Total Quality Management

(TQM)
Sbmited by- Pravin Rathod

Total Quality Management

TQM is a philosophy which applies equally to

all parts of the organization.
TQM can be viewed as an extension of the
traditional approach to quality.
TQM places the customer at the forefront of
quality decision making.
Greater emphasis on the roles and
responsibilities of every member of staff within
an organization to influence quality.

Elements of TQM
Leadership
Top management vision, planning and support.
Employee involvement
All employees assume responsibility for the quality of their
work.
Product/Process Excellence
Involves the process for continuous improvement.
Continuous Improvement
A concept that recognizes that quality improvement is a
journey with no end and that there is a need for continually
looking for new approaches for improving quality.
Customer Focus on Fitness for Use
Design quality
Specific characteristics of a product that determine its
value in the marketplace.
Conformance quality
The degree to which a product meets its design
specifications.

Six Basic Concepts of TQM

1. Leadership
2. Customer Satisfaction
3. Employee Involvement
4. Continuous Process
Improvement
5. Supplier Partnership
6. Performance Measures

TQM
Principles &
Practices

Leadership
Customer
satisfaction
Employee
improvement
Continuous
improvement

Tools &
Techniques

Quantitative
SPC
Acceptance
Sampling
Reliability
Experimental
design

Supplier
partnership

FMEA

Performance
measures

QFD

Scope of the TQM

Non-quantitative
ISO 9000
ISO 14000
Benchmarking
Total
productive
maintenan
ce
Management
tools
Concurrent
engineering

Leadership

Top management must realize

importance of quality
Quality is responsibility of
everybody, but ultimate
responsibility is CEO
Involvement and commitment is
necessary
Quality excellence becomes part of

Characteristics of Successful
Leaders
1
2
3
4
5
6
7
8
9

Give attention to external and internal customers

Provide resources, training, and work
environment to help them do their jobs
Emphasize improvement rather than maintenance
Encourage collaboration rather than competition
Train and coach
Learn from problems
Continually try to improve communications
Continually demonstrate commitment to quality
Choose suppliers on the basis of quality, not price

Customer Satisfaction
Customer is always right
Customer expectations constantly are
changing 10 years ago acceptable, now
not any more!
Delighting customers
Satisfaction is a function of total
experience with organization
Must give customers a quality product or
service, reasonable price, on-time
delivery, and outstanding service
Need to continually examine the quality

Issues for customer satisfaction

1.
2.
3.
4.
5.

Who are my customers?

What do they need?
What are their measures and expectations?
Does my product/service exceed their expectations?
How do I satisfy their needs?

Customer Feedback
1. Discover customer dissatisfaction
2. Discover priorities of quality, price,
delivery
3. Compare performance with competitors
4. Identify customers needs
5. Determine opportunities for
improvement

Employee
Involvement

People are the most important

resource/asset
Quality comes from people
Education and training life long,
continuous both knowledge and skills
Suggestion schemes are important
factor
Motivational programmes, incentive

Continuous Process Improvement

View all work as process , like production
and business
Process purchasing, design, invoicing,
etc.
Inputs PROCESS outputs
Process improvement increased
customer satisfaction
Improvement 5 ways; Reduce resources
Reduce errors,
Meet downstream
customers
Make process safer
Make process more

Inputs processing outputs

FEEDBACK

Input
Materials
Info, Data
People
Money

Process

Outputs

Work
methods

Products

Procedures

Delivered
service

Tools

Supplier Partnership
1. Evaluate potential and select the best
suppliers
2. Conduct joint quality planning and
execution
3. Require statistical evidence of quality
4. Certify suppliers
5. Develop and apply Supplier Quality Ratings
Defects/Percent non-conforming
Price and Quality costs
Delivery and Service
6. Need partnership to achieve quality
improvement
7. Supplier Management activities

Performance Measures
Managing by fact rather than gut feelings
Effective management requires
measuring
Use a baseline, to identify potential
projects, to asses results from
improvement
Service
Customer Satisfaction
Methods for measuring
Cost of poor quality
Internal failure
External failure
Prevention costs
Appraisal costs

Total Quality Management

Approach
Methods
Materials
Equipment
Skills & knowledge
Instructions
Processes

THANK YOU
Warm Regards,
Pravin Rathod