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Total quality management defined by Richard J. Schonberger as the total quality management is a set of concepts and tools for getting all employees focused on continuous improvement in the eyes of the customer.

A frequently used definition of quality is Delighting the

customer by fully meeting their needs and expectations.

Quality may include

performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price

People will produce quality goods and services when the meaning of quality is expressed daily in their relations. Inspection of the process is as important as inspection of the product. Probability of variation, can be understood by scientific methods. Workers work in the system to improve the system; managers work on the system to improve the system.

Total quality management must be consistently translated into guidelines provided to the whole organization. Envision what you desire , but start working from where you actually are. Accept the responsibility for quality.

Customer supplier interface.







The following is a list of points that should be consider

The organization needs a long-term commitment to continuous improvement. Adopt the philosophy of zero errors/defects to change the culture to right first time. Train people to understand the customer/supplier relationships Do not buy products or services on price alone look at the total cost. Recognize that improvement of the systems must be managed Adopt modern methods of supervising and training eliminate fear.

Eliminate barriers between departments by managing the process improve communications and teamwork Constantly educate and retrain develop experts in the organization. Develop a systematic approach to manage the implementation of TQM.

Cultural change
The culture in any organization is formed by the beliefs, behaviors, norms, dominant values, rules and the climate. A culture change, e.g., from one of acceptance of a certain level of errors or defects to one of right first time, every time, needs two key elements: Commitment from the leaders Involvement of all of the organization's people.

Core concepts of TQM

1. Customer orientation. 2. Customer requirements. (five dimensions) Specification for product and service. The conformance to the specification.

The reliability. The value for money aspects. The delivery as per the quality and on time.

3. 4. 5. 6. 7.

The internal customer. Competitive benchmarking. Every one is involved. Synergy is team work. Recognition and rewards

Use the principle of get it right, the first time, every time. Understand that quality is a journey, not a destination

Quality cost
Cost of Conformance- it has two aspects
1. Prevention cost 2. Appraisal cost

Cost of non- conformanceencompasses three cost 1. Cost of internal failure. 2. Cost of external failure. 3. Cost of exceeding requirement.

Cost of lost opportunity.

Companies who implemented continuous improvement

Motorola Motorola has a successfully working TQM process. Motorolas fundamental objective is Total Customer Satisfaction. They have won the Baldrige award and are corporate leaders in TQM Wal-Mart The expansion of Wal-Mart Stores has been successfully accomplished with the application of the principles of TQM to their Design and Construction process.

Benefits of TQM
increased customer satisfaction & therefore additional sales.
The achievement of competitive advantage, companies are competing on the basis of quality product and services.

The minimization of waste.

The ability to redeploy recourses to add real value.

Focusing attention on continuous improvement.