Key Factors

Globalization of markets.
Advances in IT.
Growth of trans- national business.
Establishment of WTO.
Interpenetration of Economics.
European single market.
- Intensified competition.
- Improving competitiveness
Total Quality Management(TQM)
Definitions
TQM can be seen as a process, used to manage the
change in environment that will ensure that
company reaches the goal of TCI

Total - involves everybody in the organization
Continuous- for ever
Improvement- elimination of waste
- reduction of variations
- innovation


Contd
TQM is a management approach of an
organization, centered on the participation
of all its members and aiming at long term
success through customer satisfaction and
benefits to the members of organization
and society
ISO 8402/IS 13999
Total Quality Management(TQM)
Definitions
Contd
TQM is an approach for continuously improving the
quality of goods/ services delivered through the
participation of all levels & functions of organization .
JOHN PIGGOTT
TQM is an integrated organization approach in
delighting customers (internal & external) by meeting
their expectations on a continuous basis through
everyone involved on a continuous basis for
improvement in all product/ processes along with
proper problem solving methodology.
Dr.M. ZAIRI
Total Quality Management(TQM)
Definitions
TQM is an organization- wide quality focused
culture. It is a journey to achieve excellence in all
aspects of the organization's activity.It involves all
members of the organization at all levels of
operation.
TQM is a management philosophy rather than a
quality- technology. Ironically, TQM began in
Japan based on the quality philosophy of
Dr. W. Edwards Deming.
The major phases of TQM are:
Statistical-quality-control,
Total-quality-control
Totalquality-management

TQM PRINCIPLES
Customer orientation.
Management-by-Fact.
Employee involvement.
Continuous improvement.
1. BETTER QUALITY REQUIRES HIGHER COST.
2. QUALITY IS INNATELY PERCEIVED AS
SEPARATING GOOD FROM BAD.
3. INCREASED QUALITY CAN BE ACHIEVED
THROUGH INVESTMENT IN TECHNOLOGY.
4. QUALITY IS CONFINED TO THE PRODUCT AND
THEREFORE MANUFACTURING PROCESS.
5. QUALITY IS RESPONSIBILITY OF QUALITY
MANAGER AND HIS DEPARTMENT.
Quality: Misconceptions
Quality concepts
Continuous improvement
Customer orientation
Employee involvement
Management by facts
Process control
Transparency
Quality
Management
concepts
Contd
Award systems
Benchmarking
Co-marking
Complaints handling
Customer surveys
Empowerment
Just in time management
Quality circles
Quality awards
Quality audits
Quality function deployment
Quality policy deployment
Reward systems
Top management commitment
Quality concepts
Quality
Management
Instruments
And
Organizational
Arrangements


Contd
Design of Experiments
Reliability Techniques
The 7- Management
and Planning Tools
The 7-SPC Tools
Quality concepts
Quality
Management
techniques
Customer orientation
Human resource
excellence
Product/ process
leadership
Management
leadership
Total
Quality
Require-
ments
Customer Orientation
Participa- Develop- motivation
tion ment
Products/ Processes/ Information Suppliers
Services procedures
Culture Planning Communication Accountability
CONDITIONS OF EXCELLENCE
THE McKINSEY TQM
MODEL
TOTAL QUALITY
DESIGN
PROCESS
PROCESS
QUALITY
COMPANY
QUALITY
PRODUCT
QUALITY
PROCESS
CAPABILITY
SERVICE
QUALITY
LOGISTICS
QUALITY
FIVE GURUS
-Process orientation
-Use of statistics
-Drive out fear
-Reduction of variation

Deming
-Management involvement
-Quality planning
-Quality control
-Quality improvement
Juran
-Total quality system
- Design quality In
-Customer orientation

Feigenbaum
-Use of statistics
-Quality circles
-Involvement of employees







Ishikawa
-Zero defects
-Cost of quality
-Hidden factory
-Slogans
Crosby
MAINTAIN AT ALL TIMES
FOCUSES ON OBJECTIVE:
TO SATISFY CUSTOMERS
BETTER THAN
COMPETTIORS DO

TURN EMPLOYEES FROM SKILL
HOLDERS TO DISEMINATORS
CREATE LEARNING,
ENABLING MANAGERS WHO
DEVELOP, NOT FILTER PEOPLE

EMPHASIS PROCEESS
MORE THAN PRODUCT

GET PEOPLE TO
PERFORM MUNDANE
ACTIVITIES WITH FULL
QUALITY FOCUS

USE TECHONOLGY
EFFICIENTLY

MEASURE KEY PARAMETERS
OF ALL ACTIVITIES

BUILD IN CONTINOUS
LEARNING & IMPROVEMENT
PROCESSES

COMPENSATE FOR WEAKNESS
INHERENT IN CULTURE

USE FACILITATION
MEDIATE STRUCTURE TO
BRING IN CHANGE

BENCHMARK AGAINST
BEST OF BREED
COMPANIES & COPY
THEIR BEST PRACTICES


USE SCIENTIFIC METHODS
NOT OPINION OR GUT
FEEL

DEPLOY THE
WORKFORCE

USE SINCERITY AND TRUST
AS BASIS FOR ALL
DEALINGS SAYINGS DOING

USE CROSS
FUNCTIONAL TEAMS




USE CUSTOMER AND
COMPETITORS TO
DRIVE ALL DECISIONS

GET WORK-FORCE TO
MANAGE ITSELF

Different approaches are Possible.:-
The best way to implement
TQM?
Soft - hard
Rhetoric - Concrete actions
Total organization - Pilot project
General - Specific
Bottom up - Top down

In practice interaction between the different
approaches is needed
Seven Steps of TQM
Select a theme.
Grasp the present system.
Analyze the present situation.
Set countermeasures into motion.
Determine the effectiveness of the counter-
measures.
Use a standard operating procedures.
Plan for future action.
THE SEVEN STEP TQM MODEL

STEP-1: MANAGEMENT

ESTABLISH A TQM ENVIRONMENT

VISION/MISSION
COMMITMENT
EMPLOYEE INVOLVEMENT
CUSTOMER FOCUS
SUPPORT SYSTEM
DISCIPLINED METHODOLOGY
KNOWLEDGE AND SKILLS
STEP-2: MISSION

ESTABLISH SUPPLIER / CUSTOMER/MANAGEMENT: MISSION,
NEEDS, AND REQUIREMENTS
STEP 3: PROCESSES

ESTABLISH PROCESS:
REQUIREMENTS, DEALS, PRIORITIES
STEP 4: PROJECTS

CHECK/ ENSURE PROJECTS:
IMPLEMENTATION, MEASUREMENT, ASSESSMENT,
PERFORMANCE
STEP 5: CONTINUOUS IMPROVEMENT

ESTABLISH: IMPROVEMENT OPPORTUNITIES, STRATEGIC
INITIATIVES
STEP 6: EVALUATION

ESTABLISH: AUDIT/ EVALUATION PROCEDURES
STEP 7: REVIEW REVISION

REPEAT CONTINUOUS IMPROVEMENT
CYCLE



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