3. NAMES ROLL NO.
NIKITA KHARATMOL 50726
SANA MAKANDAR 50727
PRACHI MAKARE 50728
YASH MALHOTRA 50729
MAMTA MANKAR 50730
4. DEFINITION
A Management method relying on the cooperation
of all members of an organization. A Management
method that centers on Quality and on the long-
term success of the organization through the
satisfaction of the Customers, ass well as the
benefit of all its members and society.
“TQM is a process and philosophy of achieving
best possible outcomes from the inputs, by using
them effectively and efficiently in order to deliver
best value for the customer, while achieving long
term objectives of the organization”
5. CONCEPT OF TOTAL QUALITY
MANAGEMENT
The ultimate aims of quality system should
be to enable companies to share the benefits
sensibly and fairly among consumers,
employees, & shareholders to raise the
country’s standard of living, and to make life
better for the world as a whole.
8. Customers’
expectations for
the product or
service
is poor
Customers’
perceptions
perceptions of
Gap
Expectations >
the product or
service
Perceived quality
Customers’
expectations of
the product or
service
perceptions Customers’
perceptions of
Expectations =
the product or
service
Source: Slack et al. 2004
Customers’
expectations
for the product
Gap
or service
perceptions
Customers’
Expectations <
perceptions of the
expectations and their perceptions of the product or service
product or service
Perceived quality is
good
Perceived quality is governed by the gap between customers’
9. 3 MAIN PARTS OF TQM
Total Quality Management (TQM) process and
structure ca be divided in three parts as follows:
1.Total Employee Investment (TEI)
2.Just In Time/Waste elimination. (JIT)
3.Total quality control (TQC)
10. IMPLEMENTATION OF TQM
Introduction:
while implementing TQM in a company,
employee involvement carries very important
role. They will come together to solve pain areas
in the company. These pain areas are identified
together and solved. Systematic approach is to be
taken. There are several tool, which have to be
used by the team who will work on.
11. The Team
Team structure
The team contract
Training
Decision style
Methods of taking decision
Development of Vision and Mission
Steering committee
13. Lack of constancy of purpose to plan product and service that will have
a market and keep the company in business, and provide jobs.
Emphasis on short-term profits: short-term thinking (just the opposite of
constancy of purpose to stay in business), fed by fear of unfriendly
takeover, and by push from bankers and owners for dividends
Personal review systems, or evaluation of performance,
Mobility of management; job hopping
Use of visible figures only for management, with little or no
consideration of figures that are unknown or unknowable.
Excessive costs of liability.
14. 5 PILLARS OF TQM
TOTAL
POLICY
STANDARDIZATION
TRAINING
KAIZEN
16. One of the main tools used in TQM to analyze the root causes for a
problem is Ishikawa diagram or the fishbone diagram. This is a
simple graphical method to represent the problems and root
causes for those problems. One main advantage of this diagram
is the ability to show many levels of causes simultaneously. So it
can be used to get a full idea about the problem and to analyze it
fully.
17. CHARACTERISTICS OF SUCCESSFUL
TQM COMPANIES
The characteristics that are common to companies that
successfully implement TQM in their daily operations are as
follows:
Strive for owner/customer satisfaction and employee satisfaction.
Strive for accident-free jobsites .
Train extensively .
Work hard at improving communication inside and outside the company.
Use teams of employees to improve processes.
18. Involve subcontractors and suppliers in continuous improvement.
Strive for continuous improvement.
Use the principle of get it right, the first time, every time.
Understand that quality is a journey, not a destination.
Inspection of the process is as important as inspection of the
product Quality improvement.
20. OBSTACLES IN TQM
Many companies have started on the road to quality but failed to achieve
success due to several factors, these are listed as follows:
Lack of a formalized strategic plan for change.
Lack of a customer focus.
Poor inter-organizational communication.
Lack of employee trust in senior management.
Politics and turf issues.
Over dependence on computerized quality control.
Funding failure
No market research.
No testing of incoming materials.
21. MISCONCEPTION IN IMPLEMENTATION OF TQM
Every site is different.
Errors and delays are different.
It is typical jobsite problem
Its cost too much
22. ACKNOLEDGEMENT
As a group we would like to acknowledge
ICLE’S M.J college for
Giving us this opportunity to represent this
presentation.
We would like to thanks and acknowledge our
professor
TEJAL LONDHE , who helped us in guiding for
this presentation.
