TQM Notes

1. Total Quality Management

2. Outline
1. TQM defined
2. Historical Stirrings/Gurus of TQM
3. Basic Approaches
4. Quality Culture in Pakistan
5. References

3. TQM defined
► An enhancement to the traditional way of doing business.
► Comprises three words:
1. Total – Made up of the whole
2. Quality – Degree of excellence a product or service
provides
3. Management - Art and science of achieving organizational
goals through planning, leading, organizing and
controlling the resources
► “It is the application of quantitative methods and human
resources to all the processes within an organization and
exceed customer needs now and in future”

4. Various Schools of Thought
►Walter A. Shewhart
►W. Edward Deming
►Joseph M. Juran
►Armand V. Feiganbaum
►Kaoru Ishikawa
►Philip B. Crosby
►Genichi Taguchi

5. Walter A. Shewhart
► Walter A. Shewhart, PhD spent his professional
career at Western Electric & Bell Telephone
Laboratries, both divisions of AT&T
Contributions:
► Control chart theory with control limits
► Chance causes of variation
► Rational subgroups
► PDSA cycle of learning and improvement
Publications:
► “Economic Control of Quality & Manufactured
Product” 1931

6. W. Edward Deming
► W. Edward Deming, PhD, the best known quality expert in
the world. He was protégé of Schewhart.
Contributions:
► Taught Statistical Process Control (SPC) to leading
Japanese CEOs in 1950s, thus becoming chief architect of
Japanese quality miracle
► “Deming’s 14 Points” – a theory for management to
improve quality, productivity and competitive position
Publications:
► “Out of the Crisis”
► “Quality, Productivity and Competitive Position”
► 161 scholarly studies and many other books

7. Joseph M. Juran
► Joseph M. Juran, PhD, worked at Western Electric (1924-
41), in 1954 traveled to Japan where he taught Quality
Management
Contributions:
► Emphasized on committed management at all levels for
quality, recommended project improvement based on ROI
► “The Juran Trilogy for Managing Quality” – three
interrelated processes of planning, control and
improvement
Publication:
► “Juran’s Quality Control Handbook”, 1951

8. Armand V. Feiganbaum
► Armand V. Feiganbaum, PhD, an American quality
control expert and businessman. He devised the
concept of Total Quality Control, later known
as TQM.
Contributions:
► Feigenbaum’s quality principles – Customer
satisfaction, Genuine management involvement,
Employee involvement, First-line supervision
leadership & Company-wide quality control
Publication:
► “Total Quality Control”, 1951

9. Kaoru Ishikawa
► Kaoru Ishikawa, PhD studied under Deming, Juran
and Feiganbaum
Contributions:
► Best known for Cause & Effect diagram – also
referred to as Ishikawa diagram
► Developed “Quality Circles” concept – groups
containing supervisors and workers trained in SPC
regularly meet to identify and solve quality
problems
Publications:
► Authored SPC texts in Japanese and English

10. Philip B. Crosby
► Philip B. Crosby was a businessman and author who
contributed to management theory and quality
management practices
Contributions:
► He argued, “doing it right the first time is less expensive
than costs of detecting and correcting nonconformities”
► Four Absolutes of Quality Management
Publications:
► Seminal work “Quality is Free”, 1979, translated into 15
languages, 1.5 million copies sold
► “Quality Without Tears”, 1984

11. Genichi Taguchi
►Genichi Taguchi, PhD, was an engineer and
statistician.
Contributions:
►Developed “loss function” – combines cost,
target and variation into one metric
►Cornerstone of Taguchi’s philosophy –
robust design of parameters and tolerances

12. TQM Framework

13. Basic Approaches
TQM requires six basic concepts:
1. A committed and involved management to provide long-
term to bottom organizational support
2. An unwavering focus on the internal as well as external
customer
3. Effective involvement and utilization of the entire work
force
4. Continuous improvement of the business and production
process
5. Treating suppliers as partners
6. Establish performance measures for the processes

14. 1. Committed & Involved
Management
► Management’s participation in quality program of
the organization through quality council that
develops a clear vision, set long-term goals and
direct the program
► Annual quality improvement program is
established and involves input from the entire
workforce
► Managers participate on quality improvement
teams and also act as coaches to other teams
► TQM is a continual activity that must be
entrenched in the culture, it isn’t one shot
program. It must be communicated to all people

15. 2. Unrelenting Customer Focus
► The key to an effective TQM program is its focus
on the customer
► An excellent place to start is by satisfying internal
customers
► We must listen to “the voice of the customer” and
emphasize design quality and defect prevention
► Do it right the first time and every time, for
customer satisfaction is the most important
consideration

16. 3. Organization-wide Challenge
► TQM is everyone’s responsibility
► All personnel must be trained in TQM, SPC and other
appropriate quality improvement skills so they can
effectively participate on project teams including internal
customers and suppliers
► Those affected by the plan must be involved in its
development and implementation
► Changing behavior should be the goal. People must not
come to do their job simply but to think how to improve it
► People must be empowered at the lowest possible level to
perform processes in an optimum manner

17. 4. Continuous Improvement
► There must be a continual striving to improve all
business and production processes
► Quality improvement projects such as on-time
delivery, order entry efficiency, billing error rate,
customer satisfaction, cycle time, scrap reduction
and supplier management are good places to
begin with
► Technical techniques such as SPC, benchmarking,
quality function deployment, ISO 9000, and
designed experiments are excellent for problem
solving

18. 5. Supplier Partnership
► Supplier quality must be outstanding because on
the average 40% of the sales is purchased
product or service
► A partnering relationship rather than an
adversarial one must be developed
► Both parties have as much to gain or loose based
on the success or failure of product/service
► The focus should be on quality and life-cycle costs
rather than price
► Suppliers should be few in number so that true
partnering can occur

19. 6. Performance Measures
►Performance measures such uptime,
percent nonconforming, absenteeism and
customer satisfaction should be determined
for each functional area
►These measures should be posted for
everyone to see
►Quantitative data are necessary to measure
the continuous quality improvement activity

20. Summing up
► The purpose of TQM is to
provide a quality product
and/or service to
customers, which will in
turn, increase productivity
and lower cost.
► TQM requires a cultural
change
► In a nutshell, TQM
approaches are
foundations on which the
impressive edifice of TQM
stands

21. References
1. Total Quality Management by Dale H.
Besterfield et. al, 3rd Edition
2. Wikipedia

22. LEADERSHIP
►The success of quality management is to a
greater extent is influenced by the quality of
the leadership.
►Peter Drucker, the eminent management
thinker and writer quotes:” Leadership is
lifting of man’s visions to higher sights,the
raising of man’s performance to a higher
standard, the building of man’s personality
beyond its normal limitations.”
►Leadership is the process of influencing
others towards the accomplishment of
goals.

23. Characteristics or Behaviours Of
Quality Leaders
►The customers first : Quality leaders give
primary importance to both internal and
external customers and their needs.
►Value People : Quality leaders take care of
the development of people’s skill and
capabilities.
►Build supplier partnership:Quality leaders
clarify quality to suppliers,audit their
capabilities,give feedback,discuss
improvement etc.

24. ►Empower people : Quality leaders train and
coach the people, rather than directing and
supervising them.
►Demonstrate involvement /commitment:
Quality leaders continually demonstrate
their commitment to quality.
►Strive for excellence: There is always room
for improvement.
►Explain and deploy policy: Explain about the
quality policy,targets,business processes to
the organization and to suppliers.

25. ►Improve communication : Quality leaders
continually improve communication.Reliable
and accessible to everyone in the
organization.
►Promote Teamwork:
►Benchmark continuously: Create new
learning effects through innovation.
►Establish system:
►Encourage collaboration:

26. Leadership Roles
►Effective teamwork requires effective
leaders.Quinn lists the following eight
leadership roles:
►Producer role
►Director role
►Coordinator role
►Checker role
►Stimulator role
►Mentor role
►Innovator role
►Negotiator role

27. QUALITY COUNCIL
►What is it?
►A quality council is a team to provide overall
direction for achieving the total quality
culture (TQC).
►The quality council is composed of:
►The chief executive officer (CEO);
► the senior managers of the functional areas
such as design,marketing,
finance,production and quality; and
►A co-ordinator or consultant

28. Duties of the QC
►To establish the core values and quality
statements.Quality statements include
vision statement, mission statement
and quality policy statement.
►To establish the strategic long-term plan
with goals and the annual quality
improvement program with objectives.
►To plan the training and education
programmes.
►To determine and monitor the cost of
poor quality.

29. ►To perform and monitor the performance
measures for each functional areas of
the organization.
►To establish multifunctional project and
departmental teams and monitor their
progress.
►To establish / revise the recognition and
reward system periodically.

30. Responsibilities of the QC
Co-ordinator are
►To develop two-way trust
►To propose team requirement to the council
►To share council expectations with the team
►To empower the team and
►To brief the council on team progress.