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TOTAL QUALITY MANAGEMENT:
TQM
Origins, Evolution & key elements
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Total Quality Management
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Total Quality Management
Definition
It is define as a philosophy that involve everyone in an organization in a Continual effort to
improve quality and achieve customersatisfaction.
Total quality management is a systemicapproach to productivity improvement using
qualitative and quantitative methods andinvolving all stakeholders to continuouslyimprove the quality of all products andservices
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3-4Total Quality Management
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Four Pillars Of TQM
a
c
d
b
P-1
P-2
P-3
P-4
P-1=satisfying customerP-2=system/process
p-3=people
P-4=improvement tools
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TQM wheel (principle)
Customer
satisfaction
benchmarking
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Essential Tools Of TQM Focus
Customer satisfaction
Leadership
Quality policy Organization cost
Quality cost
Supplier selection and development
Recognition and rewards
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Necessity For TQM
TQM adds value to the services offered to thecustomer
All person are involved which improvemotivation and commitment
TQM provides assurance that performance andprocess are well understood
TQM is economic in the long term to both thecompany and its customer
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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 notproductive or compatible with its product system and
personnel
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3-10
Deming Wheel: PDCADeming Wheel: PDCA
CycleCycle
1. Plan
Identifyproblem and
develop plan
for
improvement.
2. DoImplement
plan on a test
basis.
3. Study/CheckAssess plan; is it
working?
4. Act
Institutionalizeimprovement;
continue
cycle.
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PLAN
CHECK
DOACT
The Deming Cycle or PDCA Cycle
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
Implement the change on
a small scale and measure
the effects
Adopt the change as a
permanent modification
to the process, or
abandon it.
Study the results to
learn what effect the
change had, if any.
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W. Edwards Demings 14 Points
Create constancy of purpose towards improvement
of product and services.
Adopt the new philosophy. We can no longer livewith commonly accepted levels of delays, mistakes,
defective workmanship.
Cease dependence on mass inspection. Require,
instead, statistical evidence that quality is built in.
End the practice of awarding business on the basis of
price tag.
1)
2)
3)
4)
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W. Edwards Demings 14 Points
Find problems. It is managements job to work
continually on the system.
Institute modern methods of training on the job.
Institute modern methods of supervision of
production workers. The responsibility of foremen
must be changed from numbers to quality.
Drive out fear that everyone may work effectively for
the company.
5)
6)7)
8)
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Break down barriers between departments.
Eliminate numerical goals, posters and slogans for
the workforce asking for new levels of productivitywithout providing methods.
Eliminate work standards that prescribe numerical
quotas.
Remove barriers that stand between the hourly
worker and his right to pride of workmanship.
9)
10)
11)
12)
W. Edwards Demings 14 Points
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Institute a vigorous programme of education and
retraining.
Create a structure in top management that will pusheveryday on the above 13 points.
13)
14)
W. Edwards Demings 14 Points
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Joseph M. Juran and the Cost Of Quality
100% defective Point of Enough
quality
Total
CostsUnavoidable
costs
Avoidablecosts
Costs
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What is TQM?
Constant drivefor continuous
improvement and
learning.
Concern for
employeeinvolvement and
development
Management
by Fact
Result FocusPassion to delivercustomer value /
excellence
Organisation
responseability
Actions not just
words(implementation)
Process
Management
Partnership
perspective(internal /
external)
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BASIC PRINCIPLES OFTQM
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
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FOUR KEY PRINCIPLESFOUR KEY PRINCIPLES
Measure quality so you can affect it
Focus on a moving customer
Involve every employee
Think long term - Act short term
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Quality is a Journey,
not a Destination