2. Introduction
• Total Quality Management (TQM) is
enhancement to the traditional way of doing
business.
• Total:- Made up of whole or Involvement
of all levels in the organization
• Quality:-Degree of excellence a product or
service provides or Conformance
to agreed upon requirements
• Management:- Act, art or manner of
handling, controlling, directing
3. Introduction
• TQM is defined as both philosophy and a
set of guiding principles that represent the
foundation of a continuously improving
organization. It is the application of
quantitative methods and human
resources to improve all the processes
within an organization and exceeds
customer needs now and in future.
4. Introduction
• 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.
5. TQM six basic Concepts
1. Management commitment to TQM principles
and methods & long term Quality plans for the
Organization
2. Focus on customers
3. Quality at all levels of the work force.
4. Continuous improvement of the
production/business process.
5. Treating suppliers as partners
6. Establish performance measures for the
processes.
6. Gurus of TQM
• Walter A. Shewhart:- W.A Shewhart, PhD, spent his professional
career at Western Electric and Bell Telephone Laboratories, both
divisions of AT&T. He developed control chart theory with control
limits, assignable and chance causes of variation, and rational
subgroups, he authored Economic Control of Quality of
Manufactured Product, which is regarded as a complete and though
work of the basic principles of quality control. He also developed the
PDSA(Plan, Do, Study, Act) cycle for learning and improvement.
• W. Edward Deming:- Deming was protégé of Shewhart in 1950, he
thought statistical process control and the importance of quality to
the leading CEOs of Japanese industry. He is credited with
providing the foundation for the Japanese quality miracle and
resurgence as an economic power. Deming is the best known
quality expert in the world. His 14 points provide a theory for
management to improve quality, productivity, and competitive
position
7. Gurus of TQM
• Joseph M. Juran:- He worked at Western Electric from
1924-1941. There he was exposed to the concepts of
Shewhart. Juran traveled to Japan in 1954 to teach
quality management. He emphasized the necessity for
management at all levels to be committed to the quality
effort with hands on involvement. He recommended
project improvements based on return on investment to
achieve breakthrough results. The Juran Trilogy for
managing quality is carried out by three interrelated
processes of planning, control, and improvement.
8. Gurus of TQM
• Armand V. Feiganbaum:- He argues that total quality
control is necessary to achieve productivity, market
penetration, and competitive advantage. Quality begins
by identifying the customer’s requirements and ends with
a product or services in the hands of a satisfied
customer. In addition to customer satisfaction, some of
Feiganbaum’s quality principles are genuine
management involvement, employee involvement, first
line supervision leadership, and companywide quality
control.
9. Gurus of TQM
• Kaoru Ishikawa:- PhD studied under Deming, Juran, and
feigenbaum, he barrowed the total quality control concept and
adapted it for the Japanese. Ishikawa is best known for the
development of the cause and effect diagram, which is sometimes
called Ishikawa diagram. He developed the quality circle concept in
Japan whereby work groups including their supervisor were trained
in SPC.
• Phillip B. Crosby:- He argued that “doing it right the first time "is less
expensive than the costs of detecting and correcting
nonconformities. His four absolutes of quality are Quality is
conformance to requirements, Prevention of nonconformance is the
objective not appraisal, The performance standard is zero defects
not “that is close enough” and The measurement of quality is the
cost of conformance.
10. Gurus of TQM
• Genichi Taguchi, PhD, developed his loss function
concept that combines cost, target and variation into one
metric. Because the loss function is reactive, he
developed the signal to noise ratio as proactive
equivalent his robust design of parameters and
tolerances.
11. Historical Background of TQM
• Quality in articles and artefacts produced by skilled
craftsmen and artisans from the B.C. era e.g..
goldsmiths, silversmiths, blacksmiths, potters, etc.
• Artists & Artisans Guilds in the Middle ages spent years
imparting quality skills and the works men had pride in
making quality products.
• Industrial Revolution brought factory manufacturing
where articles were mass-produced and each worker
made only a part of the product, and did not sense the
importance of his contribution to the quality of the
product .
12. Historical Background of TQM
• In 1924, W.A. Shewhart of Bell Telephone Labs
developed a statistical chart for the control of
product variables – the beginning of SQC and
SPC.
• In the same decade, H.F. Dodge and H.G.
Romig of Bell Telephone Labs developed
statistical acceptance sampling instead of 100%
inspection.
• In 1946,the American Society for Quality Control
was formed.
• In 1950, W. Edwards Deming, who learnt SQC
from Shewhart, taught SPC & SQC to Japanese
engineers and CEO’s
13. Historical Background of TQM
• In 1954,Joseph M.Juran taught Japanese
managements their responsibility to achieve
quality .
• In 1960, the first quality control circles were
formed. SQC techniques were being applied by
Japanese workers.
• 1970’s US managers were learning from Japan
Quality implementation miracles.
• In 1980’s TQM principles and methods became
popular.(also in auto industry)
• In 1990’s ,the ISO 9000 model became the
world-wide standard for QMS.
14. Obstacles
• Lack of management Commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and
isolated individuals and departments
• Paying inadequate attention to customers
• Inadequate use of empowerment and team work
• Failure to continually improve
