Here I included all perspectives of total quality management. Especially helpful for B. Pharm, M Pharm & Pharm D students. The table of content is : [1] Introduction [2] History [3] Objectives [4] Principles [5] Philosophies of TQM [6] Elements of TQM [7] Benefits [8] Barriers in successful TQM It may also help in semester exams of students. It gives basic framework knowledge to the students

1. Vagesh Verma
M Pharm Pharmaceutics 1 sem
Guru ghasidas vishwavidyalaya Bilaspur
Chhattisgarh
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2. [1] Introduction
[2] History
[3] Objectives
[4] Principles
[5] Philosophies of TQM
[6] Elements of TQM
[7] Benefits
[8] Barriers in successful TQM
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3. T = Total (overall)
Q = Quality (fitness for purpose)
M = Management (involves directing &
controlling)
TQM is a management approach which involves all
employes and also customer for contineuous
improvement in products and customer satisfaction.
Plan
TQM Do
Act
Study
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4. 1. PLAN:
Managers must evaluate the current process and make plans
based on any problems they find
2. DO (implementing the plan) :
During the implementation process managers should document
all changes made and collect data for evaluation.
3. STUDY:
The data are evaluated to see whether the plan is achieving the
goals established in the plan phase.
4. ACT:
The best way is to communicate the results to other members in
the company and then implement the new procedure if it has
been successful.
Note that this is a cycle; the next step is to plan again, we need
to continue evaluating the process, planning, and repeating the
cycle again.
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5.  The need for improved product quality emerged in
the 1980s, when it became apparent that the
United States was logging behind some industrial
countries, most notably Japan, in the area of
product quality.
 Many of the tools and techniques that were used
to identify quality problems and take corrective
action.
 The exact origin of the term “total quality
management” is uncertain.
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6.  It is almost certainly inspired by Armand V.
Feigenbaum’s multi-edition book Total
Quality Control and Kaoru Ishikawa’s
“What is Total Quality Control? The
Japanese Way”.
 It may have been first coined in the United
Kingdom by the Department of Trade and
Industry during its 1983 “National Quality
Campaign”
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7. I. To provide high quality drug product to patients
II. Process improvement
III. Defects prevention
IV. Helping teams to make better decisions
V. Continuous improvement to process systems,
people suppliers, partners, products and services
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8. p
Quality
oriented
managment
Contineuous
improvement
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Satisfy the
customer
Satisfy the
supplier

9. • Management should inspire and motivate the entire
workforce
• Communication strategy, method and timeliness must
be well defined to be followed by the entire workforce.
• The mission and vision should balance the needs of the
company and customers.
• Top management should act as the main driver for TQM
and create an environment that ensures its success.
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10.  Satisfaction is basically physiological state,
 Satisfaction is a function of total experience with
organization.
 The research gives ten domains of satisfaction
includes: Quality, value, timeliness, efficiency, ease of
access, environment, inter-departmental team work,
commitment to the customer and innovation.
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11. External suppliers: A company must look to satisfy
their external suppliers by providing them with clear
instructions and requirements and then paying them fairly
on time.
Internal suppliers: A supervisor must try to keep his or
her workers happy and productive by providing good task
instructions, the tools they need to do their job and good
working conditions. The supervisor must also reward the
workers with praise and good pay.
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12.  Continuous improvement means that small,
incremental improvement that occurs on a regular basis
will eventually add up to vast improvement in quality.
 The quest for quality is a never ending process in which
people are continuously working to improve the
performance, speed and number of features of the
product or service.
Improvement – 5 ways:
increase resources,
reduce errors,
meet expectations of downstream customers,
make process safer,
make process more satisfying to the person doing.
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13. {1} Dr. Joseph Juran
He believes that quality there are no shortcut of quality, it
is neither an accidental not it happens overnight. Quality
must be planned.
Aspects of Dr. Joseph Juran:
1. Quality planning
2. Quality control
3. Quality improvement
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14. {2} Dr. W. Edward Deming
He is well known for the work that he carried out in Japan
in the field of quality.
1. Adopt anew policy a transformation of the style of
management
2. Create purpose of continuous improvement in product
and services
3. Morden methods for training the employs
4. Breakdown barriers between department
5. Create a structure of organization which allows every one
to work towards transformation 14

15. {3} Philip B. Crosby
1. The definition of quality is to conformation
requirements.
2. The system to be used is preventive of errors
3. The performance standard is zero defect
4. Measurement is based on cost of quality. 15

16. I. Foundation
i. TQM is built on a foundation of ethics, integrity
and trust.
ii. It fosters openness, fairness and sincerity and
allows involvement by everyone.
iii. This is the key to unlocking the ultimate potential of
TQM.
iv. These three elements move together.
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17. 1. Ethics –
i. Ethics is the discipline concerned with good and bad
in any situation.
ii. It is a two-faceted subject represented by
organizational and individual ethics.
iii. Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work.
2. Integrity
i. Integrity implies honesty, morals, values, fairness, and
adherence to the facts and sincerity.
ii. The characteristic is what customers (internal or
external) expect and deserve to receive.
iii. People see the opposite of integrity as duplicity.
iv. TQM will not work in an atmosphere of duplicity.
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18. 3. Trust
i. Trust is a by-product of integrity and ethical conduct.
ii. Without trust, the framework of TQM cannot be built.
iii. Trust fosters full participation of all members.
iv. Trust is essential to ensure customer satisfaction.
II. Bricks
4. Training
i. Training is very important for employees to be highly
productive.
ii. Supervisors are solely responsible for implementing
TQM within their departments, and teaching their
employees the philosophies of TQM.
iii. During the creation and formation of TQM, employees
are trained so that they can become effective
employees for the company.
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19. 5. Teamwork
i. With the use of teams, the business will receive
quicker and better solutions to problems.
ii. Teams also provide more permanent
improvements in processes and operations.
6. Leadership
i. Leadership in TQM requires the manager to
provide an inspiring vision, make strategic
directions that are understood by all .
ii. For TQM to be successful in the business, the
supervisor must be committed in leading his
employees.
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20. III. Binding Mortar
7. Communication
i. It binds everything together.
ii. Communication means a common understanding
of ideas between the sender and the receiver.
iii. The success of TQM demands communication
with and among all the organization members,
suppliers and customers.
IV. Roof
8. Recognition
As people are recognized, there can be huge changes
in selfesteem, productivity, quality and the amount of
effort exhorted to the task at hand.
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21.  Improvement of quality
 Employee participation
 Team work
 Working relationship
 Customer satisfaction
 Employee satisfaction
 Productivity
 Communication
 Profitability
 Market share
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22. (1) Lack of understanding of the TQM concept.
(2) Absence of visible support from senior and top management.
(3) Many layers of existing organization structure.
(4) Poor internal communication.
(5) Heavy workloads.
(6) Nature of organization.
(7) Lack of adequate education and training.
(8) Limited resources.
(9) Irregularity of the meetings.
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