Total Quality Management (TQM) is an approach to managing an organization that aims to continuously improve processes and outcomes through a focus on quality and customer satisfaction. The key aspects of TQM include making quality and customer satisfaction a central goal, using data and metrics to drive continuous improvement, and empowering employees through a supportive culture and team-based problem solving. The goal of TQM is to "do the right things right the first time, every time" through prevention of errors and an ongoing commitment to improvement.

1. TOTAL QUALITY MANAGEMENT
Prepared by Dr.Evangeline, Assistant
Professor,Madras School of Social Work
1

2. Total Quality Management (TQM)
• Total - made up of the whole
• Quality - degree of excellence a product or
service provides
• Management - act, art or manner of planning,
controlling, directing,….
Therefore, TQM is the art of managing the whole
Therefore, TQM is the art of managing the whole
to achieve excellence
to achieve excellence.
2

3. What does TQM mean?
• Total Quality Management means that the
organization's culture is defined by and supports
the constant attainment of customer satisfaction
through an integrated system of tools,
through an integrated system of tools,
techniques, and training.
• This involves the continuous improvement of
organizational processes, resulting in high quality
products and services.
3

4. What’s the goal of TQM?
What’s the goal of TQM?
“Do the right things right the first time, every time.”
TQM is all managers leading and facilitating all
contributors in everyone’s two main objectives:
(1) total client satisfaction through quality products and
(1) total client satisfaction through quality products and
services; and
(2) continuous improvements to processes,
processes, systems,
systems,
people,
people, suppliers,
suppliers, partners,
partners, products,
products, and
and services
services.
.
4

5. Basic Beliefs of TQM
1. The customer makes the ultimate determination of quality(House
of Quality(QFD,Quality Function Deployment)Voice of the
Customer-Example).
2. Top management must provide leadership and support for all
quality initiatives.
3. Preventing variability is the key to producing high quality.
3. Preventing variability is the key to producing high quality.
4. Quality goals are a moving target, thereby requiring a commitment
toward continuous improvement(Kaizen).
5. Improving quality requires the establishment of effective metrics.
We must speak with data and facts not just opinions.
5

6. The three aspects of TQM
Counting
Customers
Counting
Customers
Tools, techniques, and training in their use
for analyzing, understanding, and solving
quality problems
Quality for the customer as a driving
6
Customers
Culture
Customers
Culture
Quality for the customer as a driving
force and central concern.
Shared values and beliefs, expressed by
leaders, that define and support quality.

7. Modern History of Quality Management
• Frederick W. Taylor wrote Principles of Scientific Management in 1911.
• Walter A. Shewhart used statistics in quality control and inspection, and showed
that productivity improves when variation is reduced (1924); wrote Economic
Control of Manufactured Product in 1931.
• W. Edwards Deming and Joseph M. Juran, students of Shewhart, went to Japan in
1950; began transformation from “shoddy” to “world class” goods.
• In 1960, Dr. K. Ishikawa formalized “quality circles” - the use of small groups to
eliminate variation and improve processes.
• In the late ‘70’s and early ‘80’s:
– Deming returned from Japan to write Out of the Crisis,
and began his famous 4-day seminars in the United States
– Phil Crosby wrote Quality is Free
– NBC ran “If Japan can do it, why can’t we?”
– Motorola began 6 Sigma
7

8. 1. Create constancy of purpose for improvement
2. Adopt a new philosophy
3. Cease dependence on mass inspection
4. Do not award business on price alone
5. Work continually on the system of production and service
6. Institute modern methods of training
7. Institute modern methods of supervision of workers
Deming’s 14 Points*
7. Institute modern methods of supervision of workers
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans, exhortations, and targets for the work force
11. Eliminate numerical quotas
12. Remove barriers preventing pride of workmanship
13. Institute a vigorous program of education and retraining
14. Take action to accomplish the transformation
8

9. PLAN
DO
The Deming Cycle or PDCA Cycle
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
Implement the change on
a small scale and measure
the effects
CHECK
ACT
Adopt the change as a
permanent modification
to the process, or
abandon it. Study the results to learn what
effect the change had, if any.
9

10. Elements for Success
• Management Support
• Mission Statement
• Proper Planning
• Customer and Bottom Line Focus
• Measurement
• Measurement
• Empowerment
• Teamwork/Effective Meetings
• Continuous Process Improvement
• Dedicated Resources
10

11. Total Quality Management
and Continuous Improvement
• TQM is the management process used to
make continuous improvements to all
functions.
• TQM represents an ongoing, continuous
• TQM represents an ongoing, continuous
commitment to improvement.
• The foundation of total quality is a
management philosophy that supports
meeting customer requirements through
continuous improvement.
11

12. Continuous Improvement versus
Traditional Approach
• Market-share focus
• Individuals
• Focus on ‘who” and “why”
• Customer focus
• Cross-functional teams
• Focus on “what” and “how”
Traditional Approach Continuous Improvement
• Focus on ‘who” and “why”
• Short-term focus
• Status quo focus
• Product focus
• Innovation
• Fire fighting
• Focus on “what” and “how”
• Long-term focus
• Continuous improvement
• Process improvement focus
• Incremental improvements
• Problem solving
12

13. Measurement
Measurement
Measurement
Empowerment/
Shared Leadership
Customer
Satisfaction
The Continuous Improvement Process
Measurement
Measurement
Measurement
Process
Improvement/
Problem
Solving
Team
Management
Satisfaction
Business
Results
. . .
13

14. Value-based Approach
• Manufacturing
Dimensions
– Performance
– Features
– Reliability
• Service Dimensions
– Reliability
– Responsiveness
– Assurance
– Reliability
– Conformance
– Durability
– Serviceability
– Aesthetics
– Perceived quality
– Empathy
– Tangibles
14