2. Total Quality Management
Total - Made up of the whole
Quality - Degree of excellence a product
or service provides
Management – Act, Art or manner of
handling, controlling, directing, etc.
Deborah Sharon. S, Asst. Prof,
REC
4. Definition
As defined by the International Organization for
Standardization (ISO):
"TQM is a management approach for an
organization, centered on quality, based on the
participation of all its members and aiming at
long-term success through customer satisfaction,
and benefits to all members of the organization
and to society." ISO 8402:1994
Deborah Sharon. S, Asst. Prof,
REC
6. 1975 1980 1985 1990 1995 2000
Operation Customers Innovations
Quality of
Work life
Quality
Circle
Productivity
Employee
Involvement
Quality
Employees
Empowerment
Total
Quality
Self Directed
Teams
TQC/TQM
Self Directed/
Managed
Teams
Evolution of quality –Means &
Focus
Deborah Sharon. S, Asst. Prof,
REC
7. History of TQM
TQM involves methodology for continually
improving the quality of all processes, it draws
on a knowledge of the principles & practices of:
• The behavioural sciences
• The analysis of quantitative & non-quantitative
data
• Economics theories
• Process analysis
Deborah Sharon. S, Asst. Prof,
REC
9. TQM Timeline
1920s: Some of the first seeds of quality
management were planted as the principles
of scientific management swept through U.S.
industry.
1930s:Walter Shewhart developed the
methods for statistical analysis and control of
quality.
Deborah Sharon. S, Asst. Prof,
REC
10. TQM Timeline
1950s:
• W. Edwards Deming taught methods for
statistical analysis and control of quality to
Japanese engineers & executives
• Joseph M. Juran taught the concepts of
controlling quality and managerial
breakthrough
• Armand V. Feigenbaum’s book Total Quality
Control was published
• Philip B. Crosby’s promotion of zero defects
paved the way for quality improvement in
many companies
Deborah Sharon. S, Asst. Prof,
REC
11. TQM Timeline
1968: Kaoru Ishikawa’s synthesis of the philosophy
contributed to Japan’s ascendancy as a quality
leader
Today:
TQM is the name for the philosophy of a broad and systemic
approach to managing organizational quality.
Quality standards such as the ISO 9000 Series and quality award
programs such as the Deming Prize and the Malcolm Baldridge
National Quality Awards specify principles and processes that
comprise TQM.
Deborah Sharon. S, Asst. Prof,
REC
12. Quality
ISO 9000: “Degree to which a set of
inherent characteristics fulfills
requirements.”
Degree : Poor / Good / Excellent
Inherent : Existing / Permanent
Characteristics : Quantitative / Qualitative
Requirements : Stated Expectations
Deborah Sharon. S, Asst. Prof,
REC
13. 9 Dimensions of Quality
Performance – Primary product
characteristics
Features – Secondary characteristics
Conformance – Meeting specifications or
industry standards
Reliability – Consistency of Performance
over time
Durability – Useful life includes repair
Service – Resolution of problems and
complaints; ease of repair
Deborah Sharon. S, Asst. Prof,
REC
14. 9 Dimensions of Quality
Response – Human to human interface
(Courtesy of the dealer)
Aesthetics – Sensory characteristics
(Finish of a product)
Reputation – Past performance and other
intangibles
Deborah Sharon. S, Asst. Prof,
REC
15. Basic Concepts of TQM
Committed and Involved Management
Unwavering focus on customer (Internal &
External)
Involvement and Utilization of work force
Continuous improvement of process
(Business & Production)
Treat Suppliers as Partners
Establish Performance Measures for
Process
Deborah Sharon. S, Asst. Prof,
REC
17. Gurus of TQM : Shewhart
Workplace : Western Electric
& Bell Telephone Laboratories
Contributions : Control chart
theory with control limits ;
PDSA Cycle
Book : Economic Control of
Quality of Manufactured
Product (1931)
Deborah Sharon. S, Asst. Prof,
REC
18. Gurus of TQM : Deming
Protégé of Shewhart
Work : Taught Statistical
Process Control & Importance
of Quality to CEOs of Japan
Contributions : 14 Principles
of Deming
Books : Out of the Crisis ;
Quality, Productivity and
Competitive Position
Deborah Sharon. S, Asst. Prof,
REC
19. Gurus of TQM : Juran
Workplace : Western
Electric
Contributions : Trilogy ; All
levels commitment to
Quality, Project
improvement based on ROI
Book : Juran Quality
Control Handbook
Deborah Sharon. S, Asst. Prof,
REC
20. Gurus of TQM : Feigenbaum
Contributions : TQC necessary to achieve
productivity, market penetration &
competitive advantage; Quality begins –
identifying customer requirements and ends
– product / service in the hands of satisfied
customer; Quality Principles : Management
involvement, Employee involvement, First
line supervision leadership, Company Wide
Quality Control.
Book : Total Quality Control
Deborah Sharon. S, Asst. Prof,
REC
21. Gurus of TQM : Ishikawa
Studied under Deming,
Juran and Feigenbaum
Contributions :Adapted TQC
for Japanese; Development
of Cause-Effect Diagram
(Ishikawa Diagram);
Quality Circle Concept (to
Identify & Solve quality
problems)
Deborah Sharon. S, Asst. Prof,
REC
22. Gurus of TQM : Crosby
Contributions : Doing it right
the first time; 4 absolutes of
Quality Management (Quality
is conformance to
requirements, Prevention of
nonconformance is the
objective not appraisal, the
performance standard is zero
defects and the measurement
of quality is the cost of
nonconformance)
Books : Quality is free (1979);
Quality without Tears (1984)
Deborah Sharon. S, Asst. Prof,
REC
23. Gurus of TQM : Taguchi
Contributions : Developed
Loss Function concept that
combines cost, target and
variation into one metric;
Taguchi’s Philosophy :
Robust design of
parameters and tolerances
(built on simplification and
use of traditional design of
experiments
Deborah Sharon. S, Asst. Prof,
REC
25. 14 Principles of Deming
Create and Publish the Aims and
Purposes of the Organization
Constant Commitment
Include investors, customers, suppliers,
employees, the community and a quality
philosophy
Learn the new philosophy
Seek never ending improvement
Refuse to accept nonconformance
Customer satisfaction is number one priority
Deborah Sharon. S, Asst. Prof,
REC
26. 14 Principles of Deming
Understand the Purpose of Inspection
◦ Improve Process & Reduce Cost
Stop Awarding Business Based on Price
Alone
◦ Price has no meaning without quality
◦ Suppliers – Develop longterm relationship
based on loyalty and trust
Improve Constantly and Forever the
System
◦ Prevent problems before they happen
Deborah Sharon. S, Asst. Prof,
REC
27. 14 Principles of Deming
Institute Training
Employee orientation to organization’s
philosophy
Teach and Institute Leadership
Train Supervisors
Drive out Fear, Create Trust and Create a
climate for Innovation
Encourage open, effective communication and
teamwork
Manage for success
Treat People with Dignity
Deborah Sharon. S, Asst. Prof,
REC
28. 14 Principles of Deming
Optimize the efforts of Teams, Groups,
and Staff Areas
◦ Internal and External Barriers to be broken
down by long term perspective of management
by working together with each sect
◦ Multifunctional team – excellent method
Eliminate Exhortations for the workforce
◦ Eliminate Numerical Quotas for the workforce
(coz they work for quantity rather than quality;
replace with statistical methods for process
control)
◦ Eliminate Management by Objective (improve
the process capability)
Deborah Sharon. S, Asst. Prof,
REC
29. 14 Principles of Deming
Remove Barriers that Rob People of Pride of
Workmanship
◦ Relate to organization mission
◦ Don’t blame for system faults
◦ Inadequate training
◦ Inadequate or inefficient equipment provided for
work
Encourage Education and Self Improvement
for Everyone
◦ Train (long term commitment by management and
Retrain(changing environment)
Take Action to Accomplish the Transformation
◦ Create corporate structure to implement philosophy
Deborah Sharon. S, Asst. Prof,
REC
31. Quality Planning – Juran’s Trilogy
Establish Quality Goals
Identify who the customers are
Determine the needs of customers
Develop Product features that respond to
customers’ needs
Develop Processes able to produce the
product features
Establish Process Controls
Transfer the plans to operating forces
Deborah Sharon. S, Asst. Prof,
REC
32. Quality Control – Juran’s Trilogy
Evaluate actual performance
Compare actual performance with quality
goals
Act on the difference
Deborah Sharon. S, Asst. Prof,
REC
33. Quality Improvement – Juran’s
Trilogy
Prove the need
Establish the Infrastructure
Identify Improvement projects
Establish Project teams
Provide the teams with resources, training
and motivation to
◦ Diagnose Cause
◦ Stimulate Remedies
◦ Establish controls to continue with the gain
Deborah Sharon. S, Asst. Prof,
REC
34. Vital Few & Trivial Many – Juran
Pareto analysis
Deborah Sharon. S, Asst. Prof,
REC
36. Contribution of Crosby
Doing it right the first time
4 absolutes of Quality Management
◦ Quality is conformance to requirements
◦ Prevention of nonconformance is the objective
not appraisal
◦ The performance standard is zero defects and
◦ The measurement of quality is the cost of
nonconformance
Deborah Sharon. S, Asst. Prof,
REC
37. Six C’s of Crosby
Comprehension
Commitment
Competence
Communication
Correction
Continuance
Deborah Sharon. S, Asst. Prof,
REC
39. Obstacles / Barriers of TQM
Lack of Management Commitment
Inability to Change Organizational Culture
Improper Planning
Lack of Continuous Training and Education
Incompatible Organizational Structure and
Isolated Individuals and Departments
Ineffective Measurement Techniques and
Lack of Access to Data and Results
Paying Inadequate Attention to Internal
and External Customers
Inadequate Use of Empowerment and
Teamwork
Failure to Continually Improve
Deborah Sharon. S, Asst. Prof,
REC
40. Benefits of TQM –
Certified Manager of Quality /
Organizational Excellence Handbook
Direct and indirect benefits:
Strengthened competitive
position
Adaptability to changing or
emerging market conditions
and to environmental and
other government
regulations
Higher productivity
Enhanced market image
Elimination of defects and
waste
Reduced costs and better
cost management
Higher profitability
Improved customer focus
and satisfaction
Increased customer loyalty
and retention
Increased job security
Improved employee morale
Enhanced shareholder and
stakeholder value
Improved and innovative
processes
Deborah Sharon. S, Asst. Prof,
REC