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Total Quality Management (TQM)

Presented By :-

Pratik V. Patil

(B.Vs. J. N. I. O. T.)

Aneesh N. Rattihalli

(B.Vs. J. N. I. O. T.)

Abstract

Total Quality Management (TQM) is a management philosophy that seeks to integrate all

organizational functions to focus on meeting customer needs and organizational objectives. The

organizational functions includes Marketing, Finance, Design, Engineering and Production, customer

service etc.

Total Quality is a description of the culture, attitude and organization of that company that

strives to provides customers with products and services that satisfy their needs. TQM views anorganization as a collection of processes. It maintains that organizations must strive to continuously

improve these processes by incorporating the knowledge and experiences of workers.

The SIMPLEOBJECTIVEof TQM is Do the right things, right the first time, every time".

Also TQM is infinitely variable andadaptable.

In short, TQM is a combination ofquality andmanagement tools aimed at increasing business

and reducing losses due to wasteful practices. But TQM is now becoming recognized as generic

management tool, just as applicable in service andpublic sectororganization. Some of the companies

who have implemented TQM include Ford motor company, Philips Semiconductors, SGL carbon,

Motorola.

TQM provides management with the ability to ensure quality through more streamlined and

effective process-improvementchannels.


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Total Quality Management

(Tqm)Total =Quality involves everyone and allactivities in the company.

Quality =Meeting CustomerRequirements

Management =Quality can and must bemanaged.

TQM =A process for managing quality; it

must be a continuous way of life; a

philosophy of perpetual improvement ineverything we do

Description Of

Concept Of TQM:

TQM aims to go beyond simply

meeting customer requirements orresponding to

the customer feedback on the products and

services offered by the organization. TQM is

most effective when operating throughout an

entire organization. Prior to the availability of

TQM, testing was usually the norm for

controlling quality during the final phases of a

process (e.g., product development or service

provision). If faults were found, the supplies

were held back, reworked or rejected, and

additional funds were usually required to

produce the needed quantity and quality. The

aim of TQM is to 'get it right the first timeevery time' while avoiding the cost associated

with other quality management techniques such

as simple testing.

TQM seeks to identify the sources of

possible defects and to prevent them from

affecting the final product. Using a simple

iterative process, TQM reinforces other methods

of quality assurance to meet changes in products

and services by improving the effectiveness of

operational processes. TQM achieves this by

identifying the root causes of the most prevalent

and costly defects and to prevent such defects in

the future by removing these root causes.

TQM is a people-dependent process.

For total quality management to be most

beneficial, people in the organization need to

work together. Thus, organizations must

maintain company-wide strategies that devolve

responsibility to individual employees for the

quality of their work and the work of their teams.

Deming's chain reaction advocates starting with

quality of initial design and further systemically

operating on 'Total Quality principles' to achieve

the best possible outcome. When each input from

raw materials through resources and design

produces exceedingly and continually

improved finished goods, TQM is said to be

operational.

IMPORTANT ASPECTS Of

TQM:

Important aspects of TQM include

customer-driven quality, top management

leadership and commitment, continuous

improvement, actions based on facts, employee

participation, and a TQM culture.

Customer-DrivenQuality

TQM has a customer-first


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orientation. The customer, not

internal activities and constraints,

comes first. Customer satisfaction

is seen as the company's highest

priority. The company believes it

will only be successful if

customers are satisfied. The TQM

company is sensitive to customer

requirements and responds rapidly

to them. In the TQM context,

`being sensitive to customer

requirements' goes beyond defect

and error reduction, and merely

meeting specifications or reducingcustomer complaints. The concept

of requirements is expanded to

take in not only product and

service attributes that meet basic

requirements, but also those that

enhance and differentiate them for

competitive advantage.

TQM Leadership From TopManagement

TQM is a way of life for a company. It

has to be introduced and led by top management.

This is a key point. Attempts to implement TQMoften fail because top management doesn't lead

and get committed - instead it delegates and pays

lip service. Commitment and personal

involvement is required from top management in

creating and deploying clear quality values and

goals consistent with the objectives of the

company, and in creating and deploying well

defined systems, methods and performancemeasures for achieving those goals. These

systems and methods guide all quality activitiesand encourage participation by all employees.

The development and use of performance

indicators is linked, directly or indirectly, to

customer requirements and satisfaction, and to

management and employee remuneration.

Figure1. TQM Model.

Continuous Improvement

Continuous improvement of all

operations and activities is at the heart of

TQM. Once it is recognized that customer

satisfaction can only be obtained by

providing a high-quality product,

continuous improvement of the quality of

the product is seen as the only way to

maintain a high level of customer

satisfaction. As well as recognizing the

link between product quality and

customer satisfaction, TQM also

recognizes that product quality is the

result of process quality. As a result, there

is a focus on continuous improvement of

the company's processes. This will lead to

an improvement in process quality. In

turn this will lead to an improvement in

product quality, and to an increase in

customer satisfaction.

Continuous improvement of all

operations and activities is at the heart of

TQM. Once it is recognized that customer

satisfaction can only be obtained by

providing a high-quality product,

continuous improvement of the quality of

the product is seen as the only way to


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maintain a high level of customer

satisfaction. As well as recognizing the

link between product quality and

customer satisfaction, TQM also

recognizes that product quality is the

result of process quality. As a result, there

is a focus on continuous improvement of

the company's processes. This will lead to

an improvement in process quality. In

turn this will lead to an improvement in

product quality, and to an increase in

customer satisfaction.

ACTIONS Based On FACTS

The statistical analysis of

engineering and manufacturing facts is an

important part of TQM. Facts and analysis

provide the basis for planning, review and

performance tracking, improvement of

operations, and comparison of performance

with competitors. The TQM approach is based

on the use of objective data, and provides a

rational rather than an emotional basis for

decision making. In practice, data is collected

and put in the hands of the people who are in

the best position to analyze it and then take

the appropriate action to reduce costs and

prevent non-conformance. Usually these

people are not managers but workers in the

process. If the right information is not

available, then the analysis, whether it be ofshop floor data, or engineering test results,

can't take place, errors can't be identified, and

so errors can't be corrected.

Employee Participation

A successful TQM environment

requires a committed and well-trained work

force that participates fully in quality

improvement activities. Such participation is

reinforced by reward and recognition systems

which emphasize the achievement of quality

objectives. On-going education and training of

all employees supports the drive for quality.

Employees are encouraged to take more

responsibility, communicate more effectively,

act creatively, and innovate.

A TQM Culture

It's not easy to introduce TQM. An

open, cooperative culture has to be created

by management. Employees have to be

made to feel that they are responsible for

customer satisfaction. They are not going to

feel this if they are excluded from the

development of visions, strategies, and

plans. It's important they participate in these

activities. They are unlikely to behave in a

responsible way if they see management

behaving irresponsibly - saying one thing

and doing the opposite.

Key Principles Of Tqm :-


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Figure 2. Key principles of TQM.

Be Customer Focused :

What ever you do for quality improvement ,

remember that ONLY customers determine the

level of quality , what ever you do to foster

quality improvement , training employees ,

integrating quality into processes management ,ONLY customers determine whether your effort

were worthwhile.

Insure Total Employee Involvement :This done after you remove fear

from work place, then empower

employee ... you provide the proper

environment .

Process Centered :The fundamental part of TQM is to

focus on Process thinking.

Integrated system :

All employee must know business mission

and vision , must monitor the process an

integrated business system.

Strategic and systematic

approach :

Strategic plan must integrate quality as core

component.

Continual Improvement :

It is using analytical and creative

thinking in finding ways to become more

effective.

Fact Based Decision Making :

The task of decision making must be

ONLY on data , not personal thinking or

situational.

Communication:

The communication strategy, method

and timeliness must be well defined.

Principles Of TQM :

Quality can and must be managed.

Everyone has a customer and is a

supplier.

Every employee is responsible for

quality.

Problems must be prevented, not just

fixed.

Quality must be measured.

Quality improvements must be

continuous.

The quality standard is defect free.

Goals are based on requirements.

Management must be involved and

lead.

Plan and organize for quality

improvement.

Table 1. Quality Improvement with TQM

Objectives of TQM :


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Meeting the customers requirement.

Continuous improvement o quality at the every

level at stage and every stage and at every place.

F

ig u

re 3. PCDA circle/cycle

Participative problem solving process.

Bring about total culture change.

Focussed and continuous cost reduction.

Use of PDCA cycle for TQM

improvement.

TEN Steps To Total

Quality Management(TQM) :

Pursue New Strategic Thinking

Know your Customers

Set True Customer Requirements

Concentrate on Prevention, Not

Correction

Reduce Chronic Waste

Pursue a Continuous ImprovementStrategy

Use Structured Methodology for

Process Improvement

Reduce Variation

Use a Balanced Approach

Apply to All Functions

Benefits of TQM:-

Higher customer satisfaction

Reliable products/services

Better efficiency of operations

More productivity & profit

Less wastage costs

Less Inspection costs

More market share

Spread of happiness & prosperity

Better quality of life for all.

REFERENCES:-

1) TOTAL QUALITY MANAGEMENT

- by Dr. K.C. Arora

2) METROLOGY AND QUALITY CONTROL

-byS.B.Ingole

3) METROLOGY AND QUALITY CONTROL

-by S.S.Kuber

4) http//www.authorstream.com
http://www.authorstream.com/http://www.authorstream.com/


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http://www.authorstream.com/


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