This document discusses the concepts and principles of Total Quality Management (TQM). It outlines the evolution of quality practices from an initial focus on high production during World Wars to the development of quality systems in Japan and the United States. Key contributors to TQM are identified, including W. Edwards Deming who is considered the founder of the quality movement. Deming's 14 principles for TQM implementation are also summarized. The document then overviews the main ideas of a TQM approach including systems thinking, customer focus, management participation, and employee involvement. Various techniques for implementing TQM are listed.

1. TOTAL QUALITY MANAGEMENT Quality is ever improving

2. Quality “No two people have talked to anywhere agree precisely how to define quality”. Lloyd Dobbins and Clare Crawford-Mason Quality in the workplace has gone beyond creating a better-than-average product at a good price, and now refers to achieving increasingly better products and services at progressively more competitive prices; this includes doing things right the first time, rather than making and correcting mistakes.

3. Evolution First world war demanded, high production and same quality. Second world war formed American Society for Quality Control. But it was not USA which started the whole Idea of TQM. Japan was the master of quality factor.

4. Evolution

5. Contribution W. Edwards Deming Worker Involvement Founder of Quality movement. Glorious Deming Prize :1951 Homer Sarasohn Statistical process control Joseph Juran The Quality Control Handbook Quality Triology Kaoru Ishikawa Quality Circles

6. Deming’s 14 Principles Create constancy of purpose for improvement of product and service. Adopt the new philosophy. Cease dependence on mass inspection. End the practice of awarding business on price tag alone. Constantly and Forever improve the system of production and Service. Institute modern methods of training on the job. Institute leadership

7. Deming’s 14 Principle Drive out fear Break down the barriers between staff areas Eliminate slogans, exhortations and targets for the workforce Eliminate numerical quotas Remove barriers to the pride of workmanship Institute a vigorous program of education and training Take action to accomplish the transformation

8. TQM Approach Documentation and setting of measurable objectives Obtain Corrective action using TQM Executes process and collects information Analysis the information.

9. Supplier, Customer continuous improvement interface Voice of Producer People Plant and machinery material methods Environment Voice of Producer

10. TQM: the main Ideas Systems Approach Cultural system Technological system Management system The Tools of TQM A Focus on customers The Role of Management Employee Participation

11. Implementation Identification and preparation Management understanding Scheme for improvement Critical analysis

12. Techniques Customer’s perception surveys Quality function deployment Cost of quality statement Top team workshop Total quality seminars Departmental purpose analysis Quality training Improvement action team Quality circles Suggestion schemes Help calls Visible data Process management Statistical process control Process capability analysis Fool proofing Just in Time Manufacturing Business Process Reengineering Quality Improvement Team

13. Model

14. Thank You