Introduction to quality and total quality management

1. INTRODUCTION
TO QUALITY AND
TOTAL QUALITY
MANAGEMENT
• Prof Chamaru De Alwis
• University of Kelaniya
• Sr Lanka

2. LEARNING OUTCOMES
• At the end of this session, the student should be
able to
1. explain the background of the concept
'Quality'
2. define the term of 'TQM’
3. explain Basic Principles of TQM
4. explain components of TQM culture
5. describe the hard and soft aspect of the
TQM

3. LO 01 : QUALITY
AND TQM

4. QUALITY
• Customers ultimately define quality
• Prepare a list of items that you
consume with in last day/ week and
write down whether you are
satisfied or dissatisfied .
• Did you satisfy with all the
products ? If not, why ? What
are the reasons behind your
decision.
• Expectations
• Outcome
•

5. QUALITY
• In TQM, We have given propriety to
customer perception of the quality
• However, it is not limited to the Product
Quality
• Product Quality
• Process Quality
• Social Quality

6. QUALITY CAN BE DEFINED IN
DIFFERENT WAYS
Performance that
meets or exceeds
expectations.
Performance that
meets the customer’s
needs.
Consistently meeting
customer needs and
expectations.
Satisfying the customer
today and getting
better tomorrow.

7. THERE IS NO
UNIVERSALLY
ACCEPTED
DEFINITION OF
QUALITY,
There are number of
Similarities exist among the
definitions
Quality involves meeting
or exceeding customer
expectations.
◦ Quality applies to
products, services,
people, processes, and
environments.
Quality is an ever-
changing state (i.e., what
is considered quality
today may not be good
enough to be considered
quality tomorrow).

8. QUALITY IS A DYNAMIC
STATE ASSOCIATED WITH
PRODUCTS, SERVICES,
PEOPLE, PROCESSES, AND
ENVIRONMENTS THAT
MEETS OR EXCEEDS
EXPECTATIONS AND HELPS
PRODUCE SUPERIOR
VALUE.
Quality

9. DIFFERENT DEFINITIONS OF
QUALITY
1. Quality is defined as degree of excellence.
2. A quality process or product is fit for its purpose.
3. In manufacturing, a measure of excellence or a state of being free from
defects and deficiencies is called ‘quality.’
4. Garvin (1984) divides the definition of quality into five categories, including
product-based, user-based, and value-based.

10. QUALITY
• 5. According to Crosby (1979)
‘Quality is conformance to
requirements/specifications.’
• This is an ideal definition for quality
control
• 6. Deming stated that the defnition
of quality is ‘meeting or exceeding
customer expectations.’
• 7. According to Juran (1979)
‘Quality is a measure of fitness for
use.’

11. Copyright 2006 John Wiley &
Sons, Inc.
3-11
Fitness for
Consumer Use
Producer’s Perspective Consumer’s Perspective
Quality of Conformance
• Conformance to
specifications
• Cost
Quality of Design
• Quality characteristics
• Price
Marketing
Production
Meaning of Quality
MEANING OF QUALITY

12. THREE ELEMENTS OF THE
QUALITY
THE EXCELLENCE OF AN ORGANIZATION’S
QUALITY MANAGEMENT IS DETERMINED BY
THREE ELEMENTS
Three
Elements of
Quality
Product
Quality
Process
Quality
Social
Quality

13. PRODUCT QUALITY
THE DEGREE OF CONFORMITY OF A PRODUCT OR
SERVICE TO CUSTOMER REQUIREMENTS
(DEGREE OF SATISFACTION A PRODUCT OR SERVICE GIVES TO ITS
CUSTOMER)
Process Quality
The degree of economy with which a product or service can be
supplied
( effectiveness and efficiency of a series of jobs carried out to manufacture or
supply a product or service.)
Social Quality
The degree of the adverse effects of a product or service in manufacturing and use on third
parties, society and the environment
(Impact of factors such as noise, vibration, emission, pollution, etc. generated at the time
of production and use of a product or service on a third person, society or environment.

14. QUALITY, VALUE, AND
ORGANIZATIONAL EXCELLENCE
Organizations survive and grow in a globally competitive
marketplace by providing superior value to
customers.
To provide superior value to customers over long time
consistently –Firm must require to achieve
organizational excellence
Superior value has three basic elements:
superior quality, superior cost, and
superior service.

15. TOTAL QUALITY
MANAGEMENT

16. TOTAL QUALITY
The seat of the stool is customer
focus – (means with total quality the
customer is in the “driver’s seat” as
the primary arbiter of what is
acceptable in terms of quality).
Each of the three legs is a
broad element of the total
quality philosophy (i.e.,
measures, people, and
processes).
•Measures - the point that quality
can and must be measured.
•People - quality cannot be
inspected into a product or
service. Rather, it must be built in
by people who are empowered
to do their jobs the right way.
•Processes” – that must be
improved, continually and forever.

17. TOTAL QUALITY (BIG
Q): WHAT IT IS AND
HOW IT IS ACHIEVED.
• Comparativeness is the
driving force for TQM

18. LO 2 :
TRADITIONAL
WAY AND TQ
WAY

19. KEY ELEMENTS OF THE TOTAL QUALITY
Strategic based -
sustainable
competitive
advantage in the
marketplace.
Customer focus -
Internal and
External customers
Obsession with
Quality -“How
can we do this
better?” - to
satisfy internal and
external customer
Scientific
Approach - Soft
and Hard – Soft –
people
management,
Hard – Methods,
tool and
techniques
Long Term
Commitment -
Innovation vs
Kaizen
Teamwork – No
inter department l
conflicts

20. QUALITY CHAIN
• Throughout entire organization, in
each department, each office, there
are a series of internal suppliers and
customers. This is the quality chain
• This is the “Core of company wide
quality improvement”
• How can we observe series of
quality chain of suppliers and
customers

21. Continual improvement
of process – Sky is the
limit
Education and training
- To get maximum
contribution from
employees
Freedom through
control - Participative
design making,
ownership of the
decision, control
through empowerment
Unity of purpose - No
direction gap
between
management and
employees,
Employee Involvement
and Empowerment –
Ownership of the
decision, get support
from the closest person
to the problem
Peak Performance -
When effectively
practiced, total quality
allows every aspect of
an organization to
operate at peak levels.

22. LO 3 :
TRADITIONAL
WAY AND TQ
WAY

23. THE MAJOR DIFFERENCES BETWEEN THE
TRADITIONAL VIEW OF QUALITY AND THE TOTAL
QUALITY PERSPECTIVE:
Productivity versus quality.
• The traditional view - productivity and quality are always in conflict. You cannot have both.
• Total quality view - lasting productivity gains are made only as a result of quality improvements.
How quality is defined.
• The traditional view is that quality is defined solely as meeting customer specifications.
• The total quality view is that quality means satisfying customer needs and exceeding customer
expectations.
How quality is measured.
• The traditional view is that quality is measured by establishing an acceptable level of nonconformance
and measuring against that benchmark.
• The total quality view is that quality is measured by establishing high-performance benchmarks for
customer satisfaction and then continually improving performance.

24. CHAIN OF
REACTION

25. •The traditional view is that defects are an expected part of producing a product.
Measuring defects per hundred is an acceptable standard
•The total quality view is that defects are to be prevented using effective control systems
and should be measured in defects per million (Six Sigma).
Attitude toward defects.
•The traditional view is that quality is a separate function.
•The total quality view is that quality should be fully integrated throughout the
organization—it should be everybody’s responsibility.
Quality as a function.
•The traditional view is that employees are blamed for poor quality.
•The total quality view is that at least 85% of quality problems are management’s fault.
Responsibility for quality.
•The traditional view is that supplier relationships are short term and cost driven.
•The total quality view is that supplier relationships are long term and quality oriented.
Supplier relationships.

26. LO 04 : TQM
CULTURE

27. TQM REQUIRE CULTURAL CHANGE

28. LO 05 : HARD
AND SOFT TQM

29. HARD AND SOFT TQM

30. OBSTACLES TO TQM
Lack of
management
commitment
Inability to change
organization
culture
Improper planning
Lack of continuous
training and
education
Incompatible Org
structure & isolated
departments and
individuals
Ineffective
measurement
techniques
Paying inadequate
attention to
customers
Inadequate use of
empowerment and
teamwork
Failure to
continually
improve
5/11/2021
30

31. BENEFITS OF TQM
31
• Improve quality
• Employee participation and satisfaction
• Teamwork and Working relationships
• Customer satisfaction
• Productivity
• Communication
• Profitability and Market Share
5/11/2021

32. TQM
• Total Quality Management (TQM) is
enhancement to the traditional way of doing
business.
• Total:- Made up of whole or Involvement
of all levels in the organization
• Quality:-Degree of excellence a product or
service provides or Conformance
to agreed upon requirements
• Management:- Act, art or manner of
handling, controlling, directing

33. TQM
FRAMEWORK

34. THANK YOU