Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. This presentation illustrates: - The definition of TQM - TQM's system and its assumptions and approaches - The "Standard" definition - The TQM principles - The fourteen points of Deming - The TQM approaches - What makes TQM insufficient - The causes of poor quality * For business possibilities, feel free to contact me.

1. Total Quality Management.
MOHAMED ABOGAZIA
SEP 2017

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The definition

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The TQM definition
•Total Quality Management (TQM) is a comprehensive and
structured approach to organizational management that
seeks to improve the quality of products and services
through ongoing refinements in response to continuous
feedback.

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Analyzing the three words, we have:
•Total-- Make-up of the whole
•Quality-- Degree of excellence a product or service provides
•Management-- Act, art, or manner of handling, controlling,
directing etc.

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The system

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The concept of system.
•It is not documenting internal organizational processes
which are repeatedly performed in such a way as to gain
certification from an external validating body.

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The definition:
•A set of detailed methods, procedures and routines created
to carry out a specific activity, perform a duty, or solve a
problem.

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The definition cont.:
•An organized, purposeful structure that consists of
interrelated and interdependent elements (components,
entities, factors, members, parts etc.). These elements
continually influence one another (directly or indirectly) to
maintain their activity and the existence of the system, in
order to achieve the goal of the system.

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The assumption of the system:
•A number of more or less interrelated elements each of
which contributes to the maintenance of the total system.
•Synergy, in that the totality of the system is greater than the
sum of its component elements.
•A boundary, which delineated the system and which may be
open, partially open or closed in relation to exchanges
between the system and its environment.

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The assumption of the system cont.:
•sub-systems, comprising interrelations between particular
elements within the total system and which themselves
have the characteristics of a system.
•a flow or process throughout the system.
•feedback, which serves to keep the system in a state of
dynamic equilibrium with respect to its environment.

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The System approach to the productive process.

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Quality management systems:
•Vision: refers to the future desired state, the situation which
is being sought.
•Mission: represents a series of statements of discrete
objectives, allied to vision.
•Strategy: comprises the sequencing and added specificity of
the mission statements to provide a set of objectives which
the organization has pledged itself to attain

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Quality management systems cont.:
•Values: serve as a source of unity and cohesion between the
members of the organization and also serve to ensure
congruence between organizational actions and external
customer demands and expectations.
•Key issues: these are issues which must be addressed in
pursuit of the quality which is demanded by customers to
meet their needs and expectations.

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To sum up,
•The quality system can be looked
at as a system which provides a
high quality of activities
incorporating TQM philosophy,
principles and concepts and which
creates added value to every
aspect of an organization.

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The standard

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The definition of the standard:
•In essence, a standard is an agreed way of doing something.
It could be about making a product, managing a process,
delivering a service or supplying materials. standards can
cover a huge range of activities undertaken by organizations
and used by their customers.

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The standard.
•Standardization is the basis of continuous improvements.
•Standardization only is not sufficient. It may take a while
before the standard methods for control and prevention of
defects are in fact practiced by everybody they concern.
•Communication and motivation is the basis for everybody to
practice the standardized methods and is also the basis for
everybody trying continuously to improve existing
standards.

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The standard cont.
•There is no reason to try to find better methods before the
existing know-how is being used by everybody it concerns.

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Quotes about the standard.
•“There can be no improvement where there are no
standards.”
•“The entrance to quality improvement is standardization.”

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The TQM principles

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1
Primary responsibility for product
quality rests with top management.
Management should create an
organizational structure, etc.

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2
Quality should be customer focused and
evaluated using customer-based
standards.

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3
The production process and work
methods should be designed consciously
to achieve quality conformance.

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4
Every employee is responsible for
achieving good product quality.

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5
Quality cannot be inspected in a product,
so make it right the first time.

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6
Quality should be monitored to identify
problems quickly and correct quality
problems immediately.

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7
The organization should strive for
continuous improvement.

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8
Companies should work with their
suppliers and extend TQM programs to
them to ensure quality inputs.

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The 14 points of Deming.

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Whois
Deming?
Engineer Statistician
Professor
Author
Lecturer
Management
consultant
The father of the quality

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1
Create and Publish the Aims and
Purposes of the Organization.

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2
Learn the New Philosophy.

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3
Understand the Purpose of Inspection.

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4
Stop Awarding Business Based on Price
Alone.

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5
Improve Constantly and Forever the
System.

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6
Institute Training

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7
Teach and Institute Leadership.

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8
Drive out Fear, Create Trust, and Create a
Climate for Innovation.

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9
Optimize the Efforts of Teams, Groups,
and Staff Areas

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10
Eliminate Exhortations for the Work
Force.

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11a
Eliminate Numerical Quotas for the Work
Force.

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11b
Eliminate Management by Objective.

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12
Remove Barriers That Rob People of
Pride of Workmanship.

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13
Encourage Education and Self-
Improvement for Everyone.

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14
Take Action to Accomplish the
Transformation.

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The TQM approaches.

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1
A committed and involved management
should provide long-term top-to-bottom
organizational support.

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2
An unwavering focus on customers, both
internally and externally.

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Source of
customer input
Internal
customers
Safety Quality Manufacturing
Sales/
marketing
Top
management
External
customer
The end
user
Regulatory
agencies
Dealers
supplier
s
An internal customer is any member of
your organization who relies on
assistance from another to fulfill her job
duties, such as a sales representative.
An external customer is
someone who uses your
company's products or services
but is not part of your
organization.

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3
Effective involvement and utilization of
the entire work force.
• Changing behavior is the goal. People should come to work not
only to do their jobs but also to think about how to improve
their jobs.

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4
Continuous improvement of business and
production process.

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5
Treating suppliers as partners. On an
average, 40% of the sales dollars are the
purchase of product or service.
(SQD department).

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6
Establish performance measures for the
processes.

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Inefficient?

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1
Lack of Management Commitment.

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2
Inability to Change Organizational
Culture.

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3
Improper Planning.

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4
Lack of Continuous Training and
Education.

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5
Incompatible Organizational Structure
and Isolated Individuals and
Departments.

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6
Ineffective Measurement Techniques and
Lack of Access to Data and Results.

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7
Paying Inadequate Attention to Internal
and External Customers.

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8
Inadequate Use of Empowerment and
Teamwork.

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9
Failure to Improve Continually.

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The excuses of poor quality.

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You will often hear the following sentences.
•We have done our best but it is not possible to improve the
quality further.
•You cannot make an omelet without breaking eggs.
•We must live with a certain number of failures.

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The conclusion.
•You must not think of developing new methods before you
have succeeded in communicating and applying the known
methods. This philosophy is the “basic method for the
improvement of quality”.

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This presentation prepared and
conducted by:
Eng. Mohamed Abogazia

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References:
• [1] Shewhart, Walter A. (1931). Economic Control of Quality of Manufactured Product. New York: D. Van Nostrand Company.
ISBN 0-87389-076-0
• [2] Dr. Edwards Deming (2000). Out of the Crisis. MIT Press, Centre for Advanced Engineering Study.
• [3] Mikel Harry and Richard Schroeder (2000). Six Sigma The Breakthrough Management Strategy Revolutionizing The World’s
Top Corporation.
• [4] James P Womack and Daniel T Jones (1996). Lean Thinking. Simon & Schuster. ISBN 0-684-81035-2
• [5] Taiichi Ohno (1988). Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0-915299-14-3
• [6] Shigeo Shingo (1990). Modern Approaches to Manufacturing Improvement: The Shingo System. Productivity Press, ISBN 0-
915299-64-X
• [7] Kaoru Ishikawa (1976). Guide to Quality Control. Asian Productivity Organization, UNIPUB. ISBN 92-833-1036-5