What is TQM ?

TQM (Total Quality Management) is a

management philosophy that seeks to integrate
all organizational function ( IT, engineering and
production , customer service, etc) to focus on
meeting customer needed objectives.

“ DO THE RIGHT THINGS, RIGHT THE

FIRST TIME, EVERY TIME.”
Total quality management is a management approach
that originated in the 1950’s and has steadily become
more popular since the early 1980’s. Total quality is
the description of the culture , attitude, and
organization of a company that strives to provide
customers with products and services that satisfy
their needs. The culture requires quality in all
aspects of the company’s operations, with process
being done right the first time and defects and waste
eradicated from operations.
Total quality management, TQM, is a
method by which management and
employees care for continuous
improvement of the production of goods
and services. It is a combination of
tools aimed at increasing business and
reducing losses due to wasteful
practices.
HRD + OD = TQM
Even though a TQM is an entity within itself ,
it must see its existence as the catalytic
blending of the other two system. It does not
consume the other systems , it empowers them
to do what they have wanted to do – attain
world class customer quality.
•HRD: Human Resource Development
•OD : Organizational development
IMPORTANT ASPECTS OF TQM

1. Customer driven quality

2. Top management leadership
3. Continuous improvement
4. Fast response
5. Action based on facts
6. Employee participation
7. TQM culture
1. CUSTOMER DRIVEN QUALITY

a) TQM has a customer-first orientation. Customer

satisfaction is seen as the company’s highest
priority. In the TQM concept, ‘ being sensitive to
customers requirements’ goes beyond defect and
error reduction, and merely meeting specification or
reducing customers complaints.

b) Each part of the company is involved in Total

Quality, operating as a customer to some function
and as a supplier to others. The Engineering
department is supplier to down stream functions
such as Manufacturing and Field Service, and has to
treat these Internal customers with the same
sensitivity and responsiveness as it would external
customers.
CUSTOMER FOCUS

a) Supplier Partnership

b) Service relationship with internal customers

c) Never comprise quality

d) Customer driven standard

2. TOP MANAGEMENT LEADERSHIP
TQM is a way of life for a company. It has to be
introduced and led by the top management. TQM
often fail because top management does not lead and
get committed instead it delegates and pays lip
service. Commitment and personal involvement is
required from top management in creating and
deploying clear quality values and goals consistent with
the objectives the company, and in creating and
deploying well defined systems, methods and
performance measures for achieving these goals.
Management Commitment

1.Plan (Drive, Direct)

2.Do ( Deploy, support, participate)

3.Check ( Review)

4.Act ( Recognize, communicate, revise)

3. CONTINUOUS IMPROVEMENT
a) Continuous improvement of all operation and activities
is the heart of TQM. Once it is recognized that
customer satisfaction can only be obtained by providing
a high quality product , continuous improvement of the
quality of the product is seen as the only way to
maintain a high level of customer satisfaction. As well
as recognizing the link between product quality and
customer satisfaction , TQM also recognizes that
product quality is the result of process quality. This will
lead to an improvement in process quality.
b) Elimination of waste is major component of
continuous improvement approach. There is also
strong emphasis on prevention rather than
detection, and an emphasis on quality at the
design stage. When problems do occur within the
product development process, they are generally
discovered and resolved before they can get to the
next internal customer.
CONTINUOUS IMPROVEMENT

1.Systematic measurement and focus on CONQ.

2.Excellence teams

3.Cross- functional process management

4.Attain, maintain improve standard

4. Fast response

To achieve customer satisfaction, the

company has to respond rapidly to
customer needs. This implies short
product and service introduction cycles.
5. Action based on facts

a) The statistical analysis of engineering and

manufacturing facts is an important part of TQM.
Facts and analysis provide the basis for planning,
review and performance tracking, improvement of
operation , and comparison of performance with
competitors . The TQM approach is based on the
use of objective data, and provides a rational
rather than an emotional basis for decision
making.
b) In practice, data is collected and put in the
hands of the people who are in the best position to
analyze it and then take the appropriate action to
reduce costs and prevent non- conformance.
Usually these people are not managers but workers
in the process. If the right information is not
available , then the analysis, whether it be of shop
floor data , or engineering test results , can’t take
place, errors can not be identified , and so errors
can’t be corrected.
Facts based decision making

1. SPC (Statistical process control)

2. DOE, FMEA

3. The 7 statistical tools

4. TOPS, ( FORD 8D – Team Oriented

Problem Solving)
6. EMPLOYEE PARTICIPATION
A successful TQM environment requires a committed
and well trained work force that participates fully in
quality improvement activities . Such participation is
reinforced by reward and recognition which emphasize
the achievement of quality objective. On going
education and training of all employees supports the
drive for quality. Employees are encouraged to more
responsibility , communicate more effectively, act
creatively, and innovate.
As people behave the way they are measured and
remunerated.
Employee Empowerment

1.Training

2.Suggestion Scheme

3.Measurement and Recognition

4.Excellence teams
TQM CULTURE
An open, cooperative culture has to be created by
management . Employees have to made to feel that
they are responsible for customer satisfaction . They
are not going to feel this if they are excluded from
the development of visions, strategies and plans. It is
important that they participate in these activities.
They are unlikely to behave in a responsible way if
they see management behaving irresponsibly- saying
one thing and doing the opposite.