TQ M -H ISTO RY,EVO LUTIO N &

G RO W TH

W H AT IS TQ M ?
CONCEPT:
Purpose: To improve customer satisfaction
International Organization for Standardiza
tion
standard ISO 8402:1994
"A management approach of an
organisation centred 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 organisation and society.

H ISTO RY
From holistic historical review

quality revolution, we can deduce

that Quality can be classified into
four evolutionary phases:
Inspection
Quality control
Quality assurance

TOTAL QUALITY MANAGEMENT

H ISTO RY O F TO TA L Q U A LITY M A N A G EM EN T

TQM involves methodology for

continually improving the quality

of all processes, it draws on a
knowledge of the principles &
practices of:
The behavioural sciences
The analysis of quantitative & nonquantitative data
Economics theories
Process analysis

TQ M TIM ELIN E
1920s: Some of the first seeds of quality
management were planted as the principles of
scientific management swept through U.S. industry.

1930s:Walter Shewhart developed the methods for

statistical analysis and control of quality.

1950s:
W. Edwards Deming taught methods for statistical
analysis and control of quality to Japanese engineers
& executives
Joseph M. Juran taught the concepts of controlling
quality and managerial breakthrough
Armand V. Feigenbaums book Total Quality Control
was published
Philip B. Crosbys promotion of zero defects paved

1968: Kaoru Ishikawas synthesis of the philosophy

contributed to Japans ascendancy as a quality leader

Today:
TQM is the name for the philosophy of a broad and
systemic approach to managing organizational
quality.
Quality standards such as theISO 9000 Series
and quality award programs such as the Deming
Prize and theMalcolm Baldridge National Quality WALTER
Awardsspecify principles and processes that
SHEWHAR
comprise TQM.
KAORU
ISHIKAWA

ARMAND
F.

JOSEPH
JURAN

W.E. DEMING

PHILIP CROSBY

M A LC O LM B A LD R IG E
N ATIO N A L Q U A LITY A W A R D
TheMalcolm Baldrige National Quality

Awardrecognizes U.S. organizations in the

business, health care, education, and nonprofit
sectors for performance excellence. The
Baldrige Award is the only formal recognition of
the performance excellence of both public and
private U.S. organizations given by the
President of the United States .
The award promotes awareness of performance
excellence as an increasingly important element
in competitiveness. It also promotes the sharing
of successful performance strategies and the
benefits derived from using these strategies.

D EM IN G S 14 PO IN TS O N TQ M
1.
2.
3.
4.

Create constancy of purpose

Adopt the new philosophy
Cease dependence on inspection
Use a single supplier for any one
item
5. Improve constantly & forever
6. Use training on the job
7. Implement leadership

D EM IN G S 14 P O IN TS O N
TQ M
8. Eliminate fear
9. Break down barriers between
departments
10.Get rid of unclear slogans
11.Eliminate management by
objectives
12.Remove barriers to pride of
workmanship
13.Implement education & selfimprovement

STEP S IN IM P LEM EN TIN G

TQ M
OBTAIN CEO COMMITMENT
EDUCATE UPPER-LEVEL MGT
CREATE STEERING
COMMITTEE
OUTLINE THE VISION STATEMENT,
MISSION STATEMENT & GUIDING
PRINCIPLES

PREPARE A FLOW DIAGRAM OF

COMPANY PROCESSES
FOCUS ON THE
OWNER/CUSTOMER & SURVEYS

CONSIDER THE EMPLOYEE AS AN

INTERNAL OWNER/CUSTOMER
PROVIDE A QUALITY TRAINING
PROGRAM
ESTABLISH QUALITY
IMPROVEMENT TEAMS

IMPLEMENT PROCESS
IMPROVEMENTS
USE THE TOOLS OF TQM
KNOW THE BENEFITS OF TQM

B EN EFITS O F TQ M
IMPROVE QUALITY
EMPLOYEE PARTICIPATION &

SATISFACTION
TEAMWORK & WORKING
RELATIONSHIPS
PROFITABILITY & MARKET SHARE
PRODUCTIVITY
COMMUNICATION

O B STA C LES TO TQ M
LACK OF MANAGEMENT

COMMITMENT
LACK OF EMPLOYEE MOTIVATION
INABILITY TO CHANGE
ORGANISATION CULTURE
IMPROPER PLANNING
LACK OF CONTINUOUS TRAINING &
EDUCATION
INADEQUATE USE OF EMPOWERMENT
& TEAMWORK

TQ M TO D AY
Characterized differently by each

company that practices it

The primary philosophy
Continuous improvement to
exceed the customer expectations
Identify and correct issues at the
earliest stage
Incorporate quality into the final
product

G RO W TH O F TQ M
Japanese industries followed the path &

guidance of Joseph Juran & Edward Deming

for TQM, and by mid-1970s became a world
leader in most industries & consumer
product segments, for eg., Sony in
Consumer Electronics, Toyota & Honda in 4wheeler automobile industry, Honda &
Yamaha in 2 wheeler industry etc.
Gradually TQM spread to most of the
worlds industries in Korea, Europe and
USA and it was accepted as universal
mantra for world class performance and
excelling in individual fields of operations

TH A N K YO U !