REVIEW OF

BLOGS
ON
TQM

GURSIMER SINGH
ROLL NO. 11
MBA-IB

BLOG 1
Management Theory Review
http://nraomtr.blogspot.in/2011/12/total-quality-management-focus-on-six.html
This blog describes the best practices carried out through the means of videos,
basic material and it clarifies the basic concepts of TQM.
Total quality management is managing the entire organization so it excels on all
dimensions of products and services that are important to the customer. The critical
elements of a successful TQM program include leadership, employee involvement,
excellence in products or processes, and customer focus.
TQM has three important stages or steps.
1. Design of the product or service taking into consideration the customer
expectations.
2. Designing a production system capable of delivering to design specifications and
maintaining and improving the process capability on a continuous basis.
3. Controlling the production system during the execution phase so that it functions
according to design and any problems are highlighted so that they can be rectified
or eliminated from the production system.
BLOG 2
The concept epicenters of lean, TQM, six-sigma and co.
http://better-operations.com/2014/01/17/concept-epicenters-lean-tqm-six-sigma/
The blog starts with the Hayes and wheelwrights process-product matrix.
On the left side are four different manufacturing process stereotypes; from job shop,
flow shop, line flow, to continuous flow. On the top are four different types of
product mixes. The first group includes firms that produce low volumes of nonstandard and one-of-a-kind productstypically represented by the construction- and
craftsmanship industries. In the second group, companies have low volumes but
many productsas we find among manufacturers of high-tech healthcare products,
robotics or tooling machinery. The third group includes companies that produce few
major products in high volumestypically automobile and other discrete
manufacturing companies. The fourth group consists of companies that produce
high-volumes of standard commoditieslike manufacturers of food and other
consumer goods, or manufacturers of steel, dairy products or painting. Hayes and
Wheelwright suggested that a good fit between a firms product-mix and its process
set-up would be on the diagonal of their matrix.
Following are the epicenters of TQM

Lean (or Toyota Production System) clearly stems fromwhat Peter Drucker
already in 1946 labelled the industry of industriesthe automobile industry

(see Womack, Jones and Roos, 1990), and has enjoyed popularity across all
industries.

Total Quality Management (TQM) also has its roots in Japanese and US
automobile industries (see my earlier post about the quality gurus).

Six Sigma was developed by Motorola (and later General Electric) for discrete
manufacturing with high volumes (Pande et al, 2000).

Theory-of-Constraints (TOC) is a concept focusing on bottleneck-optimization

developed by Eli Goldratts (1984) in his novel about UniCo Manufacturing; a
sort of machining company. (See my post about drum-buffer-rope.

Quick Response Manufacturing(QRM) was proposed as a particularly suitable

concept for high-mix, low-volume companies (Suri, 1998). The same is
claimed forAgile Manufacturing

Mass Customization uses modularization and information technology to

produce high volumes of customized products fast and efficiently (Pine,
1993).

Traditional Project Management techniques (like PERT and CPM) and the
newagile project management techniques (like SCRUM) are used for
managing all kinds of project.

BLOG 3
The voice of customer- The next frontier in business acceleration
http://qfdeurope.com/qfd-blog/
This blog is a combination of various articles relevant in the modern business
scenario. The first one describes the benefits of the six sigma and its necessity in
the business environment. Then there are various know hows, what to implement
and what not to. Various quality standards like ISO 16355 for QFD. Many articles are
related to the importance of QFD.
Example
1. QFD as a Necessary Catalyst in Infrastructure Innovation
2. DFX and DFSS: How QFD Integrates Them
3. QFD for strategic positioning and business development
4. Making Alliances Work
5. Harnessing Innovation
2

6. Executing a Collaborative Business Strategy

7. Building Full Commitment
8. Creating a business critical organization from scratch Process Management

BLOG 4
http://ed-lead.blogspot.in/2011/05/total-quality-management-tqm.html
Total Quality Management, or TQM, is a leadership philosophy originating in
business from Edward Deming and implemented as a strategy for post WWII
Japan. Total Quality Management (TQM) is a philosophy that says that uniform
commitment to quality in all areas of an organization promotes an organizational
culture that meets consumers' perceptions of quality.
It gives Deming's 14 Point Plan for Total Quality Management, which are1. Create constancy of purpose
2. Adopt the new philosophy
3. Cease inspection, require evidence
4. Improve the quality of supplies
5. Continuously improve production
6. Train and educate all employees
7. Supervisors must help people
8. Drive out fear
9. Eliminate boundaries
10.Eliminate the use of slogans
11.Eliminate numerical standards
12.Let people be proud of their work
13.Encourage self-improvement
14.Commit to ever-improving quality

BLOG 5
https://totalqualitymanagement.wordpress.com/
This is about the concept of continuous improvement is based on a Japanese
Concept called Kaizen, is the philosophy of continually seeking ways to improve
operations. It involves identifying benchmarks of excellent practices and instilling a
sense of employee ownership of the process. The focus can be on:

Reducing the length of time required to process requests for loans in bank

The amount of scrap generated at a milling machine or the number of

employee injuries.

Continuous improvement can also focus on problems with customers or

suppliers, such as customers who request frequent changes in shipping
quantities and suppliers that to maintain high quality.

Instilling a philosophy of continuous improvement in an organization may be a

lengthy process, and several steps are essential to its eventual success.
1. Train employees in the methods of statistical process control (SPC) and other
tools for improvement quality.
2. Make SPC methods a normal aspect of daily operations.
3. Build work teams and employee involvement.
4. Utilize problem-solving techniques within work teams.
5. Develop a sense of operator ownership of the process.