 7. Emphasis on short – term financial

quality.
• 2. Lack of strategic plan for change.
• 3. Lack of customer focus.
• 4. Poor intraorganizational
communication.
• 5. Lack of employee empowerment.
• 6. View of quality as a “quick fix”.
results.
• 8. Inordinate presence of internal
politics and “turf” issues.
• 9. Lack of strong motivation.
• 10. Lack of time to devote to quality
initiatives.
• 11. Lack of leadership.
 CRITICISMS OF TQM

• 1. Overzealous advocates may pursue TQM programs blindly, focusing attention on quality
even though other priorities may be more important.
• 2. Programs may not be linked to the strategies of the organization in a meaningful way.
• 3. Quality – related decisions may not be tied to market performance.
• 4. Failure to carefully plan a program before embarking on it can lead to false starts,
employee confusion, and meaningless results.
• 5. Organizations sometimes pursue continuous improvement when dramatic improvement
is needed.
• 6. Quality efforts may not be tied to results.
 BASIC STEPS IN THE TQM PROBLEM –
SOLVING PROCESS

• Step 1. Define the problem and establish an improvement goal.

• Step 2. Develop performance measures and collect data.
• Step 3. Analyze the problem.
• Step 4. Generate potential solutions.
• Step 5. Choose a solution.
• Step 6. Implement the solution.
• Step 7. Monitor the solution to see if it accomplishes the goal.
• THE END