Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves implementing a quality management system through strong leadership, employee training, and an emphasis on continuous process improvement. The key elements of a successful TQM system include foundations of ethics, integrity and trust; building blocks of leadership, teamwork and training; communication as the binding element; and recognition as the roof. Core TQM concepts include customer and workforce satisfaction, quality processes, and a focus on continuous improvement. Common tools used in TQM include flow charts, histograms, Pareto charts, check sheets, control charts, fishbone diagrams and scatter plots. TQM principles can be applied to libraries to improve services and operations through

1. TOTAL QUALITY
MANAGEMENT & POLICY
MAKING
BY: LESLIE B. VARGAS
LIS 705 ORGANIZATIONAL MANAGEMENT AND STRATEGY
PHILIPPINE NORMAL UNIVERSITY

2. TOTAL QUALITY MANAGEMENT
Oxford dictionary
• a system of management based on the principle that
every staff member must be committed to maintaining
high standards of work in every aspect of a company's
operations.
www.collinsdictionary.com
• is a set of management principles aimed at improving
performance throughout a company, especially by

3. TQM
EN.WIKIPEDIA.ORG
• consists of organization-wide efforts to "install and make permanent
climate where employees continuously improve their ability to
provide on demand products and services that customers will find of
particular value. "Total" emphasizes that departments in addition to
production (for example sales and marketing, accounting and
finance, engineering and design) are obligated to improve their
operations; "management" emphasizes that executives are obligated
to actively manage quality through funding, training, staffing, and
goal setting. While there is no widely agreed-upon approach, TQM
efforts typically draw heavily on the previously developed tools and
techniques of quality control. TQM enjoyed widespread attention
during the late 1980s and early 1990s before being overshadowed

4. BRIEF HISTORY
TQM OR TOTAL QUALITY MANAGEMENT NOTABLE INNOVATORS ARE FROM US AND
JAPAN
US INNOVATORS:
1. Walter Stewart - pioneer of
modern quality control;
considered as the founder of
control chart.
2. William Edwards Deming -
advocated that all managers need
to have a “System of Profound
Knowledge” which became the
basis of “14 Points of
Management”.
3. Joseph M. Juran - developed the
Juan Trilogy: Quality Planning,
JAPANESE INNOVATORS:
1. Kaoru Ishikawa- considered as one
of the Quality Gurus. best known
for his “Cause and Effect diagram
(Fishbone Diagram)
2. Genichi Taguchi- promoted the
use of parameter design
(application of Design of
Experiments) or robust
engineering.
3. Shigeo Shingo - advocated the
replacement of statistical process

5. INTRODUCTION
• The approaches advocated by these innovators have long been used
by effective managers. The most noteworthy of these is the level of
mutual trust that is needed both by the management and staff to
create a culture in which an effective total quality management
program can be successful.
• To sum up the definitions enumerated, Total Quality Management is
a standard set within the organization to evaluate their performance
through their output, quality over quantity.
• TQM begins with a focus on the customer and is boundless, with a
lifetime dedication to continuous improvement. This is accomplished
using a team organization with both management and employees as
members of “Quality Teams” continuous enhancement.
Communication must be encourage to let employees and

6. I. THE KEY ELEMENTS OF TQM
TO BE SUCCESSFUL IN IMPLEMENTING TQM, AN ORGANIZATION MUST
CONCENTRATE ON THE EIGHT KEY ELEMENTS WHICH ARE FURTHER CLASSIFIED
INTO FOUR GROUPS

7. A. FOUNDATION
IN EVERY STRUCTURE, WHETHER IT IS AN ORGANIZATION OR A
BUILDING, A STRONG FOUNDATION SERVE AS THE BASIS OF HOW
STURDY THE WHOLE ORGANIZATION OR A BUILDING WILL BE. THESE
THREE ELEMENTS IS INTEGRATED AS STRONG FOUNDATION OF AN
ORGANIZATION:
• Ethics - the moral correctness of specified conduct. Adhering to the
set of rules and regulations guide the actions of every individual
within the organization and how they will be perceived as a whole.
• Integrity - the quality of being honest and having strong moral
principles. Being consistent in the following the moral principles and
the guidelines set within the organization. This will encompasses
how your co-workers will perceive you as an individual and will
reflect to the group you are with in totality.
• Trust - firm belief in the reliability, truth, ability, or strength of
someone or something. Having trust to someone or something and
vice versa will create a very sound working environment. Believing

8. B. BUILDING BRICKS
AFTER A STRONG FOUNDATION, THE BUILDING BRICKS IS PLACED, THESE
WILL FURTHER SOLIDIFIES THE BUILDING ITSELF. THESE BRICKS SHOULD BE
STRONG ENOUGH TO BE ABLE TO SUPPORT THE ROOF. THESE BUILDING
BRICKS WILL PROVIDE SAFETY NET TO THE BUILDING AS A WHOLE. HERE
ARE THESE BUILDING BRICKS
• Leadership - the action of leading a group of people or an organization. A good leader
is a good follower, it is very important in the TQM that the leader must be first to
emanate these key elements, he/she must set as an example in providing direction for
everyone to follow. TQM initiatives must be introduced and led by the top management.
• Teamwork - the combined action of a group of people, especially when effective and
efficient. Two heads is better than one, this adage is timeless since they are combining
different ideas to form a big better one. Rather than working individually, teamwork
encourages individuals to work as a team, this will improve the existing processes and
system since loopholes in different areas will be covered and tackled thus resulting in a
more foolproof solution.
• Training - the action of teaching a person a particular skill or type of behavior. “Practice
makes perfect”, employees need to be trained to acquire the skill or behavior necessary
to achieve TQM and equip them to become highly productive staff. Learning is a
continuous process and so is improvement, trainings keep them updated to the current
trend as well as the innovative ways to be at par with the ever evolving clients and their

9. C. BINDING MORTAR
BRICKS NEED BINDING MORTAR SO THAT IT WILL NOT
CRUMBLE, THESE BINDING MORTAR BINDS ALL THESE
ELEMENTS TOGETHER. THAT IS THE FOURTH ELEMENT,
COMMUNICATION’S JOB.
Communication
the field of study concerned with the transmission
of information by various means. Information must
be passed on to the desired recipient in a very
accurate manner. Whatever the information passed
on one individual must reach its destination as it is,
no added entry to ensure that misunderstanding
will not sabotage the entire system. There are
subtypes of this element:

10. • Downward communication – the flow of information from the management
to the employees. The leaders will be able to impart the information needed
to its subordinates using this type of communication. Presentations and
discussions are ways to promote downward communication.
• Upward communication – the flow of information from the subordinates to
the management. This form of communication is one way of building the
trust between the two, wherein the upper management listen to the
suggestions presented by the lower staff. Constructive criticism, cross-
evaluations and suggestions will open an environment in correcting
situations that arise through the use of TQM.
• Sideways / Lateral communication. Interdepartmental communication is also
very important to break down the barriers between departments. A team is a
part of a bigger organization, communication between these departments is
important in producing a perfect whole, individual department achievement
will not push through if other departments are lagging behind because it
will also affect the output in totality. Even the smallest department’s mistake
will be felt upon by the whole organization, thus this type of communication
SUBTYPES OF COMMUNICATION:

11. D. ROOF
THE STRUCTURE FORMING THE UPPER COVERING OF A BUILDING
OR VEHICLE, IT PROVIDES PROTECTION FROM OUTSIDE
PRESSURES AND TEMPERATURES. “A BUILDING WITHOUT ROOF IS
EMPTY”, RECOGNITION IS THE ROOF OF TQM.
Recognition
acknowledgment of something's existence, validity, or
legality. This is the final element of TQM. This is the
most important factor since it is the driving force of
every employee to work hard and deliver their best
output. When an individual’s work is recognized, they
gave satisfaction and pride to the person involve thus
validating the value of their output and setting a

12. II. CORE CONCEPTS OF TQM
THESE CONCEPTS CAN SERVE AS FRAMEWORK IN
ACHIEVING TQM.
1.Customer satisfaction
2.Workforce satisfaction
3.Quality
4.Process

13. 1. CUSTOMER SATISFACTION
• It is a measure of how products and services supplied by a
company meet or surpass customer expectation. Customer
satisfaction is defined as "the number of customers, or
percentage of total customers, whose reported experience with
a firm, its products, or its services (ratings) exceeds
specified satisfaction goals.
• Every business success or failure depends on customer
satisfaction. A satisfied customer is a very effective marketing
since they will serve as your brand ambassador which will
promote your product through their patronage and loyalty.
That is why quality is a very important factor in every customer

14. 2. WORKFORCE SATISFACTION
• Refers to everyone who is actively involved in accomplishing the work
of an organization and is usually (but not necessarily) internal to the
organization, it could be someone that needs something from you,
like ordering office supplies, or someone who depends on you, such
as payroll. Workforce satisfaction is strongly related to customer
satisfaction and ultimately to business performance.
• It is essential to attain a successful internal working relationship in
order to satisfy the needs of the external customer, if these
requirement are met, a chain of quality is built that reaches out to
the external users, therefore they also require speed, efficiency and
accuracy and their ideas can be used as a highlight for improvement
of the quality of the products being produced or rendered.

15. 3. PROCESS QUALITY
-A series of actions or steps taken in order to achieve a
particular end.
• Generally, it involve combination of people, machines, tools,
techniques, materials and improvements in a defined series of
actions or steps to achieve a perceived result.
• This process is called management and the output’s quality is
the result.

16. BASIC TOOLS OF TQM
1. Flow chart
2. Histogram
3. Pareto chart
4. Check sheet
5. Control chart
6. Fish bone diagram
7. Scatter diagram

17. 1. FLOW CHART
• Systematic representation of an algorithm or process
• First Steps in finding the One Best Way
• Were prepared to promote a graphical understanding
of the process, to provide a tool for training and helps
to identify problem areas and other opportunities for
improvement

18. SAMPLE FLOW CHART
• Start
• Process step
• Decision
• End
Lamp
doesn’t work
Check connection
Lamp
plugge
d in?
Bulb
burne
d out
Buy new
lamp
Plug in
lamp
Replace
bulb
Ye
s
N
o

19. 2. HISTOGRAM
• Is a graphical display of tabulated frequencies
• A bar graph showing the distribution of data
• Used to graphically summarize large data; compare
measurements to specifications; communicate information to a
team to assist in decision making

20. 3. PARETO CHART
• A Pareto chart combines elements of a line chart and bar
graph, where individual values are shown as bars in
descending numerical order, and the line represents the
cumulative total of these values. In quality control, a
Pareto chart commonly identifies the most common source
of defects.

21. 4. CHECK SHEET
• A check sheet is a basic quality tool that is used to collect data.
A check sheet might be used to track the number of times a
certain incident happens.
• As an example, a human resource department may track the
number of questions by employees, per category, per day. In
this particular check sheet the tool shows the total number of
questions received by the human resources department. This
information helps that department identify opportunities to
proactively share information with employees in an effort to
reduce the numbers of questions asked.

22. SAMPLE CHECK SHEET
• As an example, a Human Resource Department may track the number
of questions by employees, per category, per day. In this particular
check sheet the tool shows the total number of questions received by
the human resources department. This information helps that
department identify opportunities to proactively share information
with employees in an effort to reduce the numbers of questions asked.

23. 5. CONTROL CHART
Also known as Shewhart charts or process-behavior charts, are a
statistical process control tool used to determine if a
manufacturing or business process is in a state of control. It is
more appropriate to say that the control charts are the graphical
device for Statistical Process Monitoring.

24. 6. FISH BONE DIAGRAM
• A cause and effect diagram, also known as a fish-bone diagram shows the
many possible causes of a problem.
• To use this tool, you need to first identify the problem you are trying to
solve and simply write it in the box (head of the fish) to the right.
• Next, you will list the major causes of the problem on the spine of the fish.
• Causes are typically separated into categories of people, process, materials
and equipment.
• Causes are then identified through brainstorming with a group familiar with
the problem.
• Once all of the possible causes are identified, they can be used to develop
an improvement plan to help resolve the identified problem.

25. SAMPLE FISH BONE DIAGRAM

26. Scatter diagrams are graphs that show the relationship between
variables. Variables often represent possible causes and effect.
• As an example, a scatter diagram might show the relationship
between how satisfied volunteers are that attend orientation
training. The diagram shows the relationship between volunteer
satisfaction scores and volunteer orientation training
7. SCATTER DIAGRAM

27. TQM IN THE LIBRARY
• Q – Quest for excellence of knowledge
• U – Understanding the user’s need
• A – Actions to achieve user’s demand
• L – Leadership quality for Librarian
• I – Involving all staff
• T – Team spirit for achieving common goal
• Y – Yard stick to measure progress

28. QUALITY FOR LIBRARIES
A Library may be evaluated through the SERVQUAL model by
Parasuman, Zeithanel, Berry
• Reliability
• Responsiveness
• Competence
• Access
• Courtesy
• Communication
• Credibility
• Security
• Understanding the customer
• Tangible

29. BENEFITS OF LIBRARY ORGANIZATION BY SERVICES
WITH TQM
(SIRKIN / TYOTIRMOY DASH, 2008)
Create service brochures and information kits
Conduct a user survey about library services
Improve signage
Change hours of operation
Provide a more convenient material return

30. BENEFITS …
Simplify check out material
Use of flexibility in staff assignment
Cooperate with local government
Ask vendors to give product demonstration
Give new staff a thorough orientation

31. BENEFITS…
Create inter-departmental library advisory groups
Improve physical layout of the library
Track complaints
Develop an active outreach programme
Open satellite offices

32. BENEFITS…
Publicize new or change services
Develop user and staff training materials
Target services of specific groups
Offer electronic document delivery
Follow the mission statement
Smile

33. POLICY MAKING
POLICY
noun
• A course or principle of action adopted or proposed by a
government, party, business, or individual.
POLICY MAKING
• The process by which a policy is created for a particular
organization.

34. PURPOSE OF POLICY MAKING
• Employees follow policies strictly, whether it appeals to their personal
standard or not. It is the backbone of every organization; it is the
rules and regulations to follow; it set the standard for measurement
and defines the culture that will set the working environment.
• Policy making is a well thought process, it is very important to be
presented in clear, well defined statements reflecting the
management’s commitment to its mission, vision and goals. It need
to state the level of flaws and mistakes that is acceptable. It should
conform to the quality set by the management.
• Once the policy is written, management need to determine how to
explain it to the employees. The best method is through employee
orientation, then meetings in a scheduled periods for updates. It is
also important that this policy is well disseminated and to make sure
that all the staff is well oriented. Any revisions made must be
circulated through memorandums, meetings and other information

35. STAGES OF POLICY MAKING:
JAMES E. ANDERSON (PUBLIC POLICY-MAKING 1974)
1. Agenda setting (Problem identification) – The recognition of certain
subject as a problem demanding further government attention.
2. Policy formulation – Involves exploring a variation of options or
alternative courses of action available for addressing the problem.
(appraisal, dialogue, formulation, and consolidation)
3. Decision-making – Government decides on an ultimate course of
action, whether to perpetuate the policy status quo or alter it.
(Decision could be 'positive', 'negative', or 'no-action')
4. Implementation - The ultimate decision made earlier will be put into
practice.
5. Evaluation – Assesses the effectiveness of a public policy in terms of
its perceived intentions and results. Policy actors attempt to
determine whether the course of action is a success or failure by

36. POLICY MAKING IN THE LIBRARY
EX.
Cataloging Policy
• Served as guidelines in cataloging the collections; it enables the
catalogers to perform their tasks in a consistent and systematic
manner in accordance with the standard set within the
organization.
• It constantly developing as it encounter different circumstances
and user’s needs; updated to keep at par with the current
trends and technological innovations.

37. REFERENCES:
• Guasch, JM. (2016). Total Quality Management. Manila: Mindshapers.
• Camilar-Serrano, A.O. (2016). Total Quality Management. Manila:
Unlimited Books.
• Evans, J.R., Lindsay, W.M. (2019). Total Quality Management. (10th
ed.). Taguig City: Cengage Asia.
• Retrieved from https://thethrivingsmallbusiness.com/seven-
management-tools-for-quality-control/
• Retrieved from https://www.conceptdraw.com/solution-
park/quality-seven-basic-tools

38. THANK YOU FOR LISTENING!!!!!