Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.

1. By
DR SATYANARAYANA DASH
EX-SECRETAY(HEAVY INDUSTRY), GOVERNMENT
OF INDIA

2. What is Quality & Total Quality
Management ?
 American National Standards Institute (ANSI) and
American Society for Quality (ASQ) define Quality as
“The Totality of features and characteristics of a
Product or Service that bears on its ability to satisfy
given needs.”
 Total Quality Management (TQM) consists of
Organization wide efforts to install and make
permanent a climate in which an Organization
continuously improves its ability to deliver high quality
products & services to Customers.

3. Total Quality Management–
Historical Perspectives
 TQM drew upon tools and techniques of Quality
Control
 Customer: Anyone who is impacted by the Product or
Process delivered by an Organization. External
Customers are end users or intermediate processors .
Internal Customers are other Divisions of the
Company/Organization that receive the partly
processed product
 Output : Final outcome of the Process carried out by
the Organization. It may be Goods (Cars, Missiles) or
Services (Banking, Insurance)

4. Total Quality Management–
Historical Perspectives
 Customer Satisfaction : Achieved by Features of the
Product/Service or Freedom from Deficiencies.
 Product Features : Refers to Quality of Design,
Performance, Durability, Reliability, Ease of use,
Esthetics.
 Service Features : Accuracy, Timeliness , Friendliness,
Courtesy, Knowledge of the Server
 Freedom from Deficiencies : Refers to Quality of
Conformance. Higher conformance results in higher
Customer Satisfaction and Fewer Complaints

5. Why Quality Has Become
Important?
 Competition : Today’s Market Demands High Quality
Products at Low Cost. Having “High Quality”
Reputation is not enough .Hence Internal Cost of
maintaining such reputation should be less.
 Changing Customer Preferences : Customer is more
Demanding about Quality & variations of Choice
 Changing Product Mix : Shift from Low Volume, High
Price to High Volume, Low Price. Need to Reduce
Internal Cost

6. Quality Perspectives
 Organization Perspectives : Perfection , Consistency ,
Eliminating Waste, Speed of Delivery, Compliance
with Policies & Procedures, Doing it Right the First
Time, Delighting or Pleasing Customers
 Judgmental Perspectives : Transcendental Definition
of Quality—Absolute & Universally Recognizable a
mark of uncompromising standards and High
Achievements – Examples- Rolex Watches, Lexus Cars,
iPhones

7. Quality Perspectives
 Product Based Perspectives : Function of a Specific,
measurable Variable and differences in Quality reflect
differences in Quantity of some Product Attributes.
Quality & Price Perceived Relationships
 User Based Perspectives : Individuals have different
needs and wants and hence different quality standards
e.g. Cars sold in India sans safety features
 Manufacturing based Perspectives : Desirable
Outcomes of Engineering and Manufacturing Practice
or conforms to specifications. E.g. Coca Cola, Quality
is about manufacturing a Product

8. Quality Levels
 At Organizational Level :Which Products/Services
Meet Expectations?, Which Products/Services You
need to get?.
 Process Level : What Products/Services are important
to External Customers? , What are the necessary
Processes to produce those Products?, What are Key
Inputs for those Processes?, Which Process has
maximum importance to Organization’s Performance?
 At Individual Job Level : What do the Customers want
? Can we Measure those Requirements ? What is
Specific Standard for each Measure?

9. History of TQM
 To Know the Future, Know the Past
 Before Industrial Revolution, Skilled Craftsmen served
both manufacturers and inspectors, building Quality
into Their Products through considerable pride in
their workmanship.
 Industrial Revolution changed this basic concept to
interchangeable parts
 Thomas Jefferson and F.W. Taylor brought in
Scientific Management, emphasizing Production
Efficiency and decomposed jobs to smaller work tasks,
rejecting its Holistic Manufacturing nature.

10. History of TQM
 Statistical Approaches to TQM started at Western
Electric, separating out the Inspection Division
 After World War II, General MacArthur was sent to
Japan for Rebuilding Plan. W. Edwards Deming and
Joseph M. Juran , Employees of Western Electric, were
sent to Japan and introduced Statistical Quality
Control there . They convinced Top Management
there of the importance of Quality. Before that “Made
in Japan” was synonymous with poor quality.

11. History of TQM
 For Next 20 years, while American Companies focused
on Quantity, Marketing & Financial Performance ,
Japanese concentrated on Quality. Customers started
preferring Japanese Products
 America woke up to Quality Revolution in 1980s.By
then Deming was virtually unknown in USA, But
Japanese had already instituted Deming Prize for
Quality in 1950. Ford Motor Co had taken help of
Deming to streamline its operations.

12. History of TQM
 Managers realized that “Quality of Management” is
more important than “Management of Quality”.
 Early 1990s, Quality Management Principles found
their way to Service Industry .
 FedEx and Ritz-Carlton Hotel Company were pioneers.
 Countries like Korea, India, Spain and Brazil are
mounting efforts to increase Quality Awareness

13. William Edwards Deming (Oct 14th
1900-Dec 20 1993)
 Evolution of TQM Philosophies : Deming Philosophy :
A Product or Service Possesses Quality if it helps
somebody and enjoys a good and sustainable market.
Improvement in Quality decreases cost due to less
rework, fewer mistakes. Productivity improves. Market
is captured with better quality and reduced cost. Long
Term Competitive Strength
 Deming was an American Statistician & College
Professor. He helped Production in USA in World War
II, but better known for his work in Japan

14. Deming’s 14 Points for TQM
(1) Create & Publish for all Employees a Statement of
the Aims & Purposes of the Company . The
Management must Demonstrate their Commitment
to this Statement
(2) Learn the New Philosophy
(3) Understand the Purpose of Inspection– to reduce the
Cost and Improve the Processes

15. Deming’s 14 Points for TQM
(4) End the Practice of awarding the Business on the
Basis of Price Tag alone
(5) Improve constantly and forever the system of
Production & Service
(6) Institute Training
(7) Teach & Institute Leadership
(8) Drive out Fear . Create an environment of Innovation

16. Deming’s 14 Points for TQM
(9) Optimize the Team Efforts towards the Aims and
Purposes of the Company
(10) Eliminate Exhortations to the Workforce
(11) Eliminate Numerical Quotas for Production
(12)Remove the Barriers that rob Pride of Workmanship
(13)Encourage Learning & Self-improvement
(14) Take Action to accomplish the Transformation

17. Deming’s Core Philosophy– Create
a System of Profound Knowledge
 Appreciation for a System—A System is a Set of
Functions or Activities within an Organization that
work together to achieve the Organizational Goals.
Management’s Job is to optimize the System as a
Whole, not in Parts
 The System Requires Co-operation
 Psychology– The Designers and Implementers of
Decisions are People. Hence understanding their
Psychology is Important

18. Deming’s Core Philosophy– Create
a System of Profound Knowledge
 Understanding Process Variations is essential– A
Production Process contains many sources of
Variation. Reduction in such Variation results in
Improvement in Quality . There are Two types of
Variation--- (1) Due to Common Causes (2) Due to
Special Causes. Focus on Special Causes as Common
Causes can be reduced by change of Technology
 Management Decisions should be driven by Facts,
Data and Justifiable Theories and not, Management
Fads

19. Joseph Moses Juran (Dec 24, 1904-
Feb 28, 2008) the Evangelist
Quality Guru
 J.M.Juran was a 20th Century Management Consultant
& Quality Guru who has authored several Books
relating to Quality
 Juran Philosophy was to pursue Quality at Two Levels–
the Mission for the Firm as a Whole to achieve High
Product Quality and Mission at Individual
Department Level
 Quality should be talked about in a Language Senior
Management Understands—i.e. Money (Cost of Poor
Quality)

20. Juran Philosophy
 At Operational Level, Quality should be on conformance to
Specifications through elimination of Defects –Use of
Statistical Methods
 Quality Trilogy: (i) Quality Planning—Process of Preparing
to meet Quality Goals . Involves understanding Customer
Needs and Developing Product Features (ii) Quality
Control—Meeting Quality through Control Parameters.
Measuring Deviations for taking action (iii) Quality
Improvement—Identify Improvement Areas and get Right
People to bring the change. Break Through to
unprecedented Levels of Performance. Aim for Zero
Defects Regime and Observe Zero Defect Day

21. Philip Bayard Crosby (Jun 18, 1926-
August 18, 2001)—The Missile Man
 P.B Crosby was a Businessman & Author who was a
Quality Management Practitioner . Initiated Zero
Defects Program at Martin Company Plant, Orlando,
Florida. AS Quality Control Manager of Pershing
Missile Program, he reduced Rejection Rate by 25%
and reduced Scrap Costs by 30%
 Core Philosophy : Quality means conformance to
requirements and not elegance

22. Crosby’s Quality Philosophy
 There is no such thing as Economics of Quality . It is
always Cheaper to do the job right the first time
 The only Performance Measurement is the Cost of
Quality, the cost of non-conformance
 Basic Elements for Improvement: (i) Education : of
Employees towards Zero Defect (ii)Determination:
Commitment by Top Management (iii)
Implementation: of the Organizational Processes
towards Zero Defect

23. Kaoru Ishikawa-The Japanese
Quality Guru
Kaoru Ishikawa (July 13, 1915-April 16, 1989) was a
Professor of Engineering at University of Tokyo who is
credited with assimilating Deming & Juran Quality
Philosophies into Japanese Organizations . He is
known World over for his Philosophy of Quality
Circles, Cause & Effect Diagram(Fishbone Diagram)
and Seven Statistical Quality Control Processes–
Cause & Effect Diagram, Check Sheet, Control Chart,
Histogram, Pareto Chart, Scatter Diagram &
Stratification

24. Ishikawa’s Quality Philosophy
 Cause & Effect Diagram: Causes– 5 M’s-Machine,
Method, Material, Manpower, Measurement
(Inspection) –additional 3M’s—Mother Nature ,
Management & Maintenance
 7P’s of Service Marketing:- Product/Service, Price,
Place, Promotion, People, Process, Physical Evidence
 5S’s of Service Industry; Surroundings, Suppliers,
Systems, Skills, Safety

25. TQM for Middle Management
 Process Management : Planning and Administering
the activities necessary to achieve High Quality in
Business Processes. Identifying Opportunities for
improving Quality and operational performance
leading to Customer Satisfaction
 Value Added Processes : Those Essential for Running
the Business and Achieving Competitive Advantage for
Internal Customer needs
 Support Processes : Those important for value creation
by External Customer needs

26. TQM for Middle Management
 Process must be repeatable and measurable. Process
owners should have Authority to manage the Process.
Process Owners could range from High Level
Executives to Shop floor workers. Assigning Owners
will ensure Accountability
 Process Control is the activity of ensuring the
conformance to requirements and taking Corrective
Action. Process Control is part of Daily Management.
Short term Corrective Action by Process Owners, Long
Term Improvement by Management

27. Process Control Methods
 Documented Procedures for all Key Processes
 Clear understanding of appropriate Equipment and
working environment
 Methods of monitoring and controlling critical
Quality Characteristics
 Approval Processes for buying equipment
 Criteria for workmanship, written standards , samples

28. Process Improvement
 Customer Loyalty is driven by Delivered Value
 Delivered Value is created by Business Processes
 Sustained Success in competitive markets require a
Business to continuously improve Delivered Value
 To continuously improve its value creation ability, a
Business must continuously improve its value creation
processes

29. Process Improvement
 Continuous Process Improvement is an old
management concept dating back to 1895.Those
approaches were mostly Productivity related
 Toyota in 1951 implemented JiT (Just in Time) concept
which relies on Zero Defects and based on Continuous
Improvement.
 Japanese introduced the Concept of orderly
continuous improvement over a long period of time
with minimum financial investment with involvement
of all, what is now known as Kaizen

30. Concept of Kaizen
 Improvement in all areas of Business serves to enhance
quality of the Firm
 Three elements required for Kaizen: (i) Operating
Practices (ii) Total Involvement and (iii) Training
 Every Employee strives for improvement. Top
Management supports Strategy. Middle Management
establishes, maintains and upgrades Operating
Standards. Workers engage in Small Group Activity
and give suggestions for Improvement

31. Concept of Kaizen
 Middle Management can help create conducive
environment by improving cooperation amongst
Departments and making Employees Conscious of
their responsibilities for improvement
 Supervisors direct their attention more on
improvement than supervision which will facilitate
communication

32. Kaizen Implementation– The
Deming PDCA Cycle
 PDCA Cycle originally developed by Walter Shewart,
but used by Deming extensively in 1950’s
 Plan—Study the current system, identify problems,
testing theories of causes and develop solutions
 Do—Implement on Trial Basis, Document Data
 Check—See whether Trial Plan works by evaluation of
results
 Act—Standardize improvements and implement plan .
Alternately, use Focus, Analyze, Develop & Execute
(FADE) Cycle

33. Kaizen Implementation—Juran’s
Sequence
 Proof of the need
 Project Identification
 Two Paths of Organization for Breakthrough—
Symptoms to Cause (Diagnostic) and Cause to Remedy
(Remedial) Paths
 Two Journeys– Diagnostic Journey & Remedial Journey
 Holding of the Gains

34. Process Improvement– Seven
Statistical Tools
 Flow Charts : Identifies Sequence of Activities in a
Process. Fixes Position of Employees in a Particular
Activity. Pinpoint Places where Quality Measurements
should be taken. Motorola used this to reduce
manufacturing time for Pagers
 Check Sheets: Data in Columnar or Tabular Form.
Include information relating to specifications . Detect
non-conforming Items, which may indicate Quality
Deficiency

35. Process Improvement– Seven
Statistical Tools
 Pareto Diagrams : Based on 85-15 Pareto Distribution and
helps in identifying Quality Focus Areas . Histogram of the
Data from the Largest Frequency to smallest
 Cause & Effect Diagrams (Fishbone Diagrams): Ishikawa
Diagrams, identifies Root Cause of the Quality Failure
 Scatter Diagrams: Regression Analysis stating relationships
between different variables and their correlation
coefficients
 Run Charts/Control Charts: Measurement of a variable
against time (Run Chart) and fixing Upper & Lower Limit
of Control to Run Chart (Control Chart)

36. TQM for the Workforce or Shop
floor Employees
 Quality Circles (QCs) : Kaoru Ishikawa : Group teams
of workers & supervisors to address work related
problems involving quality and productivity
 Lockheed Missiles and Space Division was leader in
implementing QC Concept in USA in 1973 after
studying the same in Japan
 Typically small Day to Day Problems are given to QCs
to deal with problems in routine tasks. Incentives are
given to the QCs who solve problems

37. TQM for the Workforce or Shop
floor Employees
 Kaizen Blitz : An Intense and rapid Improvement Process
in which a Team/Department throws all its resources into a
project for short period of time. It is a Short Time Burst
rather than a Long Range Simmer . The Blitz Group is
authorized to implement changes on the spot.
 Poka-Yoke : (Mistake Proofing): Approach to mistake
proofing using Automatic Devices or Methods to avoid
Human Errors. Developed by Shigeo Shingo, a Japanese
Engineer working with Toyota. It Focuses on Two Aspects:
Prediction of Defects and Detection of Defect to stop the
Process. Robotic Devices in Automotive Assembly Lines is
an Example.

38. Quality Management
Standardization: ISO 9000:2000
 Created by International Organization for
Standardization in 1946 for European Market. It
Defines Quality Standards based on the premise that
certain generic characteristics of management
principles can be standardized and that a well
designed, well implemented and well managed
Quality System provides confidence that outputs will
meet Customer Expectations and Requirements.

39. Quality Management
Standardization: ISO 9000:2000
 Recognized by 100 Countries including Japan & USA.
It applies to all types of Businesses including E
Commerce Companies
 Five Objectives: Achieve, maintain and seek to
continuously improve product quality in relation to
requirements, improve quality to meet customers’ and
stakeholders’ needs, Provide confidence to Internal
Management that Quality Requirements are met,
Provide Confidence to Customers of meeting Quality
Requirements and Provide Confidence that Quality
System Requirements are being fulfilled

40. Quality Management
Standardization: ISO 9000:2000
 Consists of Three Documents: ISO 9000–
Fundamentals & Vocabulary; ISO9001– Requirements
in Four Sections: Management Responsibility,
Resource Management, Product Realization &
Measurement, Analysis & Improvement; ISO 9004–
Guidelines for Performance Improvements
 Quality Management Principles : Customer Focus,
Leadership, Involvement of People, Process Approach,
Systems Approach for Management, Continual
Improvement, Factual Approach to Decision Making,
Mutually Beneficial Supplier Relationships

41. ISO 9000:2000 Registration Process
 It is a Third Party Accreditation Process
 Independent Laboratory or a Certification Agency
conducts the Audit
 Recertification Required Every Three Years
 Individual Sites and not Entire Company must achieve
Registration individually
 All Costs to be borne by the Applicant
 A Registration Audit may Cost anywhere from US
$10,000/- to US $ 50,000/-. Information at
http://www.iso.ch

42. SIX SIGMA APPROACH
 Devised by Late Bill Smith, a reliability Engineer as a
Statistical Approach that equates 3.4 or fewer errors in
million opportunities. Pioneered by Motorola and
extensively used and promoted by Jack Welch, the
legendary CEO of General Electric
 Core Philosophy based on Key Concepts: Think in terms of
Key Business Processes and Customer Requirements ,
Focus on Strategic Objectives , Focus on Corporate
Sponsors for Championing Projects, Emphasize on
Quantifiable measures as Defects per Million, Ensure
proper metrics to ensure accountability, Provide Extensive
Training, Create highly qualified Process Improvement
Experts (Belts) & Set Stretch Objectives for Improvement

43. Comparison Between TQM & Six
Sigma(SS)
 TQM is based largely on Worker Empowerment but SS
on Business Leader Champions
 TQM is Process Based , but SS is truly Cross-functional
 TQM Training is generally Limited to Simple
improvement Tools & Concepts, but SS is rigorous
with Advanced Statistical Methods
 TQM has little Emphasis on Financial Accountability,
SS requires verifiable Return on Investments and
Focus on Bottom Line

44. TQM for Top Management—
Strategic Quality Management
 Hoshin Kanri—Japanese for Management Cycle built around
Deming PDCA Cycle– Quality Policies  Quality Goals 
Deployment of Goals  Plans to meet such Goals 
Organizational Structure & Resources to meet such Goals
Measurement & Feedback Review of Progress Training
 Building Vision/Mission Statement: Take Everyone into
Confidence. Be a Guide for Quality Journey Tie Quality to
Business Goals Vision Statement is Inspirational , outlines
what a Company wants to be and focuses on tomorrow and it
should address three areas, People, Culture and Product/Service
 Mission Statement : It outlines what the Company is now and
identifies Customers, critical processes and states the Level of
Performance

45. Preparing Vision/Mission
Statement
 Vision is something to be pursued, while Mission is
something to be accomplished. Mission is what you do
best everyday and vision is what the Future looks like
because you do that Mission so exceedingly well
 For Vision, Think with Inspiration & Courage,
obsessed with future possibility. For Mission think
managing with Greatness & untamed strength

46. Preparing Vision/Mission
Statement
 Famous Vision Statement: “By the end of the Decade,
we will put a man on the Moon”– John F. Kennedy
 Famous Mission Statement– “Crush Reebok” Nike
 Preparation of Quality Policies: Preparation of
Guidelines for Personnel to follow. E.g. For a Computer
Manufacturer– “In selecting Suppliers , decision
makers are responsible for choosing the best source,
even if it is external”

47. Preparation of Quality Goals
 Goal is a Statement of Desired Result in a specified
Period, and aimed at Target. These Goals lead to
Detailed Planning of Activities. Goals could be Tactical
(Short Range, up to One Year) or Strategic(Long
Range, say, Five Years).For an Inverter Company, the
Quality Goal could be to increase the Life of the
Battery from say Three years to Five Years. The Quality
Goals always includes Quantified Data

48. Deployment of Quality Goals
 Divide and Subdivide the Goals till specific deeds to be
done are identified
 Allocate Responsibility for such deeds and provide the
needed Resource
 Reasons for Failure of Strategic Quality Management
(SQM):Lack of Leadership of Top Management, Lack
of Infrastructure for Quality, Skepticism about the
Quality Program among Employees, Failure to start
small and learn from Pilot Programs, Reliance on
Specific Techniques as Primary Means,
Underestimation of Time & Resources required

49. Differentiation Between Products
& Services– Properties of services
 Intangibility– Can not be touched , can be felt
 Heterogeneity—Provided by People of different nature
 Person dependent– Depends on Person Providing Service
 Inseparability of Customer– e.g. Filling Application Form
 Simultaneous Production & Consumption- Quality Fixing
difficult during Production
 Applying Quality Assurance to Services– Focus on Tangible
Elements
 Services can not be Stocked
 Irreversibility

50. Dimensions of Service Delivery
 Tangibility
 Reliability
 Assurance
 Responsiveness
 Empathy
Sevottam Model : Citizens’ Charter+ Service Delivery+
Grievance Redressal Procedures
Quality Council Of India (QCI) has come up with Service
Delivery Standard IS 15700:2005 for 10
Ministry/Departments. It is available in website
darpg.gov.in.

51. IS15700:2005
 Based on Eight Quality Management Principles—
Customer Focus, Leadership, Involvement of People,
Process Approach, System Approach to Management,
Continual Improvement, Factual Approach to Decision
Making & Mutually Beneficial Supplier Relationships
 IS 15700 Standard is a Powerful Tool available to
Management of any Public Service Delivery Organization
to significantly upgrade the Quality of Service .
Implementation of Standard is not simply mechanical, but
through Top Management Commitment with involvement
of all employees. Training is essential to such involvement.

52. TQM in Government Services
 Prepare a Roadmap for TQM
 Strategic Management Process– Strategic Planning
(Mission, Objectives, Leadership & Training); Strategic
Implementation– Applying Organizational Structure
to improve Strategy
 Organizational Philosophy:-- Organizational
Philosophy defines relationship with Stakeholders by
the values, beliefs and way of working and provides
Guide to action for the employees

53. TQM in Government Services
 Elements of Organizational Philosophy (1) Quality
Consciousness (2) Personal Quality Standards–
depends on Organizational Goals, sometimes we
compromise due to lack of approval, time constraint or
fatigue (3) Three C’s of Quality– Commitment,
Competence and Communication (4) Organizational
Goals should be agreed at all Levels and not dictated
from Top.

54. Preparation of a Quality Manual
(1) Create Mission Statement, (2) Determine Output (3)
Identify Customers (4) Define Customer
Requirements (5) Develop Output Specifications (6)
Define Group Work Process (7) Identified
Measurement of Output (8) Define the Problem (9)
Establish a Project Team (10) Measure Customer
Satisfaction

55. TQM implementation Process
 Create Mission Statement of the Organization
 Create Awareness– Make a SWOT Analysis
 Orientation: Role expected from the employee
 Develop Skills: Team Building, Customer Service,
Empowerment
 Do Stakeholder Analysis: Stakeholders are those having
claim on Organization’s Attention, Resources or Output. It
could be Customers , Suppliers, Employees or Government
. Understand their Claims and assign priorities and
Coordinate the Claim with the elements of the Mission of
your Organization.

56. TQM implementation Process
 Do Stakeholder Analysis : Relationship with
Stakeholder, Objective Setting (Both Short Term &
Long Term) & Strategy Formulation
 Strategic Management Process: Quality is a Way of Life
and never an Accident. It is the Result of High
Conviction, Sincere and Systematic Efforts and
Continuous Improvement through Innovation and
Team work

57. Bureaucracy & New Challenges
 Competitiveness & Efficiency– Downsizing
 Nature of Office: Flexibility of Time & Space
 Technological Changes: Effect of IT
 Competition from Private Sector
 TQM in Malaysia/Indonesia: Accountability,
Transparency, Citizen Friendly Government,
Openness, Efficiency & Cost Effectiveness
 Our Problem: Short Term Solutions, Malaria/Dengue,
Mumbai Rains, our system of Governance
 We need a Campaign Approach

58. Bureaucracy & New Challenges
 Approach for Solutions:
(1) Understand your Stakeholders Clearly
(2) Analyze the Root Cause of the Problem
(3) Create Good Work Standards
(4) Spend Time Planning
(5) Create the Synergy: Avoid repetition of Schemes
(6) Learn from Past Mistakes and improve

59. Bureaucracy & New Challenges
(7)Break the Problem into smaller workable components
(8) Establish the Process Well
(9)Do Everything with the End in mind
(10) Establish the Gap between where we are and where
we want to go
(11) Define the Interface Clearly with other Departments

60. Total Quality Approach In
Government
 Quality is a Dynamic State associated with Products,
Services, People, Process and Environment that meets
or exceeds Customer Expectations
 Problem in Government: Long Time for Processing,
Inefficiency, Too much Stress on Procedures. Effect of
Poor Performance is Dissatisfaction, Cynicism, Loss of
Faith

61. Total Quality Approach In
Government
 Create Commitment among Employees
 Bring in Cultural Change
 Be an Effective Communicator
 Empower the Workforce
 Take Responsibility– Don’t try to Shift Blame on others
 Be an Effective Leader

62. TQM Beliefs & Principles
 People are Untapped Resource in Organizations
 People who do the work are in the Best Position to
improve Organizational Processes
 Continual improvement is possible in all
Organizations. Organization as a whole gets involved
 Values are important and critical to Success in
Organizations
 Prevention is Better than Detection

63. Reasons for Popularity of TQM
 TQM has a Proven Track Record– Examples– L & T,
TISCO, Bhilai Steel Plant, ITC, Citizens’ Charter in
Government
 TQM Combines Many Management Approaches–
Scientific Management, Group Dynamics Approach
 TQM is consistent with Values we admire– Collective
& Collaborative Work

64. Key Elements in Total Quality
Approach
 Unity of Purpose
 Employee Involvement & Empowerment at all Levels
 Approach is Strategically Based
 Customer/Citizen Focus
 Obsession with Quality
 Scientific Approach
 Long Term Commitment
 Team Work

65. Key Elements in Total Quality
Approach
 Continual Process Improvement
 Education & Training of Workers
 Freedom through Control
 Key Elements in Motivation– Intrinsic Motivation
from a Job Well Done, Extrinsic Motivation through
Rewards/Recognition
 Quality Perspectives– Information Perspectives,
Service Delivery Perspectives, Accountability
Perspectives & Efficiency Perspectives

66. Concept of Kaizen- 5S’s for Quality
in Government
 SEIRI– Sorting out Papers in an organized way
 SETON- Systematic Arrangement –Keeping Papers
properly filed for Easy Retrievability
 SEISO– Sanitizing– Keep Government Offices Neat &
Clean
 SEIKETSU– Standardization, Good Housekeeping
 SHITSUKE—Self Discipline, Practice all above 4S’s
continuously

67. Concept of Kaizen- 5S’s for Quality
in Government
 Process of 5S Implementation– Identify your 5S
Status Identify Specific Weaknesses Determine
Root Cause of Each Weakness Determine
Solution Take Remedial Action Think & Look for
Better Ideas Review Periodically Assign
Responsibility Verify whether Actions are
Effective Take Preventive Action
 Advantages of 5S– Checklist & Notes, Clean Working
Environment, Creation of a Working Environment
managed by Observation

68. Citizens’ Charter & E- Governance
 Citizens’ Charter is real Backbone of Quality
 It Fixes Accountability of Officers --ORPS Act, 2012
 It fixes Standards of Services & Value for Money
 Fulfils Basic Concepts of Democracy & Citizen
Friendly Government
 E- Governance assists in Efficient Delivery & Timely
Services
 With IT Enabled Services, interaction between
Government & Citizens increases

69. Sevottam Model in India
 Sevottam Model in India has covered following
Departments/attached Offices:-
(1)India Post (2) Central Board of Direct Taxes (3) Central
Board of Customs & Excise (4) Kendriya Vidyalaya
Sangathan (KVS) (5) Department of Pension & Pensioners’
Welfare (6) EPFO (7) Ministry of Food Processing
Industries (8) Registrar of Companies (9) Hazrat
Nizamuddin Railway Station (10) Passport Division,
Ministry of External Affairs
 Later it has been extended to M/O W & CD, Chemicals &
Pharmaceuticals, New & Renewable Energy Sources,
Textiles ,Department of Expenditure, Urban Development,
Health & Family Welfare (CGHS) & Ministry of
Telecommunications

70. TQM Activities (Sevottam) in
Odisha
 Government of Odisha had selected Food, Civil
Supplies and Consumer Welfare Department and its
vertical Chain of Service Delivery in Balipatna Block as
a Pilot Project for implementing Sevottam Model in
Khurdha District with Ration Shops in 12 villages
under Gram Panchayat ,Somna. Pilot Project got
completed in December 2010. Citizens’ Charter
included fixed datelines for lifting Grains by Ration
Shop Owners and fixed Date/Time for opening of
Ration Shops. Online Grievance Redressal Machinery
“Sanjog” opened. Review meetings have been
conducted.

71. TQM Activities (Sevottam) in
Odisha
 Sevottam Projects have been started on Pilot basis in States
of Karnataka, H.P., M.P. & Odisha and later extended to
Assam, Meghalaya, Pondicherry.
 Odisha SAMS (Student Academic Management System) for
E- Admission and E- Administration had received Award
from Department of Administrative Reforms, Government
of India
 Odisha Pisciculture Development Corporation Limited
had got International State Award for Leadership in
Quality by International State Leadership in Quality
Selection Committee for QC100 TQM Model of BID
(Business Initiative Director)

72. Pitfalls of TQM Implementation
 A Version to Change
 Lack of Faith & Support
 A Negative Attitude
 Lack of Interest
 Secretive Style of Functioning
 Apathy, Fear & Misunderstanding
 Unawareness of Techniques
 Non Participation of Workers
 Inadequacy of Management Vision
 Lack of Communication
 Resistance From Employees

73. THE END