Total Quality Management (TQM)

TQM
(Total Quality Management)
Engr. Abdun Noor
bd.abdunnoor@gmail.com
Associate Consultant
Centre for Management Development
SEL Centre (6th Floor), 29-West Panthapath, Dhaka-1205, Bangladesh
cmdconsultant@yahoo.com

Engr. Abdun Noor, Centre for Management Development, bd.abdunnoor@gmail.com
Course Objectives
At the end of the course the participants will be
able to:
Appreciate the concept of Total Quality
Management (TQM)
Explain implementation techniques of TQM
Implement TQM in their respective organizations
Implement KAIZEN & 5-S Techniques in their
respective field
Contribute in quality improvement through
Quality Control Circle (QCC)

What is TQM?
Total
• Complete
• Absolute
• Everyone
is
involved
in
• Complete
• Absolute
• Everyone
is
involved
in
Quality
• Characteristic
• Nature
• Something
that
distinguishes
• Characteristic
• Nature
• Something
that
distinguishes
Management
• Administrati
on
• The process
of dealing
with or
controlling
things or
people
• Administrati
on
• The process
of dealing
with or
controlling
things or
people

What is Quality?
Fitness for use
The extent to which The product and/or service
successfully serves the purpose of the customer
(which the customer can recognize as beneficial
during usage), is called its’ fitness for use.
ISO Definition
Degree to which a set of inherent characteristics
fulfils requirements

What is Quality?
Degree
refers to a level to which a product or service
satisfies. So, depending upon the level of
satisfaction, a product may be termed as excellent,
good or poor quality product
Inherent characteristics
 those features that are a part of the product and
are responsible to achieve satisfaction

What is Quality?
Requirements
refer to the needs of customer, needs of
organization & those of other interested parties
the expectations that may be stated, generally
implied or obligatory

What is Quality?
Some examples of inherent product characteristics
that will fulfill requirements are:
Product /
Service
Requirement Inherent
Characteristics
Ceiling Fan
Hotel
Car
Air delivery
Size & shape of blades,
Motor rating
Comfort
Room size, Furniture &
layout, Air-conditioning,
Lighting
Acceleration &
speed
Engine capacity,
Engine torque & rpm

What is Quality?

What is Quality?
Quality means
meeting the customer’s (agreed) requirements
formal and informal
at the lowest cost, first time, every time
for the benefit of the customer and the
organization

What is Quality?
Quality provides competitive advantage
Compliance to Requirement
Quality is about Excellence/ Perfection
 A Moving Target
A Matter of Continuous Improvement
Customer will never give up Quality
In the long run what survives is QUALITY
Quality Reduces Cost & Improves Productivity
Quality is an Integral Part of Our Daily Life

What is Quality?
Quality in different areas of society:
Area Examples of Quality Components
Airlines
Health Care
Food Services
Consumer
Products
Communications
On-time, comfortable, low-cost service
Correct diagnoses, minimum
wait time, low cost, security
Good Taste, free from contamination,
fast delivery, good environment.
Properly made, defect-free, cost effective
Clearer, faster, cheaper service

What is Management?
Wikipedia:
Management in businesses and organizations is
the function that coordinates the efforts of people to
accomplish goals and objectives by using available
resources efficiently and effectively
Business Dictionary:
Management consists of the interlocking functions
of creating corporate policy and organizing,
planning, controlling, and directing an organization's
resources in order to achieve the objectives of that
policy

What is TQM?
Scientific
Systemati
c
Company
wide
TQM
is
Activity
• A company
is devoted to
customers
through its
products and
services
• A company
is devoted to
customers
through its
products and
services
-Noriaki kano
in Which

What is TQM?
ISO Definition:
The management approach of an organization,
centered on quality, based on the participation of all
its members and aiming at long term success
through customer satisfaction and benefits to all
members of the organization and to society
Dennis S. Tachiki :
Total Quality Management is a structured system
for delighting internal and external customers by
integrating the business environment, continuous
improvement, & employee Participation

What is TQM?
According to ASQ:
TQM is a management approach to long–term
success through customer satisfaction
In TQM, all members of an organization
participate in improving processes, products,
services, and the culture in which they work

Why TQM?
 Strengthened competitive position
 Adaptability to changing or emerging market
conditions and to environmental and other
government regulations
 Higher productivity
 Enhanced market image
 Elimination of defects and waste
 Reduced costs and better cost management
 Higher profitability

Why TQM?
 Improved customer focus and satisfaction
 Increased customer loyalty and retention
 Increased job security
 Improved employee morale
 Enhanced shareholder and stakeholder value
 Improved and innovative processes

Evolution of TQM
 Our ancestors lived in a natural world
 Improvement of quality started with improvement
of hand tools
 During the Middle -Age
 Quality to a large extent controlled by the long
periods of training required by the guilds
 Training instilled pride in workers for quality
product
 Workmanship was important

Evolution of TQM
 Industrial Revolution Instituted Specialization of
Labor
 A worker no longer makes the entire product
 Decline in workmanship
 Inspection and test to control deviation
 Quality control : a regulatory process
 Beginning of Statistical Quality Control
 In 1942, W.A Shewhart developed a Statistical
Chart for control of product variables
 H. F. Dodge and H.G. Roming : Acceptance
Sampling as a substitute for 100% inspection
 Inspection and test control deviation

Evolution of TQM
 In 1946, American Society for Quality Control
was formed: Present name is ASQ
 Has promoted the use of Quality for all types of
production and service
 World War - II : Devastated Japanese Economy
 1946: Japanese Union of Scientists & Engineers
(JUSE)
 1949: QC Research Group (Prof. Ishikawa)
 Training Course on SQC (up to 1989 : 189 courses
attended by 24,270 engineers)

Evolution of TQM
 1950 : Dr. W.E. Deming Visited
Japan
 Training course & seminars for
Top Management in Large Cities
 Deming Prize : established in 1951
 1954 : Mr. Joseph M Juran Visited
Japan
 1954 : Program in Radio
 1956 : Program in Television
 1962 : Gemba to QC : a Journal
 1962 : Formation of first QCC

Characteristics of TQM
 A small Quality First-Not short term Profit
 Customer Orientation - Not Producer Orientation
 Next Process is Customer
 Statistical Methods
 Thoroughgoing Standardization/ Continuous
Systematic Improvement
 Management that Respect for Humanity
 Cross Functional Management

A Conceptual Framework of TQM
EDUCATION & TRAINING
DEVELOP CONCEPT
& ATTITUDE
REALISATION OF
MISSION, GOAL,
STRATEGY THROUGH
UTLISE
TECHNIQUES TO
ENSURE
 Quality
 Customer
Satisfaction/Delight
 Next process is
Customer
 Working with Facts
 Everybody’s business
(commitment)
 Behavior
Modification
ENSURE MIND-SET
Benchmarking
Policy Management,
Daily Management,
QFD
5-S Techniques,
Kaizen
Cross-Functional Mgt.
QCC, SQC, FMEA
Suggestion Scheme
Quality Assurance
ENSURE
INVOLVEMENT
 & PARTICIPATION
Corrective
Measure
Preventive
Measure
Continuos
Improvement
ENSURE
FOOLPROOF &
MISTAKE
PREVENTION
GLOBALIZATION
NATIONAL POLICIES & REWARD SYSTEM
ENTERPRISE
QUALITY DIAGNOSIS
Vision of
future role
Mission
Goal
Strategy
Customer &
Employee
Satisfaction/
Delight
Top mgt.
Commitment
Align the
Organization

Key Elements of TQM
Comparing with a building, elements of TQM can be
divided into four groups according to their function.
The groups are:
Foundation:
 Ethics, Integrity and Trust
 Building Bricks:
 Training, Teamwork and Leadership
Binding Mortar:
 Communication
Roof:
 Recognition

Key Elements of TQM
Ethics, Integrity and Trust
Training
Teamwork
Leadership
RecognitionCommunication Communication
Communication
Communication
Communication

Principles of TQM?
 Produce quality work the first time
 Focus on the customer
 Have a strategic approach to improvement
 Encourage mutual respect and teamwork
 Improve continuously

Implementation of TQM
 TQM is an activity in which many people
participate
 Promoting of TQM is the duty of Top Managers
 But they need staff to organize it
 Which means A TQM Promotion Function is
required

Promotion of TQM
 An existing planning department or president’s/
CEO’s office may take responsibility
 Or a special TQM Promotion Office may be
established for the task
 At the same time A TQM Steering Committee
should be set up

Responsibilities of TQM Promotion Office
 Drafting quality policies
 Drafting TQM promotion plans
 Acting as a secretary for TQM steering
committee
 Maintaining and promoting a policy management
system
 Acting as a promotion center for QCC circle
activities
 Planning and promoting in-house QCC training
and guidance

Responsibilities of TQM Promotion Office
 Keeping records of important quality problems &
monitoring problems in solving them
 Planning, implementing and following up quality
diagnoses by top management
 Identifying the benefits achieved by promoting
quality management

TQM Steering Committee
 Basically it is a committee that deliberates and
reviews all necessary matters for promoting
quality management throughout the company
 The committee is chaired by either company’s
CEO or another senior executive with
responsibility for promoting quality management
and it members consist of representatives from
various divisions

TQM Steering Committee
This committee is responsible for
Reviewing the quality management promotion
plans
Receiving and transmitting the information
required to implement those plans
Deliberating and formulating strategy for
developing quality management activities
More vigorously &
 Effectively

MemberMemberMemberMemberMemberMemberMemberMember
Implementation of TQM
Steering CommitteeSteering Committee
FacilitatorFacilitator FacilitatorFacilitatorFacilitatorFacilitator
Team
Leader
Team
Leader
MemberMember
MemberMember
MemberMember
MemberMember
Team
Leader
Team
Leader
Team
Leader
Team
Leader
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
MemberMember
Team
Leader
Team
Leader
MemberMember

What is QCC?
The Quality Control Circle (QCC) is a
A small group
Within the same workplace
Conduct meeting once a week for half an hour
To perform voluntary quality control activities
Carries on quality control activities continuously
as a part of institution wide quality control
For self-development and mutual development
With all members participating

What is QCC?
The Quality Control Circle (QCC) carries on
Continuously
As a part of company-wide quality control
activities
Control and improvement
Within own workplace
Utilizing quality control techniques
With all members participating

Objectives of QCC?
 To build a strong workplace
 To establish good management
 To enhance morale
 To improve human relations
 To create a culture of improvement at bottom
level
 To promote voluntary activities
 To think well and use wisdom
 To broaden the way of thinking
 To have better income
 To improve quality assurance

Considerations of QCC?
 People are not treated as part of the machinery
 People can use their wisdom and creativity in the
work they are engaged
 People can develop their ability as they are given
an opportunity to use their brain
 People are not isolated from each other. Working
in-groups creates harmonious human relations
based on bonds and brother hood

Considerations of QCC?
 People can mutually educate themselves by
sharing an experience
 People are given an opportunity to be recognized
 To display human capabilities fully and
eventually draw out infinite possibilities

Quotation:
 “ A Quality Circle will not
last long unless the nature
of its activities is voluntary
and independent.”
- Kaoru Ishikawa

QCC Activities
Deming Cycle:
It is an iterative four-step
management method used in
business for the control and
continuous improvement of
processes and products
It is also known as the
PDCA circle/cycle/wheel,
Shewhart cycle, control
circle/cycle, or plan–do–
study–act (PDSA) Deming Cycle

QCC Activities
Continuous quality improvement with PDCA
Multiple iterations of the PDCA cycle are repeated until the problem is solved

Responsibilities of Steering Committee
 Identify Vision, Mission, Quality policy,
Objectives and introducing them to the whole
organization
 Determining activities for quality promotion and
evaluating the improvements
 Employ Facilitator to support QCC
 Evaluating quality assurance, QCC, 5-S etc.
 Evaluating the presentation of Quality Control
Circles, Award and reward policy
 Arranging competition, Performing Quality Day
through out the institution

Facilitator
Steering committee will appoint a facilitator to
facilitate the Quality Control Circles
One facilitator will be employed for each & every
circle
Depending on capability one facilitator may help
to more than one circle
Facilitation will be additional to routine work

 Facilitator is such a personnel who help the QCC
to be self-reliant
 QCC develop with the support of Facilitator
 Facilitator will support, help & inspire the QCC
in all circumstances even in critical situations
 Facilitator must have access to all offices of the
institute
 Traditionally is selected among mid level
management
Eligibility of Facilitator

Responsibilities of Facilitator
 Support and advice the QCC as a facilitator
 Arranging training program & providing training
 Monitoring the problems of QCC
 Act as a coordinator between the QCC &
organization
 Reporting the improvement of QCC in the
steering committee
 Support & inspire QCC to make presentation

Responsibilities of Facilitator
 Advise QCC
 Ensure to have pen, pencil, paper etc. when
needed
 Primarily act as an observer in the meeting
 Cordially communicate with the QCC leader &
members
 Assist to pursue QCC activities

Leader
Who will be the LEADER?
Each & Every circle will have a leader
QCC member will select one as a leader among
them
Team leadership may be rotated among the
members
According to necessity deputy leader, even
member secretary might be selected

Responsibilities of Leader
 Conduct meeting
 Maintain discipline in the QCC
 Establish a good relationship among the QCC
members
 Ensuring participation of QCC members without
any hesitation
 Ensure good team spirit
 Arranging meeting

Responsibilities of Leader
 Ensuring that, every member of QCC are aware
about the time and location of the meeting
 Discuss & take decision
 Make opening and closing remarks
 To maintain self-esteem of the members
 Guide QCC to achieve the goal
 Maintaining attendance, a record of meeting

Eligibility of the Leader
 Might have the Proper knowledge on the
activities of the circle
 Have the ability to conduct the meeting
 Cordial attitude to the members

Responsibilities of Members
 Regularly & Timely attending meeting
 Master the art of problem solving tools properly
 Participate in the meeting diligently
 Listening when other member speak
 Participate in the management presentation
 Help the leader in all respect
 Have positive mind-set and act cordially with
members
 Maintain discipline

QCC Activities
Plan
Do
Action
Check
Sample Test/
Trial & Error test

Challenges of TQM
 TQM is not a device, but it’s a matter of culture
that’s take time to adopt
 TQM is for long run, not short term profit
 Lack of leadership, commitment of the top
management
 Lack of effective measurement of quality
improvement
 Resistance of the workforce
 Lack of proper training/ Inadequate Human
Resource Development

Why TQM Fails?
 Top management is not concerned for its staff
 Top management is not committed to the TQM
program
 The company loses interest in the program after
six months
 The workforce and the management do not agree
on what needs to happen
 TQM is imposed on the workforce, which does
not inwardly accept it
 Processes and progresses are not analyzed,
systems are weak

Characteristics of Successful TQM Comp.
 Strive for owner/customer satisfaction and
employee satisfaction
 Strive for accident-free workplace
 Recognize the need for measurement and fact-
based decision making
 Arrange for employees to become involved in
helping the company improve
 Train extensively
 Place a strong emphasis on the right kind of
leadership
 Strive for continuous improvement

5. Provide Quality Training Programs at
regular interval
4. Outline the Vision Statement, Mission
Statement, & Guiding Principles
3. Create Steering Committee and
establish QCCs
2. Educate Upper-Level
Management
How to start TQM?
1. Obtain CEO/ Top
Management Commitment

10. Establish Quality day: yearly
competition and rewarding system
9. Monitor, motivate and follow-up
regularly
8. Implement Process Improvements,
Use the Tools of TQM
How to start TQM?
7. Consider the Employee as an
Internal Owner/customer
6. Focus on the Owner/Customer
(External) & Surveys

Tips for Successful Implementation of
TQM
 Start with a great BIG BANG, with bulletins,
leaflet (emphasis on pictorial notice) etc.
 Whatever the situation is, ensure regular meeting
of the QCCs
 Attend at the QCC meetings randomly, without
notice and guide as necessary
 Motivate & follow up regularly
 No alternative of rewards and recognitions

Total Quality Management (TQM)

Total Quality Management (TQM)

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