PPT Slides on TQM

1. Dr. Rajeev Babel, FCS

2.  Success of any organization depends on offering
quality products at competitive prices. All over
the world, it is being realized that quality
control be ensured through inspection and test
alone. Every department and individual has a
contribution to make in the achievement of
quality.
 Quality can be the most significant factor in
determining the long-run success or failure of
any organization. High quality of products can
give a competitive edge to an organization. On
the other hand, good quality generates satisfied
customers who reward the organization with
continued patronage and favourable word of
mouth advertising.

3.  TQM owes its genesis to the post-war research of
American management consultants, like Drs. Joseph
Juran and W. Edwards Dening who introduced
statistical control techniques to the Japanese during
Japan’s rebuilding period. Prior to the Word War II,
the Bell Telephone system was the leader in the early
modern history of quality control.
 In the Western Electric Company an inspection
department was created to support the Bell
Operating companies in the early 1990s. Quality
assurance was applied to design manufacturing and
installation. During the World War II, the US military
began using statistical sampling procedures and
imposing strict standards on suppliers. Thus,
statistical quality control became widely known and
was gradually adopted by other industries.

4.  Growth in consumer quality awareness has put a
greater strain on business. Consumer demands
and dynamic technological changes have opened
up new and highly competitive markets.
 The quality of goods and services can no longer
be taken for granted. The rapid growth of the
service sector has also introduced new
perceptions of quality management.
 Institutions, such as the Government, banks and
hospitals do not produce tangible goods. The
interaction between employees and customers is
much more critical in such organizations.

5.  As a result, the skills, attitudes and training
of service personnel affect the quality of the
services delivered. Information processing
represents a large component of the work
done by service organizations and poses
special quality considerations.
 Errors in computer billing, or airline and
hotel reservations are the results of poor
quality control of computer software and
data input systems.

6.  In view of globalization of markets, Governments
have begun to realize that quality is essential to
international trade and the national economy.
Therefore, public purchasing authorities have
been instructed to buy goods that conform to the
quality standards. Some time back, the European
Economic Community collectively established a
common set of quality standards known as ISO
9000. While ISO 9000-ISO 9003 series is a
reference for external quality assurance, ISO
9004 is for internal quality management. Taken
together these standards aim at achieving TQM.

7.  The lesson is that quality must not be viewed
solely from a technical point of view; a
significant emphasis must be placed on
managerial activities.
 We view the total quality system as
composed of two related systems-the
management system and the technical
system.

8.  The management system is concerned with
planning, organizing, controlling, and human
resources management processes relating to
quality assurance programs. Growing out of
human resources management are structures
for employee involvement and team
approaches to decision-making, quality
improvement, and problem solving.

9.  The important terms in this global view of
quality are system, process, structure, and
technique. A system, as we use it here, is the
interrelated set of plans, policies, processes,
procedures, people, and technology required to
meet the objectives of an organization.
 A process consists of policies, procedures, steps,
technology, and personnel needed to carry out a
significant segment of operations within an
organization. Usually, a process will cross several
organizational boundaries within an operating
unit and require coordination across those
boundaries.

10.  A structure is a formal or informal organizational
entity that is developed to perform a certain
process or set of tasks. A technique is a
systematic approach, procedure, and associated
technology required to carry out a task.
 Management must be aware of customer needs,
the capability of the company’s production
processes, and the financial implications of any
decision; in short, management must know how
all the components in the organization tie
together.

11.  Quality is the responsibility of everyone in
the organization, from the operators on the
production floor to the chief executive
officer. People, such as machine operators,
assembly line workers, ticket agents, nurses,
and waitresses are the craftspeople who
build quality into products and services.

12.  First-line supervisors must provide the
motivating climate for employees, direct
them in proper procedures, work together
with them to locate problems, and assist in
eliminating sources of error.
 Middle management must plan, coordinate,
execute, and monitor quality policy.
 Finally, top management must commit the
resources and provide the leadership
necessary to set the tone and carry out the
requirements of an ongoing dynamic quality
policy.

13.  The technical system involves the assurance
of quality in product design, planning and
design of manufacturing or service-
producing processes, and in the control of
incoming materials, intermediate production
and finished goods.
 These are included in the “Quality of Design
and Performance Process” block of given
Figure. To ensure conformance to the
requirements of the process or service, the
“Quality of Conformance Process” must be
developed.

14.  Statistical process control techniques and
sampling techniques are usually employed in
each of these areas for the identification of
quality problems and for controlling the
quality of production processes.
 Both the design and performance process and
the conformance process must be
coordinated and must work together.
Information transfer between the two
systems is necessary for effective problem
solving and quality improvement.

15.  Economic considerations and total quality
management play a crucial role in tying
together the management and technical
systems: New technologies, such as on-line
process control, automatic gagging, and new
analytical tools also present new
opportunities to both management and
technical personnel for quality assurance.

16.  Total Quality Management (TQM) is an approach
that organizations use to improve their internal
processes and increase customer satisfaction.
When properly implemented, it can lead to
decreased costs related to corrective or
preventative maintenance, better overall
performance, and an increased number of
satisfied and loyal customers.
 However, TQM is not something can happen
overnight. While there are a number of measures
that help organizations to quickly implement a
quality management system, there are some
underlying philosophies that the company must
integrate throughout every department of the
company and at every level of management.

17.  Whatever resources an organization uses, it should
remember these seven important principles of Total
Quality Management as a foundation for all their
activities.
 (i) Quality can and must be Managed: The first
step in the TQM process is to realize that there is
a problem and that it can be controlled. Many
companies believe that their operations are too large
to effectively manage the level of quality, which is
rendered untrue by TQM.
 (ii) Processes, not People, are the Problem: If a
process causes problems then the solution does
not lie in hiring new employees or in giving them a
lot of training sessions. The solution is that the
processes are to be corrected first then the people
can be trained on these new procedures.

18.  (iii) Don’t Treat Symptoms, Look for the Cure:
To fully reach your potential, a solution for
the problem has to be found. For example, if an
organization’s shipping department is lagging
behind, it could be because of the holdups in
manufacturing. Therefore, go the rout source to
correct the problem.
 (iv) Every Employee is Responsible for
Quality: Everyone in the company, from the
workers on the line to theupper management,
must realize that they have an important part to
play in ensuring high levels of quality in their
products and services. Everyone has a customer
to delight, and they must all step up and take
responsibility for that.

19.  (v) Quality must be Measurable: A quality
management system is only effective when
you can quantify the results. You need to see
how the process is implemented and if it has the
desired effect. This will help you set your goals
for the future and ensure that every department
is working to procedure the same result.
 (vi) Quality Improvements must be
Continuous: Total Quality Management is not
something that can be done once and then
forgotten. It is not a management “phase” that
will end after a problem has been corrected.
Real improvements must occur frequently and
continually in order to increase customer
satisfaction and loyalty.

20.  (vii) Quality is a Long-term Investment:
Quality management is not a quick fix.
TQM is a long-term investment, and it is
designed to help one find long-term success.
 Therefore, this kind of management style
can be a huge cultural change in a
organization. Hence, if one builds on a
foundation of quality principles, he will be
equipped to make this change and start
working towards real long-term success.