THE PROJECT IS PRESENTED BY

Name Roll No.

Tejal Darde 04
Smita Gujar 10
Aruna Gujarathi 11
Kavita Jadhav 14
Sonal Jethi 15
Praneela Patil 24
INTRODUCTION OF TOTAL QUALITY
MANAGEMENT (TQM)

Total Quality Management (or TQM) is a management

concept coined by W. Edwards Deming.

TQM can be defined as follows: “ TQM is a management

approach that place emphasis on continuous
improvement in quality, in the interest of the organization
and that of its customers.”
 
What is TQM?
What is Quality?
Quality is generally defined as conformance to
requirements. It is also conformance to a standard that is
required.
What is Total Quality?
Total quality refers not only to the product but also to the
way the product is made as well as presented to the
customer.
What is TQM?
TQM is a people driven process. It involves changes in
peoples attitudes primarily.
FEATURES OF TQM

Customer focus.
Continuous process.
Defect-free approach.
Employees involvement.
Recognition and rewards.
Synergy in team work.
Techniques.
System approach.
NEED OF TQM

Customer satisfaction.
Helps to face completion.
Goodwill.
Highly motivated personnel.
Reduction in customer complaints.
Better facilitates to employees.
Expansion and diversification.
PRINCIPLES OF TQM

The customer is the ultimate determiner of quality.

Quality should be built into the process from the

beginning.

Quality management requires the involvement of all staff

and partners.

Achieving quality requires continuous improvements.

BENEFITS OF TQM
• Increased pride of workmanship among individual workers.

• Increased readiness.

• Improved sustainability caused by extended time between equipment

failures.

• Greater mission survivability.

• Better justification for budgets because of more efficient operations.

• Streamlined maintenance and production processes.

ELEMENTS OF TQM

Customer Focus
Employee involvement
Universal Responsibility
Continuous Improvement
A Sustained Management Commitment to Quality
Addressing Deficiencies
Benchmarking
Quality Measurement
 
INTRODUCTION OF QUALITY
CIRCLE
A quality circle is a volunteer group composed
of workers (or even students), usually under the
leadership of their supervisor (but they can elect a
team leader), who are trained to identify, analyse
and solve work-related problems and present their
solutions to management in order to improve the
performance of the organization, and motivate and
enrich the work of employees.
HISTORY OF QUALITY CIRCLE

Quality circles were first established in Japan in

1962; Kaoru Ishikawa has been credited with their
creation.

The first circles were established at the Nippon Wireless

and Telegraph Company but then spread to more than 35
other companies in the first year.

There are now Quality Circles in most East Asian

countries; it was recently claimed that there were more
than 20 million Quality Circles in China.
NEED OF QUALITY CIRCLE

The need for public and private businesses to improve

quality of services is no longer an option but a necessity.

Since the early 1960’s businesses across the Globe have

been searching for ways to improve overall operational
efficiency.

Some organisations have successfully implemented the

use of quality circles as part of an ongoing improvement
programme.
OBJECTIVES OF QUALITY
CIRCLE
a) The problem solving capability of the workers;

b) Team work;

c) The cultivation and assimilation of positive values and work ethics;

d) Involvement and interest in work;

e) High motivation for work; and

f) Awareness of responsibility towards oneself, the group, the

department / office and the nation.
FUNCTIONS OF QUALITY
CIRCLE
A group of employees who perform similar duties and
meet at periodic intervals, often with management, to
discuss work-related issues and to offer suggestions and
ideas for improvements, as in production methods or
quality control.

 The ideal size of a quality circle is from eight to ten

members.

Quality circles are also commonly known as work

improvement or quality teams, but no matter the name,
their functions share similar characteristics.
STRUCTURE OF QUALITY
CIRCLE
Top Management

Steering committee

Co-ordinator

Facilitator

Leader

Members

Non Qc - Members
ROLE AND
RESPONSIBILITIES
TOP MANAGEMENT:
The success of the quality circles depends solely on the
attitude of the Top management and plays an important
role to ensure the success of implementation of quality
circles in the organization.

STEERING COMMITTEE:
Steering committee called middle management consists
of chief executive heads of different divisions or a
coordinator plays a positive role in quality circles activities
for the success of the efforts.
ROLE AND
RESPONSIBILITIES
 CO-ORDINATOR:
Co-ordinator also acts as facilitators is an individual responsible for
coordinating and directing the quality circles activities.
 FACILITATOR:
Facilitator also acts as a catalyst, innovator, promoter and teacher
and is nominated by the management.
 LEADER:
Leader of the quality circles is chosen by the members among
themselves and they may decide to have a leader by rotation since
the members are the basic elements of the structure of quality circle.
ROLE AND
RESPONSIBILITIES
MEMBERS:
Members of the quality circles are the small group of
people from the same work area or doing similar type of
work whereas non-members are those who are not
members of the quality circle but may be involved in the
circle recommendation.
INTRODUCTION OF QUALITY
ASSURANCE
Quality assurance refers to planned and systematic
production processes that provide confidence in a
product's suitability for its intended purpose.

It is a set of activities intended to ensure that products

(goods and/or services) satisfy customer requirements in
a systematic, reliable fashion.

QA cannot absolutely guarantee the production of quality

products, unfortunately, but makes this more likely.
within the PDCA model stand
for:
Plan: Establish objectives and processes required to deliver
the desired results.

Do: Implement the process developed.

Check: Monitor and evaluate the implemented process by

testing the results against the predetermined objectives.

Act: Apply actions necessary for improvement if the results

require changes.
PRODUCT QUALITY ASSURANCE

Introduction

Growth

Maturity

Decline
QUALITY ASSURANCE PROCESS

 Define the Objectives.

 Understanding Customer Needs.

 Designing the Product.

 Product Pilot Testing.

 Process Development.

 Start Manufacturing.

 Life Cycle Management.

QUALITY ASSURANCE IN
SERVICE INDUSTRY
 Quality assurances are very important for the service industry in order to
deliver services in accordance to the expectation of the customers.

 With so much competition in the market today, the importance of delivering

quality service cannot be overlooked.

Steps To Implement QA in Service Industry

 Identify the Expectations of the Customers
 Determine the Standards
 Measure and Compare Performance
 Analyze
 Plan
 Control
QUALITY ASSURANCE AUDIT
System Audit.

Product or Service Audit.

Department Audit.

Process Audit.

Conformance Audit.

Compliance Audit.