1. TQM
TOTAL QUALITY MANAGEMENT
Onkar R. Satam Anit Nair
Roll No: 26 Roll No:

2. Defining TQM
Total quality management is a management system
for a customer focused organization that involves
all employee in continual improvement of all
aspects of the organization.
TQM uses strategy, data, and effective
communication to integrate the quality principles
into the culture and activities of the organization.

3. What is TQM
TQM is a comprehensive management system which :
• Focuses on meeting owners/ customer’s needs by providing quality
services at reasonable cost. (Objective)
• Focuses on continuous improvement. (Objective)
• Recognizes role of everyone in t he organization.
• views organization as an integral system with a common aim.
• Focuses on the way tasks are accomplished.
• Emphasizes teamwork.

5. Principles of TQM

6. TQM
Elements
Approach
GURU
Approach
Strategies
to develop
TQM Organisation
Model
Approach
Japanese
Total
Quality
Approach

7. 1-TQM elements approach: Take key business
process and use TQM Tools to foster
improvement. Use quality circles, statistical
process control, taguchi method, and quality
function deployment.
TQM Tools (Histograms, Fish Bone, Flow Charts, Affinity
Diagrams, Matrix Diagrams, Activity Network Diagram
etc)
Quality Circles: Small group of employees doing same type
of work meet regularly to identify, analyze and sole the
problems faced by them in their day to day work and their

8. Statistical Process Controls: Application of statistical
methods to the monitoring and control of a process to
ensure that it operates at its full potential to produce
conforming product.
Taguchi Methods: Developed by Genichi Taguchi uses
methods such as Specific Loss Function, Philosophy of
Offline Quality Control, Innovations in Designs of
Experiments.
Quality Function Deployment: method to transform user
demands into design quality, to deploy the functions
forming quality, and to deploy methods for achieving
the design quality into subsystems and component
parts, and ultimately to specific elements of the
manufacturing process

9. 2 - The guru approach: Use the guides of one of
the leading quality thinkers like Joseph Juran, W
Edwards Deming, and Armand Feigenbum, Kaoru
Ishikawa, Genichi Taguchi, and Shigeo Shingo.
3- Organization model approach: The organization
use benchmarking or MBNQA (Malcolm Baldrige
National Quality Award) as model for excellence.
4- Japanese total quality approach: Companies
pursue the Deming principles

10. Deming’s Principles
Dr. Deming included 14 points in his book “Out of the
Crisis” that he believed managers must fallow to be
successful with TQM;
1) Create constancy of purpose for improvement of product and
service.
2) Adopt the new philosophy.
3) Cease dependence on mass inspection
4) End the practice of awarding contracts on the basis of price tag
5) Improve constantly and forever the system of operations and
service
6) Institute modern methods of training on the job

11. 8) Drive out fear
9) Break down barriers between staff areas
10) Eliminate slogans, exhortations, numerical goals and targets for
the work force
11) Eliminate work standards and quotas
12) Remove barriers to pride of workmanship.
13) Institute a vigorous program of education and training
14) Create a structure in top management that will push every day
on the above 13 points

12. Costs In TQM
1) Cost of Quality
The “cost of quality” isn’t the price of creating a quality
product or service. It’s the cost of NOT creating a
quality product or service.
2) Cost of Non Quality
 Prevention Cost
 Correction Cost
 Failure Cost

13. 5-S Way To TQM
The 5-S practice is a technique used to establish and
maintain quality environment in an organisation. The
name stands for five Japanese words: Seiri, Seiton,
Seiso, Seiketsu and Shitsuke.
In English these words mean : Structurise, Systemize,
Sanitize, Standardize and Self Discipline.
Example of a company using 5-S to ensure Quality:
Toyota

20. Today’s Current Scenario
Six
TQM Sigma

21. Thank You