Total Quality Management (TQM) is a philosophy that emphasizes customer focus, continuous improvement, and employee empowerment. It originated from Dr. Deming's work in Japan in the 1950s and was adopted by major Japanese companies like Toyota. TQM shifts organizational culture from an internal focus on rules and blame to open communication, problem solving, and cooperation. Successful TQM implementation requires integrating continuous improvement and customer focus throughout daily operations.

2. Total Quality Management
Doing things right…..
….FIRST time.

3.  TQM is a philosophy which applies equally to all parts of the
organization.
 TQM can be viewed as an extension of the traditional approach to
quality.
 TQM places the customer at the forefront of quality decision making.
 Greater emphasis on the roles and responsibilities of every member
of staff within an organization to influence quality.
 All staff are empowered.

4. HISTORY OF TQM
• Dr. W. Edwards Deming presented the idea of TQM in top
management (America) but they didn’t responded to his ideas.
• The Union of Japanese Scientists and Engineers (JUSE) invited Deming
to present his ideas .
• Deming's ideas became key of new management system in japan .
• Deming's ideas were introduced to companies like Sony, Nissan,
Mitsubishi and Toyota.

5. TQM & organizational Cultural Change
Traditional Approach
Lack of communication
Control of staff
Inspection & fire fighting
Internal focus on rule
Stability seeking
Adversarial relations
Allocating blame
TQM
Open communications
Empowerment
Prevention
External focus on customer
Continuous improvement
Co-operative relations
Solving problems at their roots

6. Joseph Juran
Kaoru Ishikawa
Philip Crossby

7.  Total employement
involvement
 Just in time
 Pdca

8.  The basic thinking is human being should not be considerd as robot or
machine.
 Organisation will be most effective if all employees work together to
achieve common goal.
 Kiazen : small improvement

9.  Lower inventory level
 Better labour utilizations
 Shorter production cycle time
 Manufacturing process is problem free

11.  Leadership
 Top management vision, planning and support.
 Employee involvement
 All employees assume responsibility for the quality of their work.
 Product/Process Excellence
 Involves the process for continuous improvement.

12.  Continuous Improvement
 A concept that recognizes that quality improvement is a journey
with no end and that there is a need for continually looking for
new approaches for improving quality.
 Customer Focus on “Fitness for Use”
 Design quality
 Specific characteristics of a product that determine its value in the
marketplace.
 Conformance quality
 The degree to which a product meets its design specifications.

13.  Successful Implementation of TQM
 Requires total integration of TQM into day-to-day
operations.
 Causes of TQM Implementation Failures
 Lack of focus on strategic planning and core
competencies.
 Obsolete, outdated organizational cultures.