TOTAL QUALITY MANAGEMENT:

TQM

Origins, Evolution & key elements

 TQM
• Total - Made up of the whole
• Quality - degree of excellence a product or
service provides
• Management - Act, art or manner of
planning, controlling, directing,….

Therefore, TQM is the art of managing the

whole to achieve excellence.
excellence

Total Quality Management

 Total Quality Management
Definition
• It is define as a philosophy that involve every
one in an organization in a Continual effort to
improve quality and achieve customer
satisfaction.
• Total quality management is a systemic
approach to productivity improvement using
qualitative and quantitative methods and
involving all stakeholders to continuously
improve the quality of all products and
services
 What’s the goal of TQM?

“Do the right things right the first

time, every time.”

Total Quality Management 3-4

 Four Pillars Of TQM

P-1

b c
P-4
P-2

P-1=satisfying customer
P-2=system/process
P-3
p-3=people
P-4=improvement tools
d
TQM wheel (principle)

es
vi c Pr
r oc
t se n es
uc sig sd
r od de es
ign
P

nt
lving

Continuous
improvement
Employee
involveme
Customer
o
Progr ols
s

satisfaction
m
to
a

sing
cha
Pur
benchmarking
 Essential Tools Of TQM Focus

• Customer satisfaction
• Leadership
• Quality policy
• Organization cost
• Quality cost
• Supplier selection and development
• Recognition and rewards
 Necessity For TQM
• TQM adds value to the services offered to the
customer
• All person are involved which improve
motivation and commitment
• TQM provides assurance that performance and
process are well understood
• TQM is economic in the long term to both the
company and it’s customer
 Why TQM program fails?
• Lace of commitment from the top management
• Focusing on specific techniques rather than on the
system
• Not obtaining employs buy-in and participation
• Program stop with training
• Expecting immediate result, not a long term payoff
• Focusing the org to adopt methods that are not
productive or compatible with it’s product system and
personnel
Deming Wheel: PDCA
Cycle

4. Act 1. Plan
Institutionalize Identify
improvement; problem and
continue develop plan
cycle. for
improvement.

3. Study/Check 2. Do
Assess plan; is it Implement
working? plan on a test
basis.

3-10
 The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.
 W. Edwards Deming’s 14 Points
1) Create constancy of purpose towards improvement
of product and services.
2) Adopt the new philosophy. We can no longer live
with commonly accepted levels of delays, mistakes,
defective workmanship.
3) Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
4) End the practice of awarding business on the basis of
price tag.
 W. Edwards Deming’s 14 Points

5) Find problems. It is management’s job to work

continually on the system.
6) Institute modern methods of training on the job.
7) Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.
8) Drive out fear that everyone may work effectively for
the company.
 W. Edwards Deming’s 14 Points

9) Break down barriers between departments.

10) Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivity
without providing methods.
11) Eliminate work standards that prescribe numerical
quotas.
12) Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
 W. Edwards Deming’s 14 Points

13) Institute a vigorous programme of education and

retraining.
14) Create a structure in top management that will push
everyday on the above 13 points.
 Joseph M. Juran and the Cost Of Quality

Costs
Total
Unavoidable
Costs
costs

Avoidable
costs

100% defective Point of “Enough

quality”
 What is TQM?
Concern for
Constant drive Management employee
for continuous by Fact involvement and
improvement and development
learning.
Organisation
Passion to deliver response
Result Focus customer value / ability
excellence

Actions not just Partnership

perspective
words (internal /
Process
(implementation) external)
Management
 BASIC PRINCIPLES OF TQM

Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

FOUR KEY PRINCIPLES

•Measure quality so you can affect it

•Focus on a moving customer

•Involve every employee

•Think long term - Act short term

Quality is a Journey,
not a Destination