A presentation was prepared on total quality management, general views and survey over the past 60 years. this was a collection of slides from some resources and any one can use it, under one condition, do not change the name of the presenter and the institution name,

1. TOTAL QUALITY
MANAGEMENT
TOPLAM KALITE
YÖNETİMİ
PROF.DR. ESERGÜL BALCI
Dec 2017
Mohamed Ahmed Nur

2. İÇERİK
what is quality? Kalite ne demek?
What is TQM? TK ne demek?
The purpose of TQ. TKY'nin amacı
The history review. Tarihsel Inceleme
Quality from the Consumer’s Perspective. Tüketici Perspektifinden
Kalite
TQ theories. TK teorileri
What is the six sigma? Altı sıgma ne demel?
Six sigma vs Total quality.

3. What is quality?
Kalite ne demek?

5. EXAMPLE OF QUALITY
For example, when we go to a restaurant, we look at the following parameters:
• Courtesy of staff
• Layout of table/comfort
• Lighting/Ambience/Atmosphere
• Correct order taking
• Services of the waiters
• Neatness/Clean linen
• Reasonably Quick service
• Tasty food
• Courteous serving
• Proper billing.

6. DEFINITION
Total: Made up of the whole.
Quality: Degree of excellence a product or service provides.
Management: Act, art, or manner of heading, controlling, directing.
Therefore, TQM is the art of managing the whole to achieve
excellence.
Toplam: Bütünün ürünü. Toplam.
Kalite: Bir ürün veya hizmetin mükemmellik derecesi.
Yönetim: Hukuk, sanat veya yönlendirme, kontrol etme ve
yönlendirme tarzı.
Tky mükemmellik elde etmek için tüm yönetme sanatıdır.

7. TQM is defined as both a philosophy and a set of guiding principles
that represent the foundation of a continuously improving
organization. It is the application of quantitative methods and human
resources to improve all the processes within an organization and
exceed customer needs now and in the future.
Tky, hem felsefe hem de sürekli gelişen bir organizasyonun temelini
temsil eden bir dizi prensip olarak tanımlanır. Bu bir örgüt içinde tüm
süreçleri geliştirmek ve şimdi ve gelecekte müşteri ihtiyaçlarını aşan
kantitatif yöntemler ve insan kaynaklarının uygulamasıdır.

8. Total Quality Management (TQM) is an enhancement to the traditional
way of doing business. It ıs a proven technique to guarantee survival
in world-class competition.
Toplam Kalite Yönetimi (TKY) geleneksel iş yapma biçiminin
geliştirilmesidir. Dünya standartlarındaki rekabette hayatta kalmayı
garantileyen kanıtlanmış bir tekniktir.

9. Total Quality Management (TQM) describes a management approach
to long-term success through customer satisfaction. In a TQM effort,
all members of an organization participate in improving processes,
products, services, and the culture in which they work.
Toplam kalite yönetimi (TKY) müşteri memnuniyeti ile uzun vadeli
başarı için bir yönetim yaklaşımı anlatılmaktadır. Tky çabalarında, bir
kuruluşun tüm üyeleri süreçleri, ürünleri, hizmetleri ve bunların
çalıştığı kültürü geliştirmeye katılır.

10. PURPOSE OF TQM
TKY'NIN AMACI
the purpose of TQ M is to provide a quality product to
customers, which will, in turn, increase productivity and lower
cost. With a higher quality product and lower price, competitive
position in the marketplace will be enhanced. This series of
events will allow the organization to achieve the business
objectives of profit and growth with greater ease. In addition,
the work force will have job security, which will create a
satisfying place to work.
TKY'nin amacı müşterilere kaliteli bir ürün sunmaktır ve bu da
verimliliği ve düşük maliyeti artıracaktır. Daha kaliteli bir ürün ve daha
düşük fiyat ile pazardaki rekabetçi konum artacaktır. Bu olaylar dizisi,
organizasyonun kar ve büyümenin iş hedeflerine daha kolaylıkla
ulaşmasını sağlayacaktır. Buna ek olarak, iş gücünün iş güvenliği

11. THINK
why do campiness look after quality?
How do you think that a company can be the first choice?
The market is open to whom?
Neden şirketler kaliteye bakıyor?
Bir şirketin ilk tercih olabileceğini düşünüyorsunuz?
Pazar açıktır kime?
It is for sure the costumer, and since the costumer look for quality
companies should provide a quality.

12. QUALITY FROM THE CONSUMER’S PERSPECTIVE
TÜKETICI PERSPEKTIFINDEN KALITE
A business organization produces goods and services to meet its customer’s
needs. Quality has become a major factor in a customer’s choice of products
and service. Customers know that certain companies produce better-quality
products than others, so they buy accordingly. That means a firm should
consider how the consumer defines quality. The consumer can be a
manufacturer purchasing raw materials or parts, a storeowner or retailer
purchasing products to sell, or someone who purchases retail products or
services over the Internet.
Bir işletme organizasyonu müşterinin ihtiyaçlarını karşılamak için mal ve hizmetler
üretmektedir. Kalite, bir müşterinin ürün ve hizmet seçiminde önemli bir faktör haline
geldi. Müşteriler, bazı şirketlerin diğerlerinden daha kaliteli ürünler ürettiğini bilir;
onlara göre satın alırlar. Bu, bir firmanın tüketicinin kaliteyi nasıl tanımladığını
düşünmesi gerektiği anlamına gelir. Tüketici, hammadde veya parça satın alan bir
üretici, satılacak ürünleri satın alan bir mağaza ya da perakendeci ya da Internet
üzerinden perakende ürün veya hizmetleri satın alan biri olabilir.

13. W. Edwards Deming, author and consultant on quality, said, “The consumer is the
most important part of the production line. Quality should be aimed at the needs
of the consumer, present and future.”
From this perspective, product and service quality is determined by what the
consumer wants and is willing to pay for. Since consumers have different product
needs, they will have different quality expectations. This results in a commonly
used definition of quality as a service or product’s fitness for use.
Kaliteye ilişkin yazar ve danışman olan W. Edwards Deming, "Tüketici, üretim
hattının en önemli parçasıdır. Kalite, tüketicinin mevcut ve gelecekteki
ihtiyaçlarına yönelik olmalıdır. "
Bu açıdan bakıldığında, ürün ve hizmet kalitesi, tüketicinin neyi istediğini ve
ne için ödemeye istekli olduğunu belirlemektedir. Tüketicilerin farklı ürün
ihtiyaçlarına sahip olmaları nedeniyle, farklı kalite beklentilerine sahip
olacaklardır. Bu, kalitenin bir hizmet veya ürünün kullanım uygunluğu olarak
yaygın bir şekilde tanımlanmasına neden olur.

15. QUESTION
Why do some people prefer some products on others?
Bazı insanlar neden bazı ürünlerini diğerlerinde tercih ediyor?
Why do some people like Japanese products over Chinese products?
Neden bazı insanlar Çin ürünleri üzerinde Japon ürünleri sever?

16. People prefer something over something because of what we call dimension.
(Boyut)
Performance/ Performans
Features/ Özellikleri
Conformance/ Uygunluk
Reliability/ güvenilirlik
Service/ Hizmeti
Response/ Yanıt/ tepki
Aesthetics/ Estetik
Reputation/ İtibar

17. HISTORY REVIEW
TARIHSEL INCELEME
The history of quality control is undoubtedly as old as industry itself,
but the most noticeable time was as described below:
1924: W. A. Shewhart of Bell Telephone Laboratories developed a
statistical chart for the control of product variables. This chart is
considered to be the beginning of statistical control.
1946: the American Society for Quality Control was formed.
In 1950 W. Edwards Deming, who learned statistical quality control
from Shewhart, gave a series of lectures on statistical methods to
Japanese engineers and on quality responsibility to the CEOs of the
largest organization in Japan.

18. In 1960 the first quality control circles were formed for the purpose of
quality improvement.
By the late 1970 and early 1980: US managers were making frequent
trips to japan to learn about the miracle. By the middle 1980s the
concepts of TQM were being publicized.
In the late 1980: the automotive industry began to emphasize
statistical process control (SPC).

19. TQ THEORIES
Total qaulity was explained by many theories as other science fields.
Here we will review some basic tatal qaulity management.
Toplam kalite diğer bilim alanları gibi birçok teori ile açıklanmıştır.
Burada bazı temel toplam kalite yönetimini gözden geçireceğiz.
The Deming Theory
Joseph M. Juran
Kaoru Ishikawa
Armand Feigenbaum

20. THE DEMING THEORY / DEMING
TEORISI
Dr. W. Edwards Deming taught statistical quality control as part of
wartime production effort. In 1950 he taught Statistical Process
Control (SPC) concepts and the importance of quality to the leading
CEOs of Japanese industry.
Dr. Deming is credited with providing foundation of the Japanese
quality miracle and reappearance as an economic power. He
developed 14 points as a theory for management for improvement of
quality, productivity and competitive position.

21. DEMING PRINCIPLES
Create Constancy of Purpose for Continual Improvement of Product and Service.
Learn and Adopt the New Philosophy.
Understand the Purpose of Inspection.
Stop Awarding Business based on Price Alone.
Improve Constantly and Forever the System of Production and Service.
Institute Training on the Job.
Adopt and Institute Modern Methods of Leadership.
Drive Out Fear and Create Trust and a Climate for Innovation.
Break Down Barriers between Departments and Individuals.
Eliminate the Use of Slogans, Posters and Exhortations for the Work Force
Eliminate Numerical Quotas for the Work Force.
Remove Barriers that Rob People of Pride of Workmanship.
Encourage Education and Self-Improvement for Everyone.
Take Action to Accomplish the Transformation

22. JOSEPH M. JURAN
Juran’s Approach
 Juran tends to take a more strategic and planning approach to improvement
than does Deming.
 Juran promotes the view that organizational quality problems are largely the
result of insufficient and ineffective planning for quality.
 The means proposed by Juran establish specific goals to be reached and plans
for reaching those goals.

23. JOSEPH M. JURAN
The Juran Trilogy:
Three basic processes that are essential
for
managing to improve quality.
Quality
Planning
Quality
Improvement
Quality
Control

25. Juran states that managers must prioritize which projects will be undertaken first.
Organizations involve a hierarchy of languages. The work that is done operationally at the
lowest level is performed by analysts who speak in the language of thing.
Management: The Language of
Money
Workers:
The Language of Things

26. KAORU ISHIKAWA
Ishikawa’s Primary Contributions
Perhaps Ishikawa’s greatest achievement was
the development and dissemination of the
basic seven tools of quality.
As the developer of these tools, Ishikawa is
credited with democratizing statistics.
Ishikawa felt that to be successful, firms must
make everyone responsible for statistical
analysis and interpretation.

27. KAORU ISHIKAWA
The major theoretical contribution of
Ishikawa is his emphasis on total
involvement of the operating employees in
improving quality.
Ishikawa is credited for coining the term
company-wide quality control (CWQC) in
Japan.

28. ARMAND FEIGENBAUM
During the years when quality was
overlooked as a major competitive factor
in the United States, two books were used
by most every quality professional.
These two books were Statistical Quality
Control by Eugene Grant and Richard
Leavenworth, and Total Quality Control by
Armand Feigenbaum.
Feigenbaum’s book studied quality in the
context of the business organization.

29. ARMAND FEIGENBAUM
Feigenbaum’s Primary Contributions
Feigenbaum’s primary contribution to
quality thinking in America was his
assertion that the entire organization
should be involved in improving quality.
He was the first in the U.S. to move quality
from the offices of the specialists back to
operating workers. This occurred in the
1950s.

30. ARMAND FEIGENBAUM
Feigenbaum proposes a three-step
process
to improving quality
Quality
Leadership
Organizational
Commitment
Quality
Technology
Motivated by
leadership
Includes statistics
and machinery
that
can improve
quality
Includes
everyone
in the quality
struggle

31. WHAT IS SIX SIGMA?
Six Sigma at many organizations simply means a measure of quality
that strives for near perfection. Six Sigma is a disciplined, data-driven
approach and methodology for eliminating defects (driving toward six
standard deviations between the mean and the nearest specification
limit) in any process – from manufacturing to transactional and from
product to service.
(Birçok organizasyonda Altı Sigma, sadece yakın mükemmellik için
gayret gösteren bir kalite ölçüsü demektir. Altı Sigma, üretimden
işlemlere ve ürünten servise kadar, herhangi bir prosesteki kusurları
(ortalama ve en yakın spesifikasyon limiti arasındaki altı standart
sapmaya doğru ilerlemek) ortadan kaldırmak için disiplinli, veri odaklı
bir yaklaşım ve metodolojidir.)

32. SIX SIGMA IMPROVEMENT METHODS
Define
Measure
Analyze
Design
Validate
Improve
Control
Continuous Improvement Reengineering

33. Define: Define who your customers are, and what their requirements are for your products and
services – Their expectations. Define your team goals, project boundaries, what you will focus on and
what you won’t.
Measure: Eliminate guesswork and assumptions about what customers need and expect and how
well processes are working. Collect data from many sources to determine speed in responding to
customer requests, defect types and how frequently they occur, client feedback on how processes fit
their needs, how clients rate us over time, etc. The data collection may suggest Charter revision.
Analyze: Grounded in the context of the customer and competitive environment, analyze is used to
organize data and look for process problems and opportunities. This step helps to identify gaps
between current and goal performance, prioritize opportunities to improve, identify sources of variation
and root causes of problems in the process.

34. Improve: Generate both obvious and creative solutions to fix and prevent problems. Finding
creative solutions by correcting root causes requires innovation, technology and discipline.
Control: Insure that the process improvements, once implemented, will “hold the gains”
rather than revert to the same problems again. Various control tools such as statistical process
control can be used. Other tools such as procedure documentation helps institutionalize the
improvement.
Design: Develop detailed design for new process. Determine and evaluate enabling
elements. Create control and testing plan for new design. Use tools such as simulation,
benchmarking, DOE, Quality Function Deployment (QFD), FMECA analysis, and cost/benefit
analysis.
Validate: Test detailed design with a pilot implementation. If successful, develop and
execute a full-scale implementation. Tools in this step include: planning tools,
flowcharts/other process management techniques, and work documentation.

35.  THANK YOU VERY MUCH FOR LISTENING AND GIVING ME YOUR ATTENTION

36. REFERENCES
Vincent K. & Joel E. (2005). Principles of Total quality (3rd ed).
NewYork: CRC Press.
Kim H. Pries. (2012). Total Quality Management for Project
Management. Washington: The Press
http://asq.org/learn-about-quality/total-quality-
management/overview/overview.html