This document provides information about total quality management (TQM) principles and their implementation at Ihsan Yousaf Textile(PVT) Ltd. It discusses key TQM aspects like the Juran Trilogy of planning, control, and improvement. Ihsan Yousaf Textile implemented TQM through training, team development, quality committees, management systems, and annual improvement planning. This led to improved communication, teamwork, quality, sales and customer/employee satisfaction.

2. Presentation group members :-
Names Roll Number SR. No.
Pranit Patil 122916 43
Darshan Bhoite 122887 23
Atul Nagap 122909 39
Nikil Kamble 122903 34
Rahul Patil 122917 44
Nayan Jadhav 122896 28
Rakesh Huike 122894 27

3. Q
QUALITY
(Degree of
excellence a product
or service provided.)
M
MANAGEMENT
(Act, art or manner of handling,
controlling, directing, etc. )
T
TOTAL
(Made of the whole)

4. Total Quality Management
• TQM is the art of managing the whole to
achieve excellence.
• TQM is defined as both a philosophy and a set
of guiding principles that represent the
foundation of a continuous improving
organization.

5. • It is the application of the quantitative
foundation methods and human resources to
improve all the processes within an
organization and exceed customer needs now
and in the future.
• Brattain Ladd said that “Do the right thing
right the first time, every time”

8. Quality
•Quality means excellent product or service that
fulfills or exceeds the expectations.
• This expectation are bases on the intended use
and selling price.
•Quality has 9 different dimensions :-
1.) Performance
2.) Feature
3.) Conformance
4.) Reliability
5.) Durability
6.) Services
7.) Response
8.) Aesthetics
9.) Reputation

11. • LACK OF MANAGEMENT
COMMITMENT
• INABILITY TO CHANGE
ORGANIZATIONAL CULTURE
• IMPROPER PLANNING
• LACK OF CONTINUOUS
TRAINING & EDUCATON

12. • INCOMPATIBLE ORGANIZATIONAL STRUCTURE
AND ISOLATED INDIVIDUALS AND
DAPARTMENT
• INEFFECTIVE MEASUREMENT TECHNIQUES
AND LACK OF ACCESS TO DATA AND RESULTS

13. • PAYING INADEQUATE ATTENTION TO
INTERNAL AND EXTERNAL CUSTOMERS
• INADEQUATE USE OF EMPOWERMENT AND
TEAMWORK
• FAILURE TO CONTINUALLY
IMPROVE

14. Benefits of TQM
• Greater customer loyalty
• Market share improvement
• Higher stock prices
• Reduced service calls
• Higher prices
• Greater productivity

16. Leadership
• Leadership is the ability to influencing a group
towards achievement of goal.
• Leadership is the process of influencing and
supporting others to work enthusiastically
towards achieving objectives.

17. Characteristic of leader
• Leaders continually evaluate the customer’s
changing requirements.
• They empower , rather than control ,
subordinates.
• They emphasize improvement rather than
maintenance.
• They emphasize prevention.
• They train and coach , rather than direct and
supervise.

18. • They learn from problems.
• They continually try to improve
communication.
• They continually demonstrate their
commitment to quality.
• They choose the suppliers on the basis of
quality , not price.
• They encourage and recognize team
effort.

24. • Customer that satisfies will increase in
number, buy more, and buy more frequently.
• Satisfied customer also pay their bills
promptly, which greatly improves cash flow –
the lifeblood of any organization.
• The importance of customer satisfaction is not
only due to national competition but also due
to worldwide competition.

25. Customer Satisfaction Model

26. Who is the CUSTOMER ???....
There are two types of customer
1.) External customer
2.) Internal customer

27. Input from
external
supplier
Internal
Customer
Outputs to
external
customer
Customer /supplier chain

28. Customer Perception of quality
1. Performance – Fitness for use
2. Feature – Secondary characteristic of product
3. Warranty – Organizations public promise
4. Price
5. Reputation – Trusted brand name

29. Feedback
• Customer feedback must be continuously
monitored.
• Feedback enables the organization to : -
 Discover customer satisfaction.
Compare performance with the competition.
Identify customer needs.
Determine opportunities for improvement.

31. Employee involvement
• Employee involvement is one approach to
improving quality and productivity.
• Its use is contributed to the success enjoyed by
the Japanese in the world market place.
• It is the means to better meet the
organization's goals for quality and
productivity at all levels of the an
organization.

32. Achieving a motivated work force
Concepts to achieve a motivated work force are as follows : -
1. Know your employees
2. Know thyself
3. Establish a positive attitude
4. Share the goals
5. Develop interesting works
6. Communicated effectively
7. Celebrate success

33. Employee Wants…….
1. Interesting work
2. Appreciation
3. Good pays
4. Promotion
5. Good working conditions
6. Loyalty
7. Help with personal problems

34. Empowerment
• Empowerment is an environment in which
people have an ability, confidence and
commitment to take the responsibility and
ownership.
• To improve the process and initiate the
necessary steps to satisfy customer needs.

35. Benefits
• Improved morale
• Increased productivity
• Team cohesion
• Innovation

37. Supplier Relations
• One of the keys to obtaining high quality
products and service is for the customer to
work with suppliers in a partnering
atmosphere to achieve the same quality level
as attained within the organization.
• The better the suppliers quality, the better the
suppliers long term position because the
customers will have better quality.

38. • A supplier who is treated with courtesy,
honesty, and fairness will deliver a quality
product at the best price, will provide good
service, and will be responsive to emergency
situations and special requests.

39. PRINCIPLES OF CUSTOMER/SUPPLIER
RELATIONS :
1. Customer is responsible for providing the supplier
with clear and sufficient requirements.
2. Both the customer and supplier are fully
responsible for the control of quality.
3. Both the customer and supplier should sign a
contract with respect to quality, quantity, price,
delivery method, delivery time, and terms of
payments.

40. 4. The supplier is responsible for providing
the quality that will satisfy the
customer.
5. The customer and supplier should
establish in the contract by which they
can reach the amicable settlement of
any disputes that may arise

41. SUPPLIER SELECTION :-
Following questions must be answered before a
supplier selection :
1. How critical is the item to the design of
product or service ?
2. Does the organization have the technical
knowledge to produce the item internally ?
3. If not should that knowledge be developed ?
4. Are the suppliers who specialize in producing
the item ?

42. If the decision is taken to outsource
the item , following are conditions for
selection of suppliers :
1. Supplier can provide those raw material and
items required by purchaser and those items
or raw material supplied should meet the
specifications of quality .
2. Supplier has capability to produce the
amount of production needed or can attain
that capability .

43. 3. There is no danger of the supplier breaching
co-operate secrets .
4. The prices will be right and the delivery dates
can be met .
5. The supplier has an effective quality system
and improvement program such as ISO 9000.

45. CONTINUOUS IMPROVEMENT
• Continuous improvement is defined in
terms of increased customer satisfaction
as a result of higher quality products and
services.
• There is optimum utilization of resources
to achieve quality driven culture.

47. JURAN TRIOLOGY

48. PLANNING
1. Determining the customer needs.
2. Develop product / service features that
respond to customers needs , meet the
needs of organization and are
competitive.
3. Develop the process to develop the
product/service features.

49. CONTROLING
1. Determine items/subjects to be controlled
and their units of measure.
2. Determine what type of sensor or measuring
instrument is needed to be put in place to
measure the product or process.
3. Measure actual performance.
4. Compare actual performance goals.
5. Act on the difference.

51. PROBLEMS SOLVED THROUGH CONTINUOUS
IMPROVEMENT :
1. COMPLIANCE AND UNSTRUCTURED
PROBLEMS
2. EFFICIENCY
3. PROCESS DESIGN
4. PRODUCT DESIGN

53. TQM IMPLEMENTATION IN IYT
Ihsan Yousaf Textile(PVT) Ltd
• Training and education of staff
• Team development
• Quality committee to assure the quality
• Developing business management systems
• Annual plan setting agendas for improvement
to be achieved in up coming year

54. Outcome of TQM
• Improved communication
• Improved team work
• improved product or service quality,
• an increase in number of employees in
improved activities,
• increased sales, and improved both customer
and employees satisfaction.

55. Other Major TQM Initiatives In INDIA
Quality in HRD
Quality in marketing
Quality as service
Quality in manufacturing
Quality in hospitality