Diane Len Villarma BSA1

1. WHAT IS TQM?
-Total Quality Management (TQM) is the continual process of detecting and reducing or eliminating errors in
manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up
to speed with their training. Total quality management aims to hold all parties involved in the production process accountable
for the overall quality of the final product or service.

2. Briefly explain the following principles:

a) Focus on customer
-When using total quality management it is of crucial importance to remember that only customers
determine the level of quality. Whatever efforts are made with respect to training employees or improving
processes, only customers determine, for example through evaluation or satisfaction measurement, whether
your efforts have contributed to the continuous improvement of product quality and services.
b) Employee involvement
-Employees are an organization’s internal customers. Employee involvement in the development of
products or services of an organization largely determines the quality of these products or services. Ensure
that you have created a culture in which employees feel they are involved with the organization and its
products and services.
c) Process centered
- Process thinking and process handling are a fundamental part of total quality management. Processes are
the guiding principle and people support these processes based on basis objectives that are linked to the
mission, vision and strategy.
d) Integrated system
- Following principle Process centred, it is important to have an integrated organization system that can be
modelled for example ISO 9000 or a company quality system for the understanding and handling of the
quality of the products or services of an organization.
e) Strategic and systematic approach
- A strategic plan must embrace the integration and quality development and the development or services
of an organization.
f) Decision-making based on facts
- Decision-making within the organization must only be based on facts and not on opinions (emotions and
personal interests). Data should support this decision-making process.
g) Continuous improvement
- By using the right measuring tools and innovative and creative thinking, continuous improvement
proposals will be initiated and implemented so that the organization can develop into a higher level of quality.
A supporting Total Quality Management tool that could be used is the Deming cycle (Plan-Do-Check-
Act) or the DMAIC process.

3. What are the various TQM Models?

 Deming Application Prize

 Malcolm Baldrige Criteria for Performance Excellence
 European Foundation for Quality Management, and
 ISO quality management standards
Diane Len Villarma BSA1

4. TQM Gurus and their contribution.

1. Dr. Walter Shewhart

First of the Top Ten Quality Gurus is Dr. Walter Shewhart who developed the Plan, Do, Check, Act (PDCA)
cycle (known as “Plan-Do-Study-Act” in some circles) as well as theories of process control and the Shewhart
transformation process.

2. Dr. W. Edwards Deming

Dr. Deming developed his complete philosophy of management, which he encapsulated into his “fourteen points”
and the “seven deadly diseases of management”. He advanced the state of quality, originally based on work done by
Shewhart with his explanations of variation, use of control charts, and his theories on knowledge, psychology and
variation.
Deming greatly helped to focus the responsibility of quality on management and popularized the PDCA cycle,
which led to it being referred to as the “Deming Cycle”.

3. Dr. Joseph M. Juran

Dr. Juran developed the quality trilogy – quality planning, quality improvement, and quality control. Quality
management plans quality improvements that raise the level of performance, which then must be controlled or sustained at
that level in order to start the cycle again.

4. Armand V. Feigenbaum
Mr. Feigenbaum developed the idea of total quality control based on three steps to quality consisting of quality
leadership, modern quality technology, and an organizational commitment to quality.

5. Dr. Kaoru Ishikawa

Dr. Ishikawa developed the Ishikawa diagram, also known as the fishbone or cause-effect diagram. He was known for
popularizing the seven basic tools of quality and the philosophy of total quality.

6. Dr. Genichi Taguchi

Dr. Taguchi developed the “Taguchi methodology” of robust design, which focused on making the design less
sensitive to variation in the manufacturing process, instead of trying to control manufacturing variation. This idea of
“designing in quality” has become an important tenant of six sigma today.

7. Shigeo Shingo
Shigeo Shingo developed lean concepts such as Single Minute Exchange of Die (SMED) or reduced set-up times
instead of increased batch sizes, as well as Poka-Yoke (mistake proofing) to eliminate obvious opportunities for mistakes.
He also worked with Taiichi Ohno to refine Just-In-Time (JIT) manufacturing into an integrated manufacturing strategy,
which is widely used to define the lean manufacturing used in the Toyota production system (TPS).

8. Philip B. Crosby
Philip B. Crosby was the quality guru that developed the idea of Cost of Poor Quality (COPQ) to explain how “quality
is free”. He believed implementing quality improvement pays for itself through the savings from the improvement,
increased revenue from greater customer satisfaction, and the improved competitive advantage that results. He popularized
“zero defects” to define the goal of a quality program as the elimination of all defects and not the reduction of defects to an
acceptable quality level.

9. Dr. Eliyahu M. Goldratt

Dr. Goldratt developed the Theory of Constraints which focuses on a single element in a process chain as having the
greatest leverage for improvement (i.e., “1% can have a 99% impact”). This compares to the Pareto principle which states
that 20% of the factors have an 80% effect on the process.

10. Taiichi Ohno

Last of the Top Ten Quality Gurus we will discuss is Taiichi Ohno. He developed the seven wastes (muda),
which are used in lean to describe non-value-added activity. He developed various manufacturing improvements with
Shigeo Shingo that evolved into the Toyota Production System.