case study

1. Total Quality Management (TQM)
REVIEWED BY ADAMBARONE
UpdatedMar 6, 2019
What Is Total Quality Management (TQM)?
Total quality management (TQM) is the continual process of detecting and
reducing or eliminating errors in manufacturing, streamlining supply chain
management, improving the customer experience, and ensuring that employees
are up to speed with training. Total quality management aims to hold all parties
involved in the production process accountable for the overall quality of the final
product or service.
TQM was developed by William Deming, a management consultant whose work
had a great impact on Japanese manufacturing. While TQM shares much in
common with the Six Sigma improvement process, it is not the same as Six
Sigma. TQM focuses on ensuring that internal guidelines and process standards
reduce errors, while Six Sigma looks to reduce defects.
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What's Total Quality Management?
Understanding Total Quality Management
Total quality management (TQM) is a structured approach to overall
organizational management. The focus of the process is to improve the quality of
an organization's outputs, including goods and services, through continual
improvement of internal practices. The standards set as part of the TQM
approach can reflect both internal priorities and any industry standards currently
in place. Industry standards can be defined at multiple levels and may include
adherence to various laws and regulations governing the operation of the
particular business. Industry standards can also include the production of items
to an understood norm, even if the norm is not backed by official regulations.
Primary Principles of Total Quality Management
TQM is considered a customer-focused process and aims for continual
improvement of business operations. It strives to ensure all associated
employees work toward the common goals of improving product or service
quality, as well as improving the procedures that are in place for production.

2. [Important: Special emphasis is put on fact-based decision making, using
performance metrics to monitor progress. High levels of organizational
communication are encouraged for the purpose of maintaining employee
involvement and morale.]
Industries Using Total Quality Management
While TQM originated in the manufacturing sector, its principles can be applied to
a variety of industries. With a focus on long-term change over short-term goals, it
is designed to provide a cohesive vision for systemic change. With this in mind,
TQM is used in many industries, including, but not limited to, manufacturing,
banking and finance, and medicine.
These techniques can be applied to all departments within an individual
organization as well. This helps ensure all employees are working toward the
goals set forth for the company, improving function in each area. Involved
departments can include administration, marketing, production and employee
training.
Key Takeaways
 Total quality management (TQM) is the continual process of detecting and
reducing or eliminating errors in manufacturing, streamlining supply chain
management, improving the customer experience, and ensuring that
employees are up to speed with training.
 The focus of the process is to improve the quality of an organization's
outputs, including goods and services, through continual improvement of
internal practices.
 Total quality management aims to hold all parties involved in the
production process accountable for the overall quality of the final product
or service.

6. Total Quality Control
A process oriented approach to quality control
management
Click here for the Japanese version of TQC.
"Total Quality Control is a thought revolution in management", Kaoru
Ishikawa.
Dr. Ishikawa`s definition of quality control:
"To practice quality control is to develop, design, produce and service a
quality product which is most economical, most useful and always satisfactory
to the consumer. To meet this goal, everyone in the company must participate
in and promote quality control, including top executives, all divisions, within
the company and all employees."
For full details on Dr. Kaoru Ishikawa, click here.
To engage in quality control means to:
1. Make total quality control the foundation of your business process.
2. Focus full scale efforts on the control of cost, price and profit.
3. Control quantity - amount of production and stock
Total Quality Control is a continual process
Quality standards must be continually reviewed, revised and improved.
Dr. Deming`s research forms the cornerstone of Japan`s adoption of Total
Quality Control post World War Two. Dr. Deming introduced the cycle of
design, production, sales and market research which is to be followed by
another cycle that begins with redesign based on the experience obtained
from the previous cycle. In this way, quality improves continuously.
"What this approach suggests", states Dr. Ishikawa, is that the manufacturer
must always be keenly attentive to consumer requirements, and the opinions
of consumers must be anticipated as the manufacturer establishes his own
standards. Unless this is done, QC cannot achieve its goals, nor can it assure
quality to consumers."
For details on the Continuous Improvement Process, click here.

7. For details on Lean 5s, an essential tool for quality management, click here.
The Total Quality Control Process
P-D-C-A
1. Plan
Determine goals and targets
Determine Standardized work procedures
2. Do
Education and Training - work standards and technical standards must be
taught. Workers must be mentored and encouraged to do their best.
According to Mr. Yamauuchi, former Managing Director of Toyota Motor
Corporation, "in order to practice the standards perfectly, workers must know
the true meaning and value of each standard – not only in theory. They must
have the skill and knowledge to put it into practice." He also states that, " The
role of the supervisor is a very important one. Education and training to
supervisors is essential. We create standards based on the supervisor`s skill
and knowledge; with the benefits for the company in mind."
Implement Work
Mr. Yamauuchi asserts that "Motivation is Key! Unless we have vitalized front
line workers, we cannot be successful. They are the ones who actually
produce the product and the profit. Our job in management, is to make them
energized. Sometimes, implementation of work standards is not enough. The
operators may carry out the work sequence and standards but feel some
uneasiness – this is the time for them to suggest kaizen. The key: create a
working environment where workers can suggest improvements. Work
standards must be followed, but once workers realize that a particular
standard is not enough, it is the time for kaizen. When there is a need for
Kaizen, supervisors must be able to improve the work sequence or fix the
abnormality."
Dr. Kaoru Ishikawa says "I repeat once more. Standards and regulations are
always inadequate. Even if they are stricktly followed, defects and flaws will
appear. It is experienc eand skill that make up for inadequacies in standards
and regulations."
For the full interview with Mr. Yamauuchi on motivation in the workplace &
Kaizen, click here.

8. 3. Check
InspectionIt is the supervisor`s duty to check and confirm the standards have
been put into practice exactly. When problems occur, check every possible
angle, focus on each process.
4. Action
Take appropriate action.
This the blueprint of Total Quality Control.
TQC vs. TQM - what`s the difference?
TQC
 Emphasis is placed on the process and continuous process
improvement.
 Total participation is required. Employees are encouraged to generate
ideas and implement them.
 It is flexible - processes and methods can be easily changed.
 The target is not absolute - good for a changing market.
 Downside: Sometimes the end result is very different from the original
target - employees tend to lose sight of the goal because they are too
focused on the process.
TQM
 Emphasis is placed on the target and achieving the target as soon as
possible.
 The system is simple and straight-forward.
 Information delivery is accurate.
 The process is considered after the goal has been established.