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Total quality management is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements.

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Total quality management places strong

focus on process measurement and controls as means

of continuous improvement.

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Whatever you do for quality improvement,

remember that only customers determine the level of quality, whatever you do to foster quality improvement, training employees, integrating quality into processes management, only customers determine whether your efforts were worthwile.

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This done after you remove fear from work place, then empower employee … you provide the proper environment.

Fundamental part of total quality management is to focus on process thinking.

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All employees must know business mission and vision must monitor the process. An integrated business system may be modeled by Malcolm Baldrige National Quality Award (MBNQA) or International Organizational Standard (ISO) 9000.

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Using analytical and creative thinking in

finding ways to become more effective.

Decision making must be only on data,

not personal thinking or situational.

Communication strategy, method and

timeliness must be well defined

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Following are generic models for implementing total quality management theory:

Train top management on total quality management

principles. Assess the current: Culture, customer satisfaction, quality

management system. Top management determine the core values and

principles to be used and communicate quality them. Develop total quality management master plan based

on steps 1,2,3.

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Identify and prioritize customer needs and determine products or service to meet those needs.

Determine the critical processes to produce those products or services.

Create process improvement teams. Managers should support effort by planning, training, time … to

the team. Integrate changes for improvement in daily process

management and standardizations take place. Evaluate progress against plan (step 8) and adjust as needed. Constant employee awareness and feedback on status are

provided and a reward/ recognition process is established.

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Total Quality Management Elements Approach The Group Approach Organization Model Approach Japanese Total Quality Approach

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The first and major total quality management principle is to satisfy the customer the person who pays for the product or service. Customers want to get their money’s worth from a product or service they purchase.

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If the user of the product is different than the purchaser, then both the user and customer must be satisfied, although the person who pays gets priority.

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A company that seeks to satisfy the customer by providing them value for what they buy and the quality they expect will get more repeat business, referral business and reduced complaints and service expenses.

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Within a company, a worker provides a product or service to his or her supervisors. If the person has any influence on the wages the worker receives, that person can be thought of as an internal customer. A worker should have the mind set of satisfying internal customers in order to keep his or her job and to get a raise or promotion.

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Often in a company, there is a chain of customers , each improving a product and

passing it along until it is finally sold to the external customer.

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Total quality management principle is to satisfy the supplier, which is the person or organization from whom you are purchasing goods or services.

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A company must look to satisfy their external suppliers by providing them with clear instructions and requirements and then paying them fairly and on time.

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A supervisor must try to keep his or her workers happy and productive by providing good task insructions, the tools they need to do their job and good working conditions. The supervisor must also reward the workers with praise and good pay.

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The reason to do this is to get more productivity out of the workers, as well as to keep the good workers. An effective supervisor with a good team of workers will certainly satisfy his or her internal customers.

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Empowering the workers means to allow them to make decisions on things that they can control. This not ony takes the burden off the supervisor, but it also motivates these internal suppliers to do better work.

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You can never be satisfied with the method used, because there always can be improvements. Certainly, the competition is improving, so it is very necessary to strive to keep ahead of the game.

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Some companies have tried to improve by making employees work harder. This may be counter-productive, especially if the process itself is flawed. For example, trying to increase worker output on a defective machine may result in more defective parts.

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Workers are often a source of continuous improvements. They can provide suggestions on how to improve a process and eliminate waste or unnecessary work.

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There are also many quality methods, such as just-in-time production, variability reduction, and poka-yoke that can improve processes and reduce waste.

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The principles of Total Quality Management are to seek to satisfy the external customer with quality goods and services, as well as your company internal customers; to satisfy your external and internal suppliers; and to continuosly improve processes by working smarter and using special quality methods.

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