Total Quality Management (TQM) was originated in 1950s and the historical evolution of TQM as can categorized in four stages. i.e. Quality Inspection, Quality Control, Quality Assurance and Total Quality Management. Total Quality means the attitude, organization and culture of the company which strives to satisfy the customer needs with their products and services. It is method by which management and its employees get involved in the continuous improvement of the production of goods or services. For this reason, quality and managements tools are combined together and aimed at growing business and reducing the losses caused due to wasteful or inefficient practices.
2. INTRODUCTION
Originated in 1950’s
Deming/ J.M. Juran
Total - made up of the whole
Quality - degree of excellence a product provides
Management- act of planning, controlling,
directing
TQM is the art of managing the whole to achieve
excellence
3. A process for managing quality; it must be
continuous way of life; a philosophy of perpetual
improvement in every thing we do.
A management philosophy that seeks to integrate all
organizational functions such as marketing, finance,
design, engineering, production and customer service
etc. to focus on meeting customer needs and
organizational objectives.
4. TQM- DEFINITION
It is a set of systematic activities carried out by the entire
organization to effectively and efficiently achieve company
objective so as to provide products and services with a level of
quality that satisfies customers, at the appropriate time and price.
It is an integrated organizational approach in delighting customers
(both internal and external) by meeting their expectations on a
continuous basis through every one involved with the organization
working on continuous improvement in all products, services, and
processes along with proper problem solving methodology- Indian
Statistical Institute (ISI)
5. BASIC CONCEPTS
A committed and involved management
An unwavering focus on the customer
Effective involvement and achievement of the
entire work force
Continuous improvement of the business and
production processes
Treating Suppliers as Partners
Establish Performance measures
8. CUSTOMER FOCUSED
Organizations depend on their customers
Understand current and future needs of the
customer
Meet customer requirements
Strive to exceed customer expectations
End result of TQM is complete satisfaction of
customers
9. STEPS
Understand customer needs and expectations for
products, delivery, price, dependability, etc.
Ensure a balanced approach among customers and
other stake holders (owners, people, suppliers, local
communities and society at large) needs and
expectations
Communicate these needs and expectations throughout
the organization
Measure customer satisfaction & act on results
Manage customer relationships.
10.
11. LEADERSHIP
Leaders establish unity of purpose and direction of
the organization
Should create and maintain the internal
environment in which people can become fully
involved in achieving the organization's objectives
12. STEPS
Be proactive and lead by example
Understand and respond to changes in the external
environment
Consider the needs of all stake holders including
customers, owners, people, suppliers, local
communities and society at large
Establish a clear vision of the organization's future.
Establish shared values and ethical role models at all
levels of the organization
Build trust and eliminate fear
13. Contd…
Provide people with the required resources and
freedom to act with responsibility and accountability
Inspire, encourage and recognise people's contributions
Promote open and honest communication
Educate, train and coach people
Set challenging goals and targets
Implement a strategy to achieve these goals and targets
14.
15. INVOLVEMENT OF PEOPLE
People at all levels are the essence of an
organization
Full involvement of people enables their abilities to
be used for the organization's benefit
16. STEPS
Accept ownership and responsibility to solve problems
Actively seek opportunities to make improvements, and
enhance competencies, knowledge and experience
Freely share knowledge & experience in teams
Focus on the creation of value for customers
Be innovative in furthering the organization’s objectives
Improve the way of representing the organization to
customers, local communities and society at large
Help people derive satisfaction from their work
Make people enthusiastic and proud to be part of the
organization
17.
18. PROCESS APPROACH
A desired result is achieved more efficiently when
related resources and activities are managed as a
process
19. STEPS
Define the process to achieve the desired result
Identify and measure the inputs and outputs of the process
Identify the interfaces of the process with the functions of
the organization
Evaluate possible risks, consequences and impacts of
processes on customers, suppliers and other stake holders
of the process
Establish clear responsibility, authority, and accountability
for managing the process
Identify internal and external customers, suppliers and
other stake holders of the process
When designing processes, consider process steps,
activities, flows, control measures, training needs,
equipment, methods, information, materials and other
resources to achieve the desired result
20.
21. SYSTEM APPROACH
Identifying, understanding and managing a system
of interrelated processes for a given objective
improve the organization's effectiveness and
efficiency
22. STEPS
Define the system by identifying or developing the
processes that affect a given objective
Structure the system to achieve the objective in the
most efficient way
Understand the interdependencies among the
processes of the system
Continually improve the system through
measurement and evaluation
Estimate the resource requirements and establish
resource constraints prior to action
25. STEPS
Make continual improvement of products, processes and systems an
objective for every individual in the organization
Apply the basic improvement concepts of incremental improvement
and breakthrough improvement
Use periodic assessments against established criteria of excellence
to identify areas for potential improvement
Continually improve the efficiency and effectiveness of all
processes
Promote prevention based activities
Provide every member of the organization with appropriate
education and training, on the methods and tools of continual
improvement such as the Plan-Do-Check-Act cycle, problem
solving, process re-engineering, and process innovation
Establish measures and goals to guide and track improvements
Recognize improvements
29. STEPS
Take measurements and collect data and information
relevant to the objective
Ensure that the data and information are sufficiently
accurate, reliable and accessible
Analyse the data and information using valid methods
Understand the value of appropriate statistical
techniques
Make decisions and take action based on the results of
logical analysis balanced with experience and intuition.
30.
31. MUTUALLY BENEFICIAL
SUPPLIER MANAGEMENT
An organization and its suppliers are
interdependent, and a mutually beneficial
relationship enhances the ability of both to create
value
32. STEPS
Identify and select key suppliers
Establish supplier relationships that balance short-term
gains with long-term considerations for the
organization and society at large
Create clear and open communications
Initiate joint development and improvement of
products and processes
Jointly establish a clear understanding of customers'
needs
Share information and future plans
Recognize supplier improvements and achievements
33. BENEFITS OF TQM
Improved quality
Employee
participation
Team work
Working relationship
Customer satisfaction
Employee satisfaction.
Increased productivity
Communication
Profitability
Increased market
share
34. IMPLEMENTATION OF TQM
Sr. Management needs to be educated in the TQM concept
Timing of the implementation
Quality council- to take up the implementation activities
Middle managers should actively involved
Union- a clear discussion regarding the purpose, approach and
end result of the effort
Communicate with everyone in the organization about the
implementation
Everyone needs to be trained in the appropriate tools and
techniques to learn and apply the same
Conducting a survey- to assess the level of understanding and
commitment of the customers, suppliers and employees
35. OBSTACLES TO IMPLEMENT
Lack of Management Commitment
Inability to Change Organizational Culture
Improper Planning
Lack of Continuous Training and Education
Incompatible organizational structure and isolated
individuals and department
Ineffective measurement techniques and lack of access
to data and results
Paying adequate attention to internal and external
customers
Inadequate use of empowerment and teamwork
Failure to continually improve
36.
37.
38. KAIZEN
Kaizen means "improvement".
Kaizen strategy calls for never-ending efforts for
improvement involving everyone in the organization –
managers and workers alike.
It is a philosophy that defines management’s role in
continuously encouraging and implementing small
improvements involving everyone.
The kaizen improvement focuses on 1
Value-added and non-value added activities
Muda-seven classes of waste-Overproduction, delay,
transportation, processing, inventory, wasted motion, and
defective parts
Principles of motion study and use of cell technology
Principles of material handling and single piece flow
Documentation of standard operating procedures
Five ‘S’ for workplace
39.
40. 5S
"5S" refers to five Japanese principles for workplace management
to increase efficiency.
The 5 S approach is a basis for continuous improvement and can lead to
less waste. The 2 S (Sort and Set in order) are the keystone for the 5S.The
other 3 S (Shine, Standardize, and Sustain) are the keystone for the 2 S.
Seiri (Sort): Do things in the proper order. Eliminate unnecessary items
from the workplace. Keep the strict minimum.
Seiton (Set in order): Specify a location for everything. Put things
where they belong. Set in order and identify useful items in order to
locate them more easily. "A place for everything and everything in its
place." Designate Location by number, color coding, name. etc.
Seiso (Shine): Specify recommended procedures for cleanup. Follow
the procedures. Thoroughly clean the work area or work place.
Seiketsu (Standardize): Standardize best practices in the work area.
Keep equipment and the workplace in the best possible condition.
Shitsuke (Sustain): Scrutinize practices; expose the wrong ones; learn
correct practices and make sure you use them.
41. SIX SIGMA
Six Sigma is a quality management methodology
used to help businesses improve current processes,
products or services by discovering and eliminating
defects.
Goal - to streamline quality control in
manufacturing or business processes so there is
little to no variance throughout