1. TOTAL QUALITY MANAGEMENT
(TQM)
Presented by :
GANDHI SONAM MUKESHCHANDRA
Dept. of Industrial pharmacy

2. General INTRODUCTION
 In the past 10 or 20 years a few companies have radically
transformed their business performance.
 Many of concept and method they have used are now
collectively called TOTAL QUALITY or TOTAL
QUALITY MANAGEMENT.
 Many companies have found that all of their radical
restructuring,reengineering,downsizing and numerous quality
program may have helped them survive,but they still don’t
have distinctive quality advantages.

3.  Reimenn (1992) then director for quality programs,National Institute
of Standards and Technology. U.S. Department of commerce, in
Testimony to the U.S. congress, stated this clearly. There is now far
clearer perception that quality is central to company competitiveness
and to national competitiveness.
 During (1991) the U.S. General Accounting Office (GAO) completed
a study of Macolm Baldrige National Quality Award winners and site
visited companies.
 In the United State, the President and the Secretary of commerce have
given their personal support and attention to quality, thus elevating
quality on personal agenda.
 In the other countries like Argentiana ,Brazil, France, Greece, Malasia,
Mexico,and Singapore there has also been leadership from the
Government and business, creating National Programs of awareness ,
training and awards.

4. introduction
 Quality is outcome of quality culture in a business organization. It can’t be
achieved only by technical application through process evaluation. The concept
of TQM has been developed from inspection, quality control and quality
assurance.
 INSPECTION –earlier to ascertain whether a product confirms to the
specification the method used was inspection and measurement which was post
production activity.
 QUALITY CONTROL – this was also a post production activity to detect defect
in the finished products using technique to achieve maintain and improve quality
standards of the product and services.
 QUALITY ASSURANCE – this is third evolutionary phase which contain all
planned and systemic action necessary for compliance of given requirement for
quantity of product or service meeting quality needs of the customer.

6. definition
“Total quality Management (TQM) is a style of working of management to
achieve customer Satisfaction by boosting quality through continuous improvement
and by motivating employees towards quality.”
TQM means systemic approach which integrate quality related activities
throughout the organization including -market research, research and development ,
operational planning for production of goods and services, procurement , production
and services.
Total quality management is an integrated management concept for continuous
improvement of quality of goods and services through the participation of people at
all level and function of the organization.

7. GOAL OF TQM
To achieve complete lack of defects i.e. zero defects.
It is applicable to both products and services.
Small scale improvement at all level of cumulative
effect.

9. WHAT IS TQM
TQM is blend of technologies focused on four concepts
I. Defect prevention
II. Continuous improvement
III. Focus on customer
IV. Philosophy that quality is not just the responsibility of an organization’s quality
assurance department.
It is a buzzword, just the latest in a string of quality slogans, or it is a new way of doing
business in America.
It is not a new concept, but it is a new management philosophy permeating our approach
to doing business.

10. History of TQM
 Total quality management was developed in the 1940s by Dr. W. Edward Deming who at the
time was an advisor in sampling at the Bureau of census and later became a professor of
statistics at the New York University graduate school of business administration.
He had little success convincing American business to adopt TQM but his management
methods did gain success in Japan.
In the 1970 and 1980s many American companies including Ford, IBM and Xerox, began
adopting Dr. Deming’s principle of TQM.
This gradually lead to their regaining some of the markets previously lost to the Japanese.
Although TQM gained it’s prominence in the private sector, in recent years it has been
adopted by some public organization.

11. Principle of tqm
1. Sustained Management Commitment to Quality:
An organization’s personality and culture will ultimately reflect its senior management ‘s
values. If an organization is serious about implementing TQM, the commitment to do so has to
start at the top, and the organization’s senior management has to be unwavering in its
commitment to quality. Almost any organization senior managers will claims they are committed
to quality.
2. Supplier Teaming :
Another principle of TQM is to develop long term relationship with a few high
quality supplier rather than simply selecting those suppliers with the lowest initial cost. American
industry and Government procurement agencies have had and are continuing to have , difficulty
in implementing this concept, although progress is being realized.

12. 3. Thinking Statistically:
Telling the staff what is going on involve
improved communication typically this include team one of the main
element of TQM. Most of the companies do not know exactly what
their staff really think. The staff attitude survey is an essential peace of
research.
4. Teamwork :
Team working boosts employee moral. It reduce conflict
and infighting. It solve problem by hitting them with a wide
range of skills. Team working helps staff gain more skills and
become more flexible in their work

13. 5. Employee Involvement: -
Direct involvement of top management speeds up decision making,
top management needs to be aware of TQM.
6. Employee Empowerment -
Empowering of staff means getting employees to think for themselves
and to make decisions for themselves. The risk of staff errors are out weighed by the
increase in creativity, productivity and customer services that result from empowerment.
7. Quality Measurement -
Measurement allow the company to make decision based on facts,
not opinion. They keep to maintain standards and keep processes within the agreed
tolerance, some of the measure in TQM include Productivity, financial performance,
Production quality, customer satisfaction, Staff attitude , health, safety and environment.

14. 8. TRAINING -
Educate and train the workforce for imparting knowledge improving skills and in the
principle of the TQM which change the attitude of the workforce.
9. VALUE IMPROVEMENT -
The linkage between continuous improvement and value improvement is
simultaneously obvious and subtle. This linkage becomes apparent when one consider the
definition of quality.
10. BENCH MARKING -
It consist of identifying other organizations that perform well and
incorporating their wisdom into your organization.

15. FUNDAMENTAL CONCEPTS
1. CUSTOMER FOCUS :
The customer focus is a fundamental concept of quality management. After all
organization only exist to provide goods and services to customers. During the
evolutionary progress of almost every industry, the first phase is focus on quality of new
product in the most basic term. The customer provide little input at this stage. Most are
not even sure that they want these goods and services.
2. CONTINUOUS IMPROVEMENT:
Juran (1964) documented the structured approach that many companies used to achieve
breakthrough improvement. In recent years, rapid change has become a way of life.
Many companies employ this and similar approaches to create improvements by the
hundreds and thousands.
3. VALUE OF EVERY INDIVIDUAL:
The value of each individual in an organization is another idea that sounds simple on
the surface. Ideas contributed are just one measure of individual contribution. Other
contributions include quality planning teams, participation on quality improvement ,
self control of own work process etc.

16. STRONG FORCES OF TQM
1. ALIGNMENT:
A recent study by the Association of Management Consulting firms in the
United State found that executive, consultant, and business school professors all agree that
business strategy is now the single most important management issue and will remain so far
at least the next 5 years. In the past few years, there has been new understanding of
importance of strategy.
2. LINKAGE:
In the past few years companies throughout the world have embrassed the
concept of re-engineering with a fervor that defies description. Pioneered in the early
1980s by the companies such as IBM, Ford, AT&T, NCR and popularized in Michael
Hammers best selling book,(Reengineering the Corporation) reengineering has become a
common tool for corporations throughout the world.
3. REPLICTION:
Probably the most powerful and the least understood way to dramatically
accelerate result of quality and productivity improvement effort is the third strong force.

17. Critical processes for quality management
1. QUALITY PLANNING:
The logical place to start is quality planning. It consist of universal
sequence of events –a quality planning roadmap. We first identify the customer and
their needs then design the products (goods & services) which respond to those
needs. Finally, we turn the plan over to the operating processes. They then have
responding the operations. They run the processes, produce the goods and services,
and satisfy the customer.
2. QUALITY CONTROL:
What the operating forces can do is minimize this waste.They do this
through quality control.Quality control relies on five basics.
 A target
 A clear goal
 A sensor
 A way to measure actual performance
 A way to interpret the measurement and compare with the target and way to take
action.

18. 3. QUALITY IMPROVEMENT:
Juran(1964) describes the quality improvement process used by
individual and organisation to make “breakthrough” changes in the level of
performance.The quality improvement process is directed at long standing performance
levels.The quality improvement process questions whether this is the best that can be
attained.

19. Advantages
 It make company a leader not a follower.
 It faster teamwork.
 It make the company more sensitive to the customer
needs.
 It increases customer confidence.
 It makes improvement of organizational reputation.

20. disadvantages
TQM calls for the elimination of the goals and
objectives required by managenent-by-
objectives. Critics of TQM claim that this may
negatively affect motivation.
TQM detractors also argue that although total
quality management calls for organizational
change, it does not demand radical
organizational reform.

21. Thank you..