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The principles of TQM have proven very valuable to individuals, groups of people and organizations and many organizations have now discovered a relationship between quality and profitability. It has now become important for organizations to develop a quality strategy by adopting the principles of TQM. In the present changing environment of the business world, it is evident that education will play a vital role in coping with the change process. There is now a real need to incorporate the principles of TQM in any education and there is an even greater need to educate specialists in this field and to propagate new ideas.

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The purpose of this lecture is to provide a framework for the development of understanding of some of the basic aspects of Total Quality Management.
The aim is to provide students with deeper knowledge of various principles and core concepts of Total Quality Management. It will also help them to learn and appreciate the role of measurement, quality strategy and quality systems, etc. in the development of the Total Quality Management process.

This will also provide the student with a basic knowledge and understanding of various aspects of the effective organizational process and quality improvement plans for the development of the required change in the process of management.

I believe that students will be able to use the process specification and analysis tools to create process-oriented organizations.

They will also be able to understand the need to change the management process and required motivation to create a quality organization.

This lecture is designed to help students towards an understanding of the problemsolving process and the tools to overcome the difficulties created by process development. It will also give them the know-how of various statistical methods which can be applied to the control and improvement of processes.

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This lecture is divided into three parts but interlinked to each other in order to provide an integrated approach. The three parts of the book, i.e. Fundamentals of TQM, Methods of TQM and Process Management and Improvement, are linked together in a tree diagram to provide an overall understanding of the subject.

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One of the important issues that business has focused on in the last two decades is quality. The other issues are cost and delivery. Quality has been widely considered as a key element for success in business in the present competitive market.

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What is quality? Dictionary has many definitions: Essential characteristic, Superior, etc. Some definitions that have gained wide acceptance in various organizations: Quality is customer satisfaction, Quality is Fitness for Use. The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as: The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs.

Quality refers to meeting the needs and expectations of customers. It is important to understand that quality is about more than a product simply working properly.

Quality refers to certain standards and the ways and means by which those standards are achieved, maintained and improved.

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Quality is not just confined to products and services. It is a homogeneous element of any aspect of doing things with high degree of perfection

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The first stage of this development can be seen in the 1910s when the Ford Motor Companys T Model car rolled off the production line. The company started to employ teams of inspectors to compare or test the product with the project standard. The purpose of the inspection was that the poor quality product found by the inspectors would be separated from the acceptable quality product and then would be scrapped, reworked or sold as lower quality.

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With further industrial advancement quality was controlled through supervised skills, written specification, measurement and standardization. During the Second World War, manufacturing systems became complex and the quality began to be verified by inspections rather than the workers themselves. Statistical quality control by inspection was then developed. The development of control charts and accepting sampling methods by Shewhart and Dodge-Roming during the period 19241931 helped this era to prosper

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The third stage of this development, i.e. quality assurance contains all the previous stages in order to provide sufficient confidence that a product or service will satisfy customers needs. Other activities such as comprehensive quality manuals, use of cost of quality, development of process control and auditing of quality systems are also developed in order to progress from quality control to the quality assurance era of Total Quality Management. At this stage there was also an emphasis of change from detection activities towards prevention of bad quality.

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The fourth level, i.e. Total Quality Management involves the understanding and implementation of quality management principles and concepts in every aspect of business activities. Total Quality Management demands that the principles of quality management must be applied at every level, every stage and in every department of the organization. The idea of Total Quality Management philosophy must also be enriched by the application of sophisticated quality management techniques. The process of quality management would also be beyond the inner organization in order to develop close collaboration with suppliers.

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Shewharts example was the worlds first schematic control chart. In one short letter, he had set forth the essential principles and considerations of quality control. As he pursued this work, Shewart gave birth to the modern scientific study of statistical process control.

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In 1931, Shewharts book Economic Control of Quality of Manufactured Product contained his findings on statistical sampling techniques. A Western Electric colleague, W. Edwards Deming, spread the word on Shewharts work when he joined the US War Department, and later when he taught the fundamentals of quality in Japan.

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At the same time Dr Joseph Juran (1980) through his teaching was stressing the customers point of view of products fitness for use or purpose. According to him a product could easily meet all the specifications and still may not be fit for use or purpose.

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Genichi Taguchi ( Taguchi Gen'ichi?) (January 1, 1924 June 2, 2012) was an engineer andstatistician.[1] From the 1950s onwards, Taguchi developed a methodology for applying statistics to improve the quality of manufactured goods. Taguchi methods have been controversial among some conventional Western statisticians,[2][3] but others have accepted many of the concepts introduced by him as valid extensions to the body of knowledge

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