TQM TOTAL QUALITY

MANAGEMENT
DEFINITION, ELEMENTS AND PHILOSOPHIES
 TQM
Definition: TQM is customer oriented process, aims for continuous
improvement of business operations.
TQM ensures all allied works are towards the common goals of
improving product quality or service quality, enhancing the
production process or process of giving best services.
TQM is Fact based decision making & use of performance metrics
to monitor progress
Concept developed in Japan in late 1940’s & 1950’s
John Gilbert: A process designed to focus on customer expectations,
preventing problems, building commitment to quality in the
workforce & promoting open decision making.
W. Edwards Deming & Joseph M. Juran developed the concept of
TQM
 PRINCIPLES OFTQM

Commitment from MANAGEMENT:

Plan (drive & direct), Do (deploy, support, participate)
Check (review), Act (recognize, communicate, revise)
Employee Empowerment:
Training, Excellence team, Measurement & recognition, Suggestion
scheme
Continuous improvement:
Systematic measurement, Excellence teams, Cross functional
process management, Attain, maintain, improve standards
Customer Focus: Partnership with suppliers, service relationship
with internal customers
Customer driven standards, Never compromise quality
 ELEMENTS OF TQM

Roof Foundation
Recognitio Ethics,
Integrity, Trust
n
TQM

Binding Building Bricks

Mortar Training
Communicatio Teamwork
n Leadership
Ethics: Organizational & individual ethics
Teach to follow code of conduct of organization & adhere to rules & regulations

Integrity: Means honesty, morals, values, fairness & adherence to facts & sincerity
Respect your organization’s policies, Avoid spreading unnecessary rumors about
fellow workers
TQM does not work where employees criticize & back stab each other

TRUST: Employees should trust each other to ensure participation of all

Improves relationship for better decision making
Builds cooperative environment essential for TQM

Training: Awareness about benefits of TQM, making difference in product

quality, yield profits,
Interpersonal skills, ability to work as a team members, technical know how,
decision making skills, problem solving skill etc

TEAMWORK: Business receives quick solutions to problems

Permanent improvements in processes & operations
Team solves the problems, provides solutions
Types of Teams
1. Quality improvement team : Temporary, deals with specific problems
2. Problem solving team: Temporary, identify & overcome
3. Natural working team : Small group of skilled workers shares tasks &
responsibilities

LEADERSHIP:
Provides direction to entire process of TQM
Supervisor: is the Source of inspiration, who assists in decision making
Leader to believe in TQM process & make others

COMMUNICATION:
Binds together from foundation to roof of TQM
Link b/w elements of TQM
Understanding of ideas b/w sender & receiver
Success of TQM depends, among organizational members, suppliers & customers

DOWNWARD COMMUNICATION:
Dominant form, flow of information from management to employees
UPWARD COMMUNICATION:
Lower level of employees provide suggestions to upper management, flow from
employees to top level management
RECOGNITION:
Final element of TQM
Acts as catalyst & drives employees to work hard as a
team
Everyone needs appreciation and recognition
Should reward the best ideas, brilliant ideas
 PHILOSOPHIES OF TQM

 Walter A Shewhart: Grand father  W. Edwards Deming: Father of

of QC QC
 Statistician at New York in 1940’s
 Statistician at Bell Labs 1920-
 Deming prize : Annual award to
30’s
 Studied randomness & firms with outstanding quality
 Quality is direct result of quality
recognized variation takes place
in all the manufacturing of design, quality of conformance
& quality of sales & service
processes.
 Developed set of 14 points for
 Developed QC charts, to identify
management, QM is responsibility
variation in process is random or
of all
due to some cause like poor
 Managers must change, develop
workers or mis-calibrated
partnership with operating level of
machinery
business
 Laid foundation of Statistical
 Advocated PDCA: Plan, DO,
Process control (SPC)
Check and Act
 PHILOSOPHIES OF TQM

 Dr. Joseph M Juran: 1951, Quality  7. Give recognition

control handbook  8. Communicate results
 Def. Quality: Fitness for Use, Cost of  9. Keep score
quality  10. Maintain momentum by making
 10 point plan backbone of TQM
annual improvement
 1. Build awareness of need &
Trilogy
opportunity for improvement
Quality Planning
 2. Set goals for improvement
Customers, product req. overriding
 3. Organize to reach the goals
business goals
 4. Implement continuous
Quality Control
improvement. workers need to be
Regular use of Statistical control
Provided training on regular basis
methods, identify variation from
 5. Carry out projects to solve problems
standards
 6. Report progress
Quality Improvement
Be continuous as well as breakthrough
 PHILOSOPHIES OF TQM
 Armand V Feigenbaum  4 steps to quality
 1961- Book on TQC Set quality standards
 Quality principles in 40 steps Appraise conformances to standards
 Idea of work environment Act when standards are not met
 Total commitment to improve Plan to make improvement
quality Benchmarks to Total Q Success
 Company wide QC philoso. Company wide, what customer
 Quality can be improved only says, Quality and cost are sum not
by participation of all difference, requires both team and
 Clear customer oriented QM
individual zeal, way of managing,
ethic, req. continuous
 Goal of quality improvement – improvement, cost effective, least
reduce the total cost of quality to capital intensive route to
as low a % as possible productivity
 PHILOSOPHIES OF TQM
 Philip B Crosby: Guru TQM  Methods for QM
 - Establish Mgt . Commitment
 “Do it right the first time” “Zero
 -Form quality improvement teams
defects”
 -Establish Quality measurements
 No amount of defects acceptable  - Evaluate cost of quality
 Idea of prevention  - Raise quality awareness
 Book – Quality is free-1979  -Take actions to correct problems
  - Zero defects planning
Quality means conformance not
 - Train supervisors & Managers
elegance
 -Hold a “Zero defects” day
 No such thing as quality problem
 Encourage setting of goals for
 Quality is inherent of product improvement
not added extra  - Obstacle reporting
 Workers should not be blamed  -Recognition for contributors
of errors, management should  - Establish QC
lead and workers to follow  -Do it all over again
 PHILOSOPHIES OF TQM
 KAORU ISHIKAWA: Father of  Everyone in company needs to be
Quality circles (small team of united with shared vision &
employees) common goal
 Founder of Japanese quality  Quality circle is a voluntary group
movement of employees works on similar
 Development of quality tools “ tasks or share an area of
cause-and-effect diagrams”- responsibility
fishbone or Ishikawa diagrams  Meets on regular basis, discuss &
 Used for quality problem solving solve problems related to work
 Emphasized on internal customer,  Principle: Participation of employee
the next person in the production in decision making & problem
process solving to improve quality of work
 First to stress importance of total  No. of people – 3-12
company quality control rather than  Specific issues to resolve
focusing on products & services  Meets once a week to analyze
 PHILOSOPHIES OF TQM

KAORU ISHIKAWA
Basic elements to constitute structure of quality circle
1. Top management
2. Steering committee
3. Coordinator
4. Facilitator
5. Leader
6. Members
7. Non members
 Seven tools of quality control: Kaoru ishikawa

Tool Type

1 Pareto charts To identify the principal causes of problems

2 Fishbone diagrams Charts of cause & effect in process

3 Stratification layer charts Charts which place each set of data

successively on top of previous one

4 Check sheets To provide record of quality

5 Histograms Used to display frequency of various ranges of

values of a quality

6 Scatter Graphs Used to help determine whether there is a

correlation between two factors

7 Control charts Used as a device in statistical process control

 PHILOSOPHIES OF TQM
Genichi Taguchi: Japanese expert
Area of work: product design
80% of all defective items are due to poor design
Focus should be at design stage being cheaper and
easier to make changes during product design stage
than later during production process
Design of experiments (DOE) to product design
concept- Robust design so that products perform
over a wide range of conditions