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  1. 1. TOTAL QUALITY MANAGEMENT<br />Mehreen Muzafar 100101<br />Hasnan Baber 100131<br />
  2. 2. Total Quality Management<br />TQM<br />Total - Made up of the whole<br />Quality - degree of excellence a product or service provides<br />Management - Act, art or manner of planning, controlling, directing,….<br />Therefore, TQM is the art of managing the whole to achieve excellence.<br />
  3. 3. Introduction of TQM<br /> Concept was first developed by<br />W. Adward Deming,<br />Joshep Juran & A.V Feiganbaun.<br />Comprehensive approach for improving product quality and get customer satisfaction. <br />Management philosophy of improving product quality through everyone commitment & <br />N involvement to <br />satisfied customer need.<br />
  4. 4. Total Quality Management<br />What’s the goal of TQM?<br />“Do the right things right the first time, every time.”<br />
  5. 5. Total Quality Management<br />Another way to put it<br />At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s three main objectives:<br /><ul><li>(1) Total client satisfaction.
  6. 6. (2) Employee involvement.
  7. 7. (3) continuous improvements.</li></li></ul><li>Customer satisfaction:<br />Is a relative concept varies from one customer to another customer i.e. the customer may be satisfied with today’s product but may not be satisfied in future. <br />Each person defines quality in relation to his or her own needs and means at a particular point of time.<br />
  8. 8. Employee involvement<br />In quality management is crucial in achieving and sustaining high level in quality.<br />Employee have to be empowered to take preventive and if necessary corrective actions without management approval.<br />Employee must be involved in quality by encouraging them to use quality control tools and techniques to track performance and identify areas needing improvement.<br />Employee training and motivation are essential for achieving and sustaining high level of service quality.<br />
  9. 9. Continuous improvement<br />Is a never ending process and is driven by knowledge and problem solving.<br />The producer must specify the quality attributes of the product or service as carefully as possible and then to meet those specifications.<br />While improving the process overtime, producer should continuously strive to improving quality that is doing better job of meeting customer needs by reducing variability in all processes and introducing new products when needed.<br />As producer gain a better understanding of customer expectation and as better technology becomes available, quality can be continuously improved.<br />
  10. 10. Total Quality Management<br />Quality Throughout<br />“A Customer’s impression of quality begins with the initial contact with the company and continues through the life of the product.”<br />Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale.<br />Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.<br />“All departments of the company must strive to improve the quality of their operations.”<br />
  11. 11. Total Quality Management<br />Basic Tenets of TQM<br />1. The customer makes the ultimate determination of quality.<br />2. Top Management must provide leadership and support for all quality initiatives.<br />3. Preventing variability is the key to producing high quality.<br />4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement.<br />5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.<br />
  12. 12. Total Quality Management<br />Value-based Approach<br />Manufacturing Dimensions<br />Performance<br />Features<br />Reliability<br />Conformance<br />Durability<br />Serviceability<br />Aesthetics<br />Perceived quality<br />Service Dimensions<br />Reliability<br />Responsiveness<br />Assurance<br />Empathy<br />Tangibles<br />
  13. 13. BENEFITS OF TQM<br />1. Advantages unique to TQM:<br />It makes the company a leader.<br />Fastens the team work.<br />Makes the company more sensitive to customer needs.<br />Makes the company adapt more readily to changes.<br />2. Benefits to company<br />Quality improves.<br />Increased productivity.<br />Staffs are more motivated.<br />Cost reduced.<br />
  14. 14. 3. Benefits to customer<br />Fewer problems with product/services.<br />Better customer care.<br />Greater satisfaction.<br />4. Benefits to staff<br />Empowerment.<br />More training and more skills.<br />More recognition of achievement.<br />
  17. 17. Tools of TQM<br />Right first time<br />Statistical Quality control<br />Tools of TQM<br />Bench-marking<br />Speed <br />Out sourcing<br />ISO 9000<br />Timing <br />
  18. 18. Tools of TQM:<br />Right First Time: Quality conscious at start<br />Bench Marking: Measuring and comparing an organizational business process and practices against those of the best organization.<br />Outsourcing: It is process of contracting out some function of an organization to out-side firms who can it cheaper and better.<br />contd….<br />
  19. 19. ISO 9000(International organization for standardization ): Which sets out the criteria for world quality management system. It covers product testing, employee training, record keeping, suppliers relation, repair polices & procedures.<br />Speed: TO survive and win. They can gain competitive advantage by being better, smarter, and faster than their competitors at doing valuable things for their customer.<br />Statistical quality control: The technique follows sampling of activities in the process and sampling of final products. This process ensures maintaining standard of quality on the basis of accepting sampling procedure.<br />
  20. 20. 19<br />Quality circles<br />Teams of workers and supervisors that meet regularly to address work-related problems involving quality and productivity.<br />Developed by Kaoru Ishikawa at University of Tokyo.<br />Became immediately popular in Japan as well as USA.<br />Lockheed Missiles and Space Division was the leader in implementing Quality circles in USA in 1973 (after their visit to Japan to study the same).<br />S. P. Robins:- “Quality circle is work group of employees who meet regularly to discuss quality problems, investigate causes of the problems, recommends them to implement.”<br />
  21. 21. Fig: structure of QC<br />
  22. 22. Objectives of QC:<br />To enhanced quality of and productivity<br />Promotes efficiency<br />Encourage team work<br />Increase employee moral & motivation<br />Improve open communication & human relation by empowering the employees.<br />
  23. 23. Problem solving process in QC:<br />Problem identification <br />Problem prioritizations <br />Problem analysis<br />Solution recommendation <br />Implementation of decision making <br />Decision by management<br />