Total Quality Management (TQM)

Presented By : Pratik V. Patil

(B.Vs. J. N. I. O. T.)

Aneesh N. Rattihalli
(B.Vs. J. N. I. O. T.)

Abstract
Total Quality Management (TQM) is a management philosophy that seeks to integrate all organizational functions to focus on meeting customer needs and organizational objectives. The organizational functions includes Marketing, Finance, Design, Engineering and Production, customer service etc. Total Quality is a description of the culture, attitude and organization of that company that strives to provides customers with products and services that satisfy their needs. TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The SIMPLE OBJECTIVE of TQM is Do the right things, right the first time, every time". Also TQM is infinitely variable and adaptable. In short, TQM is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. But TQM is now becoming recognized as generic management tool, just as applicable in service and public sector organization. Some of the companies who have implemented TQM include Ford motor company, Philips Semiconductors, SGL carbon, Motorola. TQM provides management with the ability to ensure quality through more streamlined and effective process-improvement channels.

Total Quality Management (Tqm)

Total = Quality involves everyone and all
activities in the company.

affecting the final product. Using a simple iterative process, TQM reinforces other methods of quality assurance to meet changes in products and services by improving the effectiveness of operational processes. TQM achieves this by identifying the root causes of the most prevalent and costly defects and to prevent such defects in the future by removing these root causes. TQM is a people-dependent process. For total quality management to be most beneficial, people in the organization need to work together. Thus, organizations must maintain company-wide strategies that devolve responsibility to individual employees for the quality of their work and the work of their teams. Deming's chain reaction advocates starting with quality of initial design and further systemically operating on 'Total Quality principles' to achieve the best possible outcome. When each input from raw materials through resources and design produces operational. exceedingly and continually improved finished goods, TQM is said to be

Quality = Meeting Customer

Requirements

Management = Quality can and must be

managed.

TQM = A process for managing quality; it

must be a continuous way of life; a philosophy of perpetual improvement in everything we do

Description Of Concept Of TQM:

TQM aims to go beyond simply meeting customer requirements or responding to the customer feedback on the products and services offered by the organization. TQM is most effective when operating throughout an entire organization. Prior to the availability of TQM, testing was usually the norm for controlling quality during the final phases of a process (e.g., product development or service provision). If faults were found, the supplies were held back, reworked or rejected, and additional funds were usually required to produce the needed quantity and quality. The aim of TQM is to 'get it right the first time every time' while avoiding the cost associated with other quality management techniques such as simple testing. TQM seeks to identify the sources of possible defects and to prevent them from

IMPORTANT ASPECTS Of TQM:

Important aspects of TQM include

customer-driven quality, top management leadership and commitment, continuous improvement, actions based on facts, employee participation, and a TQM culture.

Customer-DrivenQuality
TQM has a customer-first

orientation.

The customer, not

Continuous Improvement
Continuous improvement of all

internal activities and constraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to them. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage. 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 TQM and also customer satisfaction, operations and activities is at 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

TQM Leadership From Top Management

recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Continuous improvement of all operations and activities is at 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

TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't 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 of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration. Figure1. TQM Model.

maintain a high level of customer satisfaction. As well as recognizing the link between product quality TQM and also customer satisfaction, force that

A successful TQM environment requires a committed and well-trained work participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the achievement of quality objectives. On-going education and training of all employees supports the drive for quality. Employees are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate .

recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction.

ACTIONS Based On FACTS

The statistical analysis of

A TQM Culture
It's not easy to introduce TQM. An

open, cooperative culture has to be created by management. Employees have to be 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's important 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.

engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, 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. 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't be identified, and so errors can't be corrected.

Key Principles Of Tqm :-

Employee Participation

situational.

Communication:
The communication strategy, method and timeliness must be well defined.

Figure 2. Key principles of TQM.

Be Customer Focused :
What ever you do for quality improvement , remember that ONLY customers determine the level of quality , what ever you do to foster quality improvement , training employees , integrating quality into processes management , ONLY customers determine whether your effort were worthwhile.

Principles Of TQM :

Quality can and must be managed. Everyone has a customer and is a supplier. Every employee is responsible for quality. Problems must be prevented, not just fixed. Quality must be measured. Quality improvements continuous. must be

Insure Total Employee Involvement :

This done after you remove fear from work place, then empower employee ... you provide the proper environment .

The quality standard is defect free. Goals are based on requirements. Management must be involved and lead. Plan and organize improvement. for quality

Process Centered :
The fundamental part of TQM is to focus on Process thinking.

Integrated system :

All employee must know business mission and vision , must monitor the process an integrated business system.

Strategic approach :

and

systematic
Table 1. Quality Improvement with TQM

Strategic plan must integrate quality as core component.

Continual Improvement :

It is using analytical and creative thinking in finding ways to become more effective.

Fact Based Decision Making :

The task of decision making must be ONLY on data , not personal thinking or

Objectives of TQM :

Meeting the customers requirement.

Set True Customer Requirements Concentrate on Prevention, Not Correction

Continuous improvement o quality at the every level at stage and every stage and at every place.

Reduce Chronic Waste Pursue a Continuous Improvement Strategy Use Structured Methodology for Process Improvement

ig re 3. PCDA circle/cycle

F u

Reduce Variation Use a Balanced Approach Apply to All Functions

Benefits of TQM: Participative problem solving process. Bring about total culture change. Focussed and continuous cost reduction. Use of PDCA improvement. cycle for TQM Higher customer satisfaction Reliable products/services

Better efficiency of operations More productivity & profit Less wastage costs Less Inspection costs

TEN Steps To Total Quality Management (TQM) :

More market share Spread of happiness & prosperity Better quality of life for all.

Pursue New Strategic Thinking Know your Customers

REFERENCES:1) TOTAL QUALITY MANAGEMENT

- by Dr. K.C. Arora

2) METROLOGY AND QUALITY CONTROL

-by S.B.Ingole 3) METROLOGY AND QUALITY CONTROL -by S.S.Kuber

4) http//www.authorstream.com