Total Quality Management

Akshay patil Bhagyashri Bhawna Binu

Total Quality Management

TQM

Total - made up of the whole Quality - degree of excellence a product or service provides Management - act, art or manner of planning, controlling, directing,.

Therefore, TQM is the art of managing the whole to achieve excellence.

Total Quality Management

What does TQM mean?

Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.
Total Quality Management

TQM

TQM is a philosophy which applies equally to all parts of the organization. TQM can be viewed as an extension of the traditional approach to quality. TQM places the customer at the forefront of quality decision making. Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality. All staff are empowered.

Total Quality Management

Whats the goal of TQM?

Do the right things right the first time, every time.

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Another way to put it

At its simplest, TQM is all managers leading and facilitating all contributors in everyones two main objectives:

(1) total client satisfaction through quality products and services; and (2) continuous improvements to processes, systems, people, suppliers, partners, products, and services.
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British Standards on TQM

BS 7850-1:1992 Total quality management. Guide to management principles. BS 7850-2:1994, ISO 9004-4:1993 Total quality management. Guidelines for quality improvement.

Total Quality Management

Elements of TQM

Leadership Top management vision, planning and support. Employee involvement All employees assume responsibility for the quality of their work. Product/Process Excellence Involves the process for continuous improvement.

Total Quality Management

Elements of TQM

Continuous Improvement A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality. Customer Focus on Fitness for Use Design quality Specific characteristics of a product that determine its value in the marketplace. Conformance quality The degree to which a product meets its design specifications.
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Productivity and TQM

Traditional view:

Quality cannot be improved without significant losses in productivity. Improved quality leads to improved productivity.

TQM view:

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Basic Tenets of TQM

1. The customer makes the ultimate determination of quality. 2. Top management must provide leadership and support for all quality initiatives. 3. Preventing variability is the key to producing high quality. 4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement. 5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.
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The three aspects of TQM

Counting Customers Culture
Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems Quality for the customer as a driving force and central concern. Shared values and beliefs, expressed by leaders, that define and support quality.
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Total Quality Management and Continuous Improvement

TQM is the management process used to make continuous improvements to all functions. TQM represents an ongoing, continuous commitment to improvement. The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.
Total Quality Management

Continuous Improvement versus Traditional Approach

Traditional Approach

Continuous Improvement

Market-share focus Individuals Short-term focus Status quo focus Product focus Innovation Fire fighting

Customer focus Cross-functional teams Long-term focus Continuous improvement Process improvement focus Incremental improvements Problem solving

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Quality Throughout

A Customers impression of quality begins with the initial contact with the company and continues through the life of the product.

Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale. Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.

All departments of the company must strive to improve the quality of their operations.
Total Quality Management

Value-based Approach

Manufacturing Dimensions

Service Dimensions

Performance Features Reliability Conformance Durability Serviceability Aesthetics Perceived quality

Reliability Responsiveness Assurance Empathy Tangibles

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The TQM System

Objective

Continuous Improvement

Principles

Customer Focus

Process Improvement

Total Involvement

Elements

Leadership Education and Training Supportive structure Communications Reward and recognition Measurement

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Implementing TQM

Successful Implementation of TQM

Requires

total integration of TQM into day-today operations.

Causes of TQM Implementation Failures

Lack

of focus on strategic planning and core competencies. Obsolete, outdated organizational cultures.
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Obstacles to Implementing TQM

Lack of a company-wide definition of quality. Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of real employee empowerment. Lack of employee trust in senior management. View of the quality program as a quick fix. Drive for short-term financial results. Politics and turf issues

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Some criticisms of TQM

1. 2.

3.

4.

Blind pursuit of TQM programs Programs may not be linked to strategies Quality-related decisions may not be tied to market performance Failure to carefully plan a program

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Summary

TQM a way of working Involves everyone High prominence on customer Awards based upon TQM

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Thank you

Total Quality Management