UNDERSTANDING TQM...NEXT LEVEL FROM THE CAMPUS LEARNING.

1. …tqm5pillars…
ganessanv@gmail.com
http://tqm5pillars.yolasite.com/
PRESENTATION BY
venkatachalam ganessan
Bangalore

2. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

3. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
your career.

4. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Upon completion of this seminar…
…you will be able to…
…demonstrate an understanding of the
basic TQM concepts
…identify TQM as one of the proved ways
for building and sustaining a culture
committed to continuous improvement for
developing your skills and for moving the
organisation, you select, into the future.

5. TQM-CAMPUS TO CAREER REV 05/JAN 11
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The TQM way…

6. HALF-DAY SEMINAR
TQM-CAMPUS TO CAREER REV 05/JAN 11
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BASIC CONCEPTS
AWARENESS PROGRAMME

7. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TQM…?

8. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TQM… TQM…TQM
Many organisations
are implementing TQM concepts.
Most of them are benefited from TQM,
implemented with
full commitment,
continuously.
They prove the success through their
excellent performance results
and the awards.
Many others start discussing about TQM…

9. SOME OF THE BENEFITS OF TQM…
PROVED THROUGH FACTS AND FIGURES…
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
IMPROVED PROCESSES
IMPROVED QUALITY OF PRODUCTS / SERVICES
IMPROVED CUSTOMER SATISFACTION
REDUCTION IN NEW PRODUCT DEVELOPMENT TIME
REDUCTION IN MANUFACTURING COST
REDUCTION IN INVENTORY AND WASTES
IMPROVED PERFORMANCE RESULTS
IMPROVED EMPLOYEE SATISFACTION
HIGHER EMPLOYEE MORALE etc…etc…etc…

10. TQM-CAMPUS TO CAREER REV 05/JAN 11
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AGENDA
Introduction – What is quality?
What is Total Quality?
Why TQM ?
TQM basic five pillars and the
foundation - concepts
Discussion
Conclusion / Feedback

11. YOUR
CAMPUS
TQM-CAMPUS TO CAREER REV 05/JAN 11
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What are the
objectives of
your institution?

12. TQM-CAMPUS TO CAREER REV 05/JAN 11
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CAMPUS – HOLISTIC DEVELOPMENT
OF AN INDIVIDUAL
THRO’
•ACADEMIC EXCELLENCE
•PERSONAL SKILLS
•INTER-PERSONAL SKILLS
•SOCIETAL SKILLS
•PROFESSIONAL COMPETENCE

13. TQM-CAMPUS TO CAREER REV 05/JAN 11
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SO…YOU WILL BE LOOKING FOR …?
FURTHER
STUDIES
A CAREER
A JOB

14. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Let us look into…
A CAREER…
not a job.

15. TQM-CAMPUS TO CAREER REV 05/JAN 11
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…A CAREER…
What are the objectives of a
business house...?

16. TQM-CAMPUS TO CAREER REV 05/JAN 11
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CAREER – not just a job…
Participation, involvement,
Commitment and contribution…
In the holistic development
Of a business and for a happy life…
Thro’
•Personal skills
•Inter-personal skills
•Business excellence
•Global competence
•Service to society

17. TQM-CAMPUS TO CAREER REV 05/JAN 11
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C2C…
MEET THE CHALLENGES…
…Challenges of the changing times…?

18. TQM-CAMPUS TO CAREER REV 05/JAN 11
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C2C…
What sort of additional
knowledge and skills
are expected in your career,
to meet the challenges
of the changing times?

19. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Not much…!!!
CAPABILITY
to apply the
knowledge and skills for the
growth of the organisation,
IN A
focused,
systematic and
committed manner
WITH
additional continuous learning
for upgrading
your knowledge and skills
Do you have the capability….?

20. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Do you have the capability….?
I am not sure…?
Fair
Good
Very good
…

21. Do you have the capability….?
Will you be happy, if you are rated as GOOD…?
TQM-CAMPUS TO CAREER REV 05/JAN 11
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Yes…I have the capability.
I can definitely
give GOOD performance…
Will your top management team be happy,
if you are rated as GOOD…?

22. Will your organisation be happy, if you are rated as GOOD…?
TQM-CAMPUS TO CAREER REV 05/JAN 11
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GOOD OR VERY GOOD
are not adequate any more, in the
competitive world…
Your organisation
will expect you to give
EXCELLENT
performance
in all your efforts to show
EXCELLENT
results
in all areas you work.
You can succeed in your
career only if you are
EXCELLENT.

23. TQM-CAMPUS TO CAREER REV 05/JAN 11
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…you MUST participate with
other team members and
contribute in an
EXCELLENT way,
continuously, for the
organisation’s success
in the competitive environment
and also for
your own success
in your career…

24. GGOOOODD EXCELLENT
1 2 3 4 5
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
So… you have to move from
GOOD to EXCELLENT …
so that,
You can contribute well for your organisation’s
EXCELLENT results in all areas…
WWhhyy EEXXCCEELLLLEENNCCEE??

25. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Why Excellence?
CEO
“We want excellent outcomes for our customers.
We want an excellent reputation for our organisation and
the team.
We want to know we have done the absolute best
we can for our customers.
We want to make the world a better place.
We want to make a difference.”

26. TQM-CAMPUS TO CAREER REV 05/JAN 11
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How to change?
How to improve the performance?
How to win the competition?

27. TQM-CAMPUS TO CAREER REV 05/JAN 11
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There are various ways
to change and
to achieve excellence.
How to decide?

28. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Do not re-invent the wheel.
Decide to follow
any one method,
which is a
proved one.

29. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TQM / TPM / TPS / LEAN MANUFACTURING
AND
SIX SIGMA / CMMI
ARE SOME OF THE PROVED WAYS
WITH SIMILAR CONCEPTS AND
OBJECTIVES.

30. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
Total productive maintenance
aims at maximizing equipment
effectiveness and uptime throughout the
entire life of the equipment and
continuos improvement in all processes
in the organisation.

31. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
Toyota Production System
is a generic process
management philosophy derived
mostly from Toyota, Japan.

32. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
LM
A management philosophy focusing on
reduction of the seven wastes
(waiting, over-production, over-processing,
defects, motion, inventory
and transportation)
in the organisation.
By eliminating waste, quality is
improved, and production time and cost
are reduced.

33. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
SIX SIGMA
A methodology and set of tools used to improve
quality to less than 3.4 defects per million
(99.997% accuracy).
Six Sigma tools are developed by taking
inspiration from traditional Quality Control,
TQM, and TPM etc.

34. TQM-CAMPUS TO CAREER REV 05/JAN 11
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WHY (99.997% accuracy)…?
What would it mean if organizations achieved 99.9% quality?
based on 1991 data.
22,000 checks would have been deducted
from the wrong bank accounts per hour.
12 babies would have been given to the wrong parents
each day (4,380 during 1991).
Two plane landings would have been unsafe at
O'Hare International airport, Chicago, per day.
20,000 incorrect drug prescriptions would have been
written during the year.
107 incorrect medical procedures would be performed per day.
THANKS…Gabel, N. 1991. Is 99.9% good enough? Training
Magazine (March).USA

35. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
CMMI
Capability Maturity Model Integration
is a process improvement approach that
provides organizations with the essential
elements of effective processes.

36. TQM /
TPM / TPS / LEAN MANUFACTURING / SIX SIGMA / CMMI
Let us see in detail…
TQM-CAMPUS TO CAREER REV 05/JAN 11
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What is…
TQM…?

37. TQM-CAMPUS TO CAREER REV 05/JAN 11
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to begin with…a brief history of TQM

38. TQM-CAMPUS TO CAREER REV 05/JAN 11
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SOME OF THE GURUS OF QUALITY & TQM
DDrr.. WWaalltteerr AA.. SScchheewwhhaarrtt
DDrr.. WW.. EEddwwaarrddss DDeemmiinngg
DDrr.. KKaaoorruu
IIsshhiikkaawwaa
PPhhiilllliipp BB.. CCrroossbbyy
MMaassaaaakkii IImmaaii
DDrr.. JJoosseepphh MM.. JJuurraann

39. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM
1925 Dr. Walter A. Schewhart
of Bell Telephone Labs, USA, introduces
statistical process control techniques.
1950 Japan’s economy was shattered after WWII.
The Union of Japanese Scientists and Engineers
(JUSE) invited Dr. W. Edwards Deming,
student of Schewhart, to give lectures,
several times, in Japan.
The need for change – felt by all.

40. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM
1950s
Joseph Juran followed Deming to Japan.
He emphasized the role of all employees in quality
management.
In addition, Juran published Quality Handbook, in 1950,
which became the standard reference book on quality,
world-wide.

41. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM
1960s
Kaoru Ishikawa
initiated Company-wide Quality Control.
…quality does not only mean the quality of product, but also
of after sales service, quality of management, the company
itself and the human life.

42. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM
1970s
Phillip Crosby,
developed a framework for Total Quality Control.
Focus is zero defects, or DO IT RIGHT THE FIRST TIME.
…quality as conformance to the requirements
based directly on customers' needs.

43. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM
By 1980, American corporations were in a near panic
as the Japanese were selling products in the United States
for a price far less than American products.
NBC aired a special television report,
"If Japan Can, Why Can't We?"

44. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM.
1980s
USA begins to accept Deming’s
approach to continuous improvement
TQC (TQM) concepts are recognised
worldwide.

45. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM.
1980 – 1990…
TQC was considered a fad by many business
leaders. MANY FAILED…because of poor
understanding, poor training and poor
implementation.
Succeeded by most others with full commitment by
top management team, clear understanding of the
concepts, proper training for all the members and
continuous efforts by all.

46. TQM-CAMPUS TO CAREER REV 05/JAN 11
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History of TQM.
1996
English term changed from TQC to TQM
……mmoovveedd bbeeyyoonndd mmaannuuffaaccttuurriinngg iinnttoo
sseerrvviiccee,,
hheeaalltthhccaarree,,
eedduuccaattiioonn aanndd
ggoovveerrnnmmeenntt sseeccttoorrss..
2000s

47. TQM-CAMPUS TO CAREER REV 05/JAN 11
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Total Quality Management
is practiced world-wide today.
In some organisations, the term TQM is not
used
but the concepts are used for achieving
excellent results.

48. TQM-CAMPUS TO CAREER REV 05/JAN 11
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49. TQM-CAMPUS TO CAREER REV 05/JAN 11
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In 1980s
Internal market
Sellers’ market
In 1990s
Global markets
Buyers’ market
Now…?
INDIVIDUAL CUSTOMER’S QUALITY REQUIREMENTS…!?

50. TQM-CAMPUS TO CAREER REV 05/JAN 11
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You want to buy…
If you are a
customer…
What sort of products
will you expect?

51. TQM-CAMPUS TO CAREER REV 05/JAN 11
I…f tyqomu 5apreil laars…
customer….
You will expect the BEST in
Product Quality +… +… +…!!!
You will look for…
•Good quality PRODUCT
•+ Competitive…
…features
…performance
…price
•+ Good service from the staff / shop keeper
•+ Your expectations met
•+ Your usual brand / known good brand
•+ Prompt Delivery
•….etc.

52. “…quality does not only mean the quality of product,
but also of after sales service, quality of management,
the company itself and the human life.” ISHIKAWA
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL QUALITY…
PRODUCT QUALITY + SERVICE QUALITY + Productivity,
Quality,
Cost,
Delivery,
Safety,
Health,
Environment,
Morale
PROCESSES
?

53. TQM-CAMPUS TO CAREER REV 05/JAN 11
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PRODUCT
QUALITY

54. TQM-CAMPUS TO CAREER REV 05/JAN 11
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PRODUCT QUALITY
Performance - main characteristics of the
product/service
Aesthetics - appearance, feel, smell, taste
Special Features - extra characteristics
Conformance - how well product/service conforms
to customer’s expectations
Reliability - consistency of performance
WHAT IS SERVICE QUALITY…?

55. TQM-CAMPUS TO CAREER REV 05/JAN 11
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CUSTOMER FOCUS IN ALL ACTIVITIES
PROMPT SERVICE TO CUSTOMERS
TELEPHONE ETIQUETTE
RESPONSE TO CUSTOMER CALLS,
ENQUIRIES & COMPLAINTS
CUSTOMER RELATIONS
UNDERSTANDING CUSTOMER NEEDS
& EXPECTATIONS
CORRECT, TIMELY INFORMATION TO
CUSTOMERS
SERVICE QUALITY

56. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PRODUCT QUALITY…
TOTAL QUALITY… SERVICE QUALITY…
+……………………….
+……………………….
+
……………………….et
c

57. WHAT IS TQM…?
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TQM
is an effort for continuous improvement of
all PROCESSES, PRODUCTS AND SERVICES thro’
Improvement in
Productivity,
Quality,
Cost,
Delivery,
Safety,
Health,
Environment,
Service and
Morale
through
Team work and Total Employee Involvement,
to achieve
Customer Satisfaction, Customer Loyalty and
Performance Results.
PQCDSHESM

58. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL QUALITY…
WELL ESTABLISHED EXCELLENT QUALITY OF PRODUCTS AND SERVICES IN ALL AREAS
WELL ESTABLISHED EXCELLENT PROCESSES IN ALL AREAS

59. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TOTAL QUALITY…
HIGH QUALITY…?
RIGHT QUALITY…?

60. BREAK
GLASS
TQM-CAMPUS TO CAREER REV 05/JAN 11
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HIGH QUALITY…!!
“So, your uncle is an
TO OPERATE
FIRE ALARM
efficiency expert
at the fire department?”
“ Not any more.”
BREAK
GLASS
“ Why? What happened?”
TO OPERATE
FIRE ALARM
“ He always looks for HIGH quality.
He put the best quality unbreakable
glasses in the fire alarm boxes.”

61. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

62. …tqm5pillars…
What are the activities
in an organisation…? AN INDUSTRY
CEO DEPARTMENTS
Product Design and development
Process Engineering
Production
Quality Assurance
Marketing
Service
Purchase
Finance management
HRD / Admin.
TQM-CAMPUS TO CAREER REV 05/JAN 11

63. TQM-CAMPUS TO CAREER REV 05/JAN 11
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How should
these departments
and members
function for
the success of your organisation?
YOU ARE HERE

64. Departments and members should function to…
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
…achieve the results planned…so that…
☻ Customers should be happy
☻ The employees should be happy
☻ Top management should be happy…
☻ …

65. TQM-CAMPUS TO CAREER REV 05/JAN 11
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One way of achieving the results….
☻The TQM way

66. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TOTAL QUALITY MANAGEMENT
IN ALL ACTIVITIES
OF THE ORGANISATION
MANAGING FOR THE
ASSURANCE OF TOTAL QUALITY
QUALITY IN ALL DEPARTMENTS
PROCESSES IN ALL DEPARTMENTS

67. TQM-CAMPUS TO CAREER REV 05/JAN 11
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TOTAL QUALITY MANAGEMENT
QUALITY CONTROL
QUALITY ASSURANCE
QUALITY MANAGEMENT

68. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
QQUUAALLIITTYY CCOONNTTRROOLL
……bbaassiicc ooppeerraattiioonnaall
tteecchhnniiqquueess aanndd aaccttiivviittiieess
tthhaatt aarree uusseedd ttoo ffuullffiillll tthhee
rreeqquuiirreemmeennttss ffoorr qquuaalliittyy..

69. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
QQUUAALLIITTYY AASSSSUURRAANNCCEE
…… ssyysstteemmaattiicc aanndd ppllaannnneedd
aaccttiioonnss wwhhiicchh aarree nneecceessssaarryy ttoo
pprroovviiddee aaddeeqquuaattee ccoonnffiiddeennccee tthhaatt
aa pprroodduucctt oorr sseerrvviiccee wwiillll ssaattiissffyy
tthhee ggiivveenn rreeqquuiirreemmeenntt ffoorr
qquuaalliittyy..

70. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
QQUUAALLIITTYY MMAANNAAGGEEMMEENNTT
…… ssyysstteemmaattiicc sseett ooff ooppeerraattiinngg
pprroocceedduurreess wwhhiicchh iiss ccoommppaannyy
wwiiddee,, ddooccuummeenntteedd,, iimmpplleemmeenntteedd
aanndd mmaaiinnttaaiinneedd wwhhiillee eennssuurriinngg
tthhee ggrroowwtthh ooff bbuussiinneessss iinn aa
ccoonnssiisstteenntt mmaannnneerr..

71. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WHY TQM…?
A change in culture

72. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WHY TQM…?
Employee authority through empowerment
rather than enhancing management authority.
TQM is revolving around HR principles –
mainly – RESPECT FOR HUMANITY.
A change in culture
A change in culture

73. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WHY TQM…?
Improving the "System" instead of
Holding Employees Responsible
for organizational failure and problems.
A change in culture.
Employer: "In this job we need someone who is responsible."
Applicant: "I'm the one you want.
On my last job, every time anything went wrong, they said
they said I was responsible."

74. TQM
Focus on
Customer Satisfaction
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Traditional
Mission
Management
Customer
Requirements
Long and short term,
Consistent
Open, encourages
employee input
Coach, remove barriers,
build trust
Highest priority,
identify and understand
A change in culture

75. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
ALL FUNCTIONS AND
ALL MEMBERS
WORK AS A TEAM

76. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
FEATURES OF TQM
TQM IS FOR HAPPINESS
TQM is for customer satisfaction -
CUSTOMER’S HAPPINESS
ON THE PRODUCT OR SERVICE

77. TQM-CAMPUS TO CAREER REV 05/JAN 11
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CUSTOMER - INTERNAL
AND
EXTERNAL

78. INTERNAL & EXTERNAL CUSTOMERS…
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
From the time your organization
starts producing its product or service
to the time you deliver it to your external
customer, the product or service being changed
for consumption goes through an internal chain of
events.
In that chain, everybody is
a customer, a producer and a supplier.

79. FINAL
OUTCOME
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
The victory or the satisfaction of the external customer
depends on how well
THE INTERNAL CUSTOMER, PRODUCER & SUPPLIER
have performed in the chain of events represented
in a relay race.
All Customers should be HAPPY

80. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
DDrr.. WW.. EEddwwaarrddss DDeemmiinngg

81. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
All members should function in such a way
that they achieve the results, so that…
☻ the organisation team members
should be HAPPY -
to make the product / give service and
sell the product / service.
customers should be HAPPY –
while using the product or service
☻

82. …tqm5pillars…
☻HAPPINESS…!
How do you define it?
TQM-CAMPUS TO CAREER REV 05/JAN 11

83. …tqm5pillars…
☻HAPPINESS…!…?
THE JUDGE:
“I notice that in addition to stealing
this money, you took a lot of
valuable jewelry.”
“Yes your honour,
said the prisoner cheerfully.
“You see, my mother taught me from
childhood that money alone
does not bring Happiness.”
TQM-CAMPUS TO CAREER REV 05/JAN 11

84. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HAPPINESS
FOR THE BUSINESS CUSTOMERS-Product
Quality
Price
Service Quality

85. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HAPPINESS FOR THE CUSTOMERS-One
way of achieving
the customer satisfaction and
also the results…
☻The TQM way

86. …tqm5pillars…
☻The TQM way
TQM-CAMPUS TO CAREER REV 05/JAN 11

87. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
FOUNDATION

88. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
POLICY
DEPLOYMENT
DAILY WORK MANAGEMENT
TOTAL
EMPLOYEE
INVOLVEMENT
KAIZEN
STANDARDISATION
LEARNING

89. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
LEARNING

90. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
LEARNING

91. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
LEARNING
Training plan / Skill Inventory
Need based - functional and
general competency training
In-house and external training
Internal and external faculty
On the job / on error training
Audit and review systems
Training feed back and assessment
Systems

92. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
POLICY
DEPLOYMENT

93. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT

94. FUNCTIONAL RESPONSIBILITIES…
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TToopp MMaannaaggeemmeenntt
PPoolliiccyy DDeeppllooyymmeenntt
MMiiddddllee mmaannaaggeemmeenntt
PPrroocceessss MMaannaaggeemmeenntt
SSttaattiissttiiccaall PPrroocceessss CCoonnttrrooll
WWoorrkkmmeenn aanndd ssttaaffff
DDaaiillyy MMaannaaggeemmeenntt
IImmpprroovveemmeenntt tteeaammss

95. POLICY DEPLOYMENT
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POWERFUL AND EFFECTIVE
PLANNING AND COMMUNICATION SYSTEM
TO MOVE TOWARDS
THE MISSION AND VISION OF THE
ORGANISATION.
Plans are of little importance, but planning is essential.
– Winston Churchill
Plans are nothing; planning is everything.
– Dwight D. Eisenhower

96. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT
DEFINE THE GOALS AND OBJECTIVES
FOR THE YEAR IN ALL FUNCTIONS
OF MANAGEMENT
RETAINMENT – adherence to
existing systems and standards
IMPROVEMENT – quality
improvement over existing standards
BREAKTHROUGH – innovation in
the processes, products and services

97. POLICY DEPLOYMENT
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY ( GOALS ) MANAGEMENT….
HOW TEAM MEMBERS WILL WORK IN A TQM ORGANISATION?
THIS WAY…? THIS WAY…?

98. POLICY DEPLOYMENT
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY ( GOALS ) MANAGEMENT….HOW?
UNCLEAR GOALS.
NON- PRIORITISING.
NO OWNERSHIP.
RESULT ORIENTED.
PLAN-DO-PLAN-DO.
CLEAR DIRECTION OF THE
ORGANISATION.
PROCESS ORIENTED.
QUALITY CONSCIOUS.
INDIVIDUAL OWNERSHIP IN
CONTINUOUS IMPROVEMENT.
PLAN-DO-CHECK-ACTION-PLAN-…

99. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT IS
A MANAGEMENT FUNCTION.
PD IS ROTATING
PDCA CYCLE ( DEMING CYCLE )
EFFECTIVELY, TO ACHIEVE
THE TARGETS ( POLICY GOALS )
OF THE BUSINESS.

100. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PDCA CYCLE

101. POLICY DEPLOYMENT
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PDCA WAS STRUCTURED BY
Dr. DEMING.
Practicing PDCA collectively,
by all the members of the
organisation, to plan & achieve
policy goals, is
POLICY DEPLOYMENT.

102. IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN..
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PDCA CYCLE
PLAN
DO
SELECT A PROBLEM /
PROJECT.
PLAN - WHAT RESULTS
ARE TO BE ACHIEVED
AND HOW THE
PROCESS
SHOULD BE, TO
ACHIEVE THE RESULTS.
CONDUCT
TRAINING
AND
COMMUNICATE
THE PLANS TO
ALL MEMBERS
CONCERNED
AND THEN
IMPLEMENT.
TAKE CORRECTIVE ACTIONS
AND PREVENTIVE
ACTIONS, IF THE RESULTS
AND PROCESSES ARE
NOT AS PER PLAN.
IF REQUIRED, REVISE
THE PROCESS.
ACTION
CHECK
CHECK THE RESULTS
AND ALSO THE PROCESS
TO BE AS PER THE PLAN.

103. STUDENT’S PDCA FOR IMPROVING LEARNING SYSTEM
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PLAN
ACTION
CHECK
DO
•ATTEND ALL CLASSES FOR
ACTIVE LISTENING IN CLASS…
100%
•PLANNING AND ALLOCATING
TIME FOR STUDIES …
3 HRS/DAY
•IMPROVE RESULTS BY 25%
•IMPLEMENT
ALL ACTIVITIES
AS PER PLAN
DISCUSS WITH TEACHERS,
PARENTS AND
STUDENTS TEAM FOR
FURTHER IMPROVEMENTS OF
PROCESS AND RESULTS
STUDY THE RESULTS ACHIEVED…
• DID MY PLAN WORK WELL?
• ANY IMPROVEMENTS IN RESULTS?
• DID I FOLLOW THE PROCESS AS PER PLAN?
• DO I HAVE TO IMPROVE THE PROCESS
& RESULTS?
POLICY DEPLOYMENT
IMPROVE FURTHER THRO’…PDCA…AGAIN AND AGAIN..

104. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
THE PDCA CYCLE…
…should always be used when making
any improvement in the process.
…should always be used when solving
problems.
…is used to ensure that
improvements and problem solving are
performed in a structured, systematic and
disciplined manner.

105. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PDCA WAS STRUCTURED BY
Dr. DEMING.
All of us are practicing it very capably in
managing several requirements of ours
individually at home…?!
Practicing PDCA collectively,
by all the members of the organisation,
to achieve policy goals, is
POLICY DEPLOYMENT.

106. LAST YEAR
PERFORMANCE
AND GAPS
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT PROCESS:
Policy
Objectives
For the year
CUSTOMER
FEED BACK
ECONOMY/
INDUSTRY
REGULATIONS COMPETITOR
ACTIVITIES
AND PLANS
MD/ BOARD
FEEDBACK
REPORTS
VISION /
MISSION /
5 YEAR PLAN

107. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT
How to document policy goals
and deployed objectives?
ONE METHOD…
X – MATRIX FORMAT.

108. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

109. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
POLICY DEPLOYMENT PROCESS:
It is a systematic,
team-oriented process
which starts at the top and
cascades down
throughout the organisation,
to communicate the annual goals
companywide and to plan the
activities of every
department/section
to achieve the goals.

110. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
KAIZEN

111. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAIZEN

112. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
APPLYING
KAIZEN
CONCEPTS
HELPS IN
WASTE ELIMINATION,
PROBLEM SOLVING
AND CONTINUOUS IMPROVEMENT
IN ALL AREAS
MASAAKI
IMAI

113. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAI ZEN
““cchhaannggee ffoorr bbeetttteerr””

114. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Kaizen is the philosophy of continuous
improvement by all the employees in an
organization so that they perform their tasks
a little better each day.
Kaizen is starting each day with the principle
that all activities can always be improved.

115. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAIZEN IMPROVEMENTS ARE WITH MINIMUM
INVESTMENT. WITH TEAM’S IDEAS.
PART OF DAILY MANAGEMENT.
MAJOR, BREAKTHROUGH IMPROVEMENTS ARE
WITH BIG INVESTMENT. LINKED TO POLICY.

116. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAIZEN
Continuous improvement
involving everyone
in the organisation,
in all areas,
in all activities
and elements of
activities.
Individual efforts
and Team efforts for
PQCDSHESM improvements.
ATTENTION TO DETAILS…IS THE FOCUS

117. …tqm5pillars… KAIZEN
PQCDSHESM IMPROVEMENTS…?
PRODUCTIVITY – OUTPUT / INPUT
QUALITY- QUALITY OF PRODUCT
COST- WASTE ELIMINATION, EXPENSES REDUCTION
DELIVERY- RIGHT QUANTITY, ON TIME, EVERY TIME,
RIGHT PLACE
SAFETY- SYSTEMS, ADHERENCE
HEALTH – HEALTH OF ALL MEMBERS AND
SARROUNDING SOCIETY
ENVIRONMENT – WITHIN THE CAMPUS
AND SARROUNDING AREAS
SERVICE- SERVICE QUALITY POINTS
MORALE- LEARNING, ATTITUDE,
TEAM WORK, DISCIPLINE…
…WITHOUT
COMPROMISING
CUSTOMER
SATISFACTION,
EMPLOYEE
SATISFACTION
AND BUSINESS
HOW TO IMPROVE…? RESULTS.
ANY METHOD…?
TQM-CAMPUS TO CAREER REV 05/JAN 11

118. …tqm5pillars… KKaaiizzeenn IImmpprroovveemmeennttss……
Ask "WHY ?” five times for Kaizen.
……EEXXAAMMPPLLEE……??
TQM-CAMPUS TO CAREER REV 05/JAN 11
WHY ?
WHY ?
WHY ?
WHY ?
WHY ?

119. …tqm5pillars… KKaaiizzeenn
Ask "WHY ?" five times
• FOR KAIZEN IMPROVEMENTS
All problems can be solved by
asking ‘WHY’ minimum 5
TQM-CAMPUS TO CAREER REV 05/JAN 11
times…
Find out the root cause for
problems and mistakes.
Standardise the results and
improve further.

120. …tqm5pillars… Ask "WHY ?" five times KKaaiizzeenn
MAKING A MISTAKE IS ACCEPTABLE.
BUT SAME MISTAKE SHOULD NOT BE
TQM-CAMPUS TO CAREER REV 05/JAN 11
REPEATED.
LEARN FROM MISTAKES.
COMMUNICATE TO OTHERS ABOUT A
MISTAKE, SO THAT THEY WILL AVOID.
TRY TO AVOID MAKING MISTAKES.
HOW?

121. …tqm5pillars… KAIZEN
TQM-CAMPUS TO CAREER REV 05/JAN 11
POKA-YOKE
(MISTAKE PROOFING)
is eliminating
the possibilities of
making
inadvertent errors.
CHECKLIST
PURCHASE
OF
PARTS

122. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAIZEN
 PART OF DAILY WORK MANAGEMENT
ACTIVITIES OF WORKMEN AND STAFF
 INDIVIDUAL AND TEAM TARGETS AND
PERFORMANCE MEASURES
 MONITORING AND REVIEW SYSTEMS
THRO’ VCS
 REWARD SYSTEMS FOR PROBLEM
SOLVING AND IMPROVEMENTS

123. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… Problem…?

124. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
KAIZEN
CONTINUOUS IMPROVEMENT THROUGH…
o solutions for day-to-day problems
o improvements in the existing
systems and standards -
even if the present systems
are working well
What is a problem…?

125. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Problem…?
Do you have problems…

126. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
…and the problem is…!
“ I never take any problem home
from the office. ”
“ I don’t either. Mine is usually
waiting for me at the house. ”

127. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PROBLEM SOLVING…
WHAT ABOUT MAJOR PROBLEMS
RELATED TO SYSTEMS IMPROVEMENTS
AND
PROBLEMS AND
IMPROVEMENT POINTS
IDENTIFIED THROUGH
POLICY DEPLOYMENT…?
Small day-to-day problems –
solved through KAIZEN.

128. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
How to define the Problem…?
Ask…
What is the current situation?
What would you like it to be?
Collect data on what is happening.
Determine :
what, when, where, and
how much impact / opportunity loss to the company,
for one year, …if the problem is not solved now.
DO NOT BLAME ANYBODY.

129. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Problems…visible and hidden.
CUSTOMER COMPLAINTS ,
FIELD FAILURES AND
OTHER IDENTIFIED PROBLEMS
UN-IDENTIFIED SEVEN TYPES OF WASTES

130. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Problems…visible and hidden.
“ I am sick and tired of visiting our plants to hear nothing but
great things about Quality and cycle time –
and then visit customers who tell me of all problems.”
John Akers, Chairman, IBM
Newsweek – June 10, 1991

131. …tqm5pillars…
How to SELECT the Problem…?
PRIORITISE IF MORE PROBLEMS WERE IDENTIFIED.
How to prioritise…?
Issues linked to Policy
Goals,
Customer complaints /
requirements,
Safety requirements,
Health / Environment
requirements
Any new issues from Govt.
etc…are first priority
areas.
TQM-CAMPUS TO CAREER REV 05/JAN 11

132. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Problems…visible and hidden.
If you are not able to identify problems and
if no adequate data available…
all concerned members join,
do brainstorming and
list all problems and then identify a few problems
which are to be taken up on priority.
OR
collect data for a period of
one to three months,
depending on the nature of problem
and then
identify and prioritise problems.

133. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Problem solving…
is an effort to fill the gap between
the actual and the desired target.
TAKE COUNTER MEASURES…
Corrective action to reduce
difference
between plan and actual.
TAKE PREVENTIVE ACTIONS…
Action to standardise the results for
good results in the future and to prevent
repetition of bad results in future.

134. PROBLEMS SHOULD BE SOLVED BY TEAMS
IN A STRUCTURED APPROACH AND
SYSTEMATIC WAY,
IN A TQM COMPANY
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PROBLEM SOLVING
USING
TQM TOOLS AND
TECHNIQUES.

135. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TQM TOOLS & TECHNIQUES
BRAIN STORMING
DATA COLLECTION
7 QC TOOLS
M 7 TOOLS
FLAG DIAGRAM
RADAR CHART
etc.

136. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
7 QC TOOLS
1. CHECK SHEET
2. PARETO DIAGRAM
3. CAUSE AND EFFECT DIAGRAM
4. GRAPH & CONTROL CHART
5. SCATTER DIAGRAM
6. STRATIFICATION
7. HISTOGRAM

137. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
M 7 TOOLS
1. AFFINITY DIAGRAM
2. MATRIX DIAGRAM
3. PROCESS DECISION PROGRAM
CHART
4. MATRIX DATA ANALYSIS
5. RELATIONS DIAGRAM
6. ARROW DIAGRAM
7. TREE DIAGRAM

138. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
DAILY WORK MANAGEMENT

139. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
DAILY WORK MANAGEMENT

140. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Daily Work Management
Daily Work Management
is the system that provides the ability to
manage
departments,
functions, and
processes,
wherein routine processes are
defined, standardized, controlled, and
improved continuously by the
process owners.

141. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
DAILY WORK MANAGEMENT
MANAGING DAY TO DAY ACTIVITIES…
BY PROVIDING…
VCS FOR already standardised processes…
for
Recording, Monitoring, Updating, Controlling, Analysing
and Improving…
VCS-VISUAL CONTROL SYSTEMS

142. CONDUCT DAILY STAND UP MEETINGS IN EACH
SECTION, BEFORE START OF WORK.
DISCUSS BASED ON VCS. DECIDE ACTION PLANS.
PREPARE 3W1H ACTION PLANS AND CIRCULATE.
CHECK/FOLLOW UP ACTIONS DECIDED EARLIER.
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
DAILY WORK MANAGEMENT
MANAGING DAY TO DAY ACTIVITIES…
Use VCS in relevant areas.
Use VCS for every person’s objectives and measures.
Fix responsibility for maintaining and updating each VCS.
Have review system and audit system to discuss VCS data.
Form teams for continuous improvement in each area.
VCS-VISUAL CONTROL SYSTEMS

143. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
VCS - Depicting
Daily management activities,
the processes and
improvements.
Display along the Gangway in
the departments / sections.

144. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
VCS - Depicting
Daily management activities,
the processes and
improvements.
Display along the Gangway in
the departments / sections.

145. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
VCS - Flow Charts depicting the processes
and KAIZEN improvements

146. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5 BASIC PILLARS OF TQM
STANDARDISATION

147. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION

148. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION
To retain the gains achieved thro’
improvement activities.
The process which helps the team
members to know how to perform
their tasks.
The base for improvement activities.

149. …tqm5pillars… STANDARDISATION
Definition of Standard…
A set of defined activities,
when NOT FOLLOWED,
may result in a
defect or error.
TQM-CAMPUS TO CAREER REV 05/JAN 11

150. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION
procedure / process
INPUT
RAW MATERIALS /
INGREDIENTS
PROCESS
ACTIVITIES / STEPS OUTPUT
FINISHED PRODUCTS/
FOOD

151. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION
PROCEDURE / PROCESS
IDENTIFY THE GAPS AND
NVA ACTIVITIES IN THE
STANDARD PROCEDURES
TO IMPROVE THE PROCESSES
AND THEN STANDARDISE AGAIN.

152. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION
Standardisation…
…saves time and efforts.
…the base for improvement activities.
…helps to retain the gains achieved thro’
improvement activities.
TRAINING TO ALL FOR USING STANDARDS

153. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
STANDARDISATION
SOME EXAMPLES OF STANDARDS…?
WHAT WILL HAPPEN
WITHOUT STANDARDS…?

154. STANDARDISATION
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SERVICE MANUAL,
CORPORATE IDENTITY MANUAL,
RECRUITMENT MANUAL,
PERFORMANCE APPRAISAL MANUAL,
REVIEW ORGANISATION EXAMPLES…?
& AUDIT SYSTEMS MANUAL,
CHARTS,
PROCESS FLOW CHARTS,
CHECK LISTS,
ISO 9000:2008 SYSTEMS, etc.

155. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
USE
STANDARDISED
PRESENT
SYSTEM
STANDARDISATION
IDENTIFY
PROBLEMS /
IMPROVEMENT
AREAS
STANDARDISE
NEW SYSTEM/
TRAIN ALL THE
MEMBERS
SOLVE
PROBLEMS
AND
IMPROVE

156. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Who is very important
in an organisation?

157. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HOW MANY KEYS…?

158. CCEERRTTIIFFIICCAATTEE
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABLABLALABLABLA
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABLAABLABLABLA
NNXXRRXXYYXXNNXX
BLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLABLABBLABLABLA
BLABLABLABLABLABLABLABLA
BLABLABLABLABLABLABLABLABLABLABLA
BLABLABLABLA. B BL- ABLABLA –BLA
BLA. BLA. BLA
18CT
GOLD
PLATED

159. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL
INVOLVEMENT

160. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL EMPLOYEE INVOLVEMENT
is a MUST to achieve TQM.
The ultimate success of an organization
depends on how it manages its
HUMAN RESOURCE.
IT IS NECESSARY TO REINFORCE
PEOPLE’S POSITIVE ASSETS.

161. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL EMPLOYEE INVOLVEMENT
is a MUST to achieve TQM…
INCLUDING
ALL IMPROVEMENT ACTIVITIES.

162. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL EMPLOYEE INVOLVEMENT
AND ALSO,
INVOLVEMENT OF
EXTENDED PARTNERS…
SUPPLIERS
DEALERS
TRAINING AGENCIES
PARENTS –FOR EDUCATIONAL INSTITUTIONS
etc…
is a MUST to achieve TQM…
THROUGH ALL
IMPROVEMENT ACTIVITIES.

163. IMPROVEMENT TEAMS
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TOTAL INVOLVEMENT
QUALITY CONTROL CIRCLES
SMALL GROUP ACTIVITIES
CROSS FUNCTIONAL TEAMS
PROJECT TEAMS
TASK FORCES

164. …tqm5pillars… IMPROVEMENT TEAMS
FOCUS ON CREATIVITY
TQM-CAMPUS TO CAREER REV 05/JAN 11

165. …tqm5pillars…
QC CIRCLES
Voluntary,
From same or similar job functions,
Meet regularly,
Identify, analyse, discuss and solve
work related problems.

166. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PROBLEM SOLVING
BY TEAMS

167. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
PROBLEM SOLVING BY TEAMS
4 TO 6 MEMBERS PER TEAM.
VOLUNTARY TEAMS
QUALITY CIRCLES
WORKMEN AND STAFF, FROM SAME OR SIMILAR
SECTIONS/DEPARTMENTS.
PROBLEMS ARE SELECTED BY THE TEAMS.
SUPERVISORY IMPROVEMENT TEAMS
SUPERVISORY LEVEL, FROM SAME OR SIMILAR
DEPARTMENTS.
PROBLEMS ARE SELECTED BY THE TEAMS.
FORMED BY TOP MANAGEMENT
CROSS FUNCTIONAL TEAMS
MANAGERS AND SENIOR MANAGERS
LEVEL, FROM VARIOUS DEPARTMENTS.
PROBLEMS ARE ALLOCATED FROM POLICY
DEPLOYMENT OBJECTIVES.

168. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
That is the basic information about TQM

169. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SO, TQM IS FOR…

170. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
…in an organisation…
Productivity
Quality
Cost
Delivery
Safety
Health
Environment
Service
Morale

171. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
…in an organisation…
THANKS: DILBERT

172. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

173. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Attitude - The human side of quality

174. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Quality is a winning attitude

175. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WHAT GETS MEASURED, GETS DONE.
HOW TO MEASURE TQM PROGRESS?

176. HOW TO MEASURE TQM PROGRESS…?
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
MEASUREMENT FOR ALL OBJECTIVES
Defined thro’ Policy Deployment Process.
PERIODICAL REVIEW SYSTEM.
AUDIT SYSTEM – BY UNIT HEAD AND MD
Audit for adherence to systems,
results and processes.

177. PEOPLE
RESULTS
90 POINTS
CUSTOMER
RESULTS
200 POINTS
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
ONE MODEL TO MEASURE TQM PROGRESS…IN INDIA.
CII-EXIM MODEL FOR BUSINESS EXCELLENCE
LEADERSHIP
100
POINTS
PROCESSES
140
POINTS
KEY
PERFORMANCE
RESULTS
150
POINTS
PEOPLE
90 POINTS
POLICY &
STRATEGY
80 POINTS
SOCIETY
RESULTS
60 POINTS
PARTNERSHIP &
RESOURCES
90 POINTS
ENABLERS – 500 POINTS RESULTS- 500 POINTS
WHICH ENABLER IS
VERY IMPORTANT?
WHICH RESULT IS
VERY IMPORTANT?

178. …tqm5pillars…
AAwwaarrddss ffoorr QQuuaalliittyy aacchhiieevveemmeenntt
TThhee DDeemmiinngg PPrriizzee --11995511 JJaappaann
Fuji Iron & Steel Co., Ltd. ( first in Japan – 1951)
Florida Power & Light Company (first in U.S.A – 1989 )
Sanden International (Singapore) Pte Ltd (SIS),
TThhee MMaallccoollmm BBaallddrriiggee NNaattiioonnaall QQuuaalliittyy AAwwaarrdd––11998888-- UUSSAA
TQM-CAMPUS TO CAREER REV 05/JAN 11
MOTOROLA
XEROX
IBM
AT&T
T I
(first in Singapore – 2006)
Sundaram Clayton Limited ( Brakes Division),
( First in India – 1998)

179. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HOW TO IMPLEMENT TQM…?
1.Step 1
Assess the overall health of the company as it currently operates.
2.Step 2
Study the history of the company in relation to change.
3.Step 3
Introduce the concept of Total Quality Management to senior level executives.
4.Step 4
Enlist the services of Total Quality Management consultants for training.
5.Step 5
Empower the employees to identify needed changes, with the knowledge that
management values their ideas. Systems of reward for measurable
improvements should be considered.
6.Step 6
Realize that implementing Total Quality Management is a long process and
doesn't happen overnight…

180. …with management commitment,
consistent training of employees,
continuous improvement of all processes,
with focus on customer satisfaction and
an eye on the ultimate goal of retaining
satisfied customers,
Total Quality Management
can be implemented successfully.
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HOW TO START TQM ACTIVITIES…?

181. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars… If practiced with
full understanding,
full commitment,
consistently,
an organisation can reach the level of
EXCELLENCE
in a period of six to eight years.

182. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

183. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HOW TO START TQM ACTIVITIES…?

184. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
HOW TO START TQM ACTIVITIES…?
START WITH…
SSSSSimple SSSSSystems

185. is a…
ystem…!!!
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SSSSS
SSSSS
imple

186. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
55SS
IISS TTHHEE FFIIRRSSTT SSTTEEPP
FFOORR IIMMPPLLEEMMEENNTTIINNGG
TTQQMM,, TTPPMM,, TTPPSS,,
LLEEAANN MMAANNUUFFAACCTTUURRIINNGG,,
SSIIXX SSIIGGMMAA
CCMMMMII
eettcc..

187. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5S
IISS LLIINNKKEEDD TTOO
TTQQMM,, TTPPMM,, SSSS,, CCMMMMII,, TTPPSS,, LLMMSS eettcc
HHOOWW ??

188. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
ALL TTHHEESSEE CCOONNCCEEPPTTSS UUSSEE
SSTTRRUUCCTTUURREEDD AANNDD TTEEAAMM WWOORRKK AAPPPPRROOAACCHH
FFOORR
IIMMPPRROOVVIINNGG TTHHEE PPRROOCCEESSSSEESS,,
EELLIIMMIINNAATTIINNGG WWAASSTTEESS,,
IIMMPPRROOVVIINNGG CCUUSSTTOOMMEERR SSAATTIISSFFAACCTTIIOONN
AANNDD
IIMMPPRROOVVIINNGG PPEERRFFOORRMMAANNCCEE RREESSUULLTTSS..
55SS SSYYSSTTEEMM HHEELLPPSS TTOO SSEETT TTHHEE BBAASSEE
FFOORR AALLLL TTHHEESSEE AACCTTIIVVIITTIIEESS..
START WITH TRAINING ON 5S SYSTEMS TO ALL

189. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WWHHAATT
IISS

190. CLEARING UP
ORGANISING
CLEANING AND
CHECKING
STANDARDISING
DISCIPLINE AND
LEARNING
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SSSSSimple SSSSSystems
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE






191. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
WWHHAATT IISS
ONE VOLUNTEER PLEASE…
COME AND SIT HERE.
CLOSE EYES. RELAX.
ANSWER SOME QUESTIONS… ‘YES’ OR ‘NO’.

192. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SEIRI – CLEARING UP.
FORM A TEAM,
AUDIT THE PLACE TAKEN UP FOR 5S IMPROVEMENT. CHECK FOR …
UNWANTED,
UNUSED,
BROKEN,
DAMAGED,
RUSTED,
EXCESS ITEMS.
PROVIDE RED TAGS, FOR
THESE ITEMS,
DULY IDENTIFIED.
MOVE THE ITEMS TO A
CENTRAL PLACE…
CALLED ‘RED TAG AREA’.
DISCUSS AND DECIDE
DISPOSAL ACTION.
IF ANY ITEM CAN BE USED,
ARRANGE FOR REPAIR.
ITEMS REMOVED
FROM ONE AREA

193. …tqm5pillars…
SEITON – ORGANISING.
ARRANGE ALL THE REMAINING ITEMS, REQUIRED IN THE WORK PLACE FOR
THE FUNCTIONS CARRIED OUT, IN A PROPER MANNER.
“Organising” starts when “clearing up” stops
• ALLOCATE A PLACE KEEP EVERYTHING F IONR I TESV EPRLYA CTEH.ING AND
IDENTIFY THE ITEM, THE SPACE ALLOCATED
AND THE LOCATION.
IDENTIFY RESPONSIBILITY FOR
MAINTAINING/UPDATING.
THINK ERGONOMICS FOR ORGANISING.
IMPROVE PLANT LAYOUTS AND OFFICE LAYOUTS.
MATCH THE FLOW OF PROCESSING.
TQM-CAMPUS TO CAREER REV 05/JAN 11

194. …tqm5pillars…
SEISO – CLEANING AND CHECKING.
Cleaning and checking – combined
Cleaning dust, dirt, cobwebs, spilled oil / water / liquid, weeding
dead leaves & plants,
Checking for defects, mal functioning etc
Eliminating causes of defects
Attention to details is a must
Hidden wastes and problems show up
DEVELOP CLEANING STANDARDS,
CHECK LISTS AND AUDIT SYSTEMS.
FIX UP RESPONSIBILITIES
TQM-CAMPUS TO CAREER REV 05/JAN 11

195. …tqm5pillars…
SEIKETSU - STANDARDISING.
TQM-CAMPUS TO CAREER REV 05/JAN 11
STANDARDISATION is…
To establish standards to maintain the improvements in 5S
and other systems companywide
Creating rules for checking, auditing and countermeasures
in case of deviations.

196. …tqm5pillars…
SHITSUKE – DISCIPLINE AND TRAINING.
Training system and adherence
Adherence to organisation’s
systems, procedures, rules and
standards, by all
Need based training for all – for
basic, habitual movements,
activities, problem solving abilities,
skills and competency requirements,
as per individual’s needs
TQM-CAMPUS TO CAREER REV 05/JAN 11

197. …tqm5pillars…
SHITSUKE – DISCIPLINE AND TRAINING.
Participation by all - in total employee
involvement activities, improvements
and organisation’s celebrations
Adherence to good attendance and
punctuality
Communicating deviations and
variations immediately
Team work concept adhered by all
TQM-CAMPUS TO CAREER REV 05/JAN 11

198. …tqm5pillars…
SEIKETSU - STANDARDISING.
TQM-CAMPUS TO CAREER REV 05/JAN 11
STANDARDISATION is…
To prepare procedures, checklists and adhere to avoid
mistakes for 5S systems and other systems in operation.

199. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SOME IMAGES SHOWING
5S IMPLEMENTATION

200. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
VCS – VISUAL COMMUNICATION SYSTEM

201. …tqm5pillars… VCS…PART OF 5S SYSTEM
VCS – VISUAL COMMUNICATION SYSTEM
TQM-CAMPUS TO CAREER REV 05/JAN 11

202. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
5S IMPLEMENTATION…
HELPS
TO ORGANISE THE WORK PLACE
FOR NEATNESS & CLEANLINESS
AND TO ELIMINATE WASTES.

203. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

204. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
BBEENNEEFFIITTSS OOFF 55SS
 IIMMPPRROOVVEEDD LLAAYYOOUUTTSS
 WWAASSTTEE EELLIIMMIINNAATTIIOONN –– AALLLL TTYYPPEESS
 IIMMPPRROOVVEEMMEENNTTSS IINN PP QQ CC DD SS HH EE SS
 IIMMPPRROOVVEEDD CCOOMMMMUUNNIICCAATTIIOONN
 RREEDDUUCCTTIIOONN IINN IINNVVEENNTTOORRYY
 IINNCCRREEAASSEE IINN OOFFFFIICCEE PPRROODDUUCCTTIIVVIITTYY
 HHAAPPPPYY TTEEAAMM

205. That is TQM…!!!
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
SO, TQM IS FOR…

206. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TQM activities are
additional work for all?

207. Itoh Model
Portions of time spent by…
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TQM activities are additional work ?
No. Make TQM a way of life.
Learn TQM concepts and use them to manage
the three key activities in the organisation…
CEO / MD
SENIOR LEVEL
MANAGERS
MIDDLE LEVEL
MANAGERS
SUPERVISORS
STAFF / WORKMEN
ROUTINE /
MAINTENANCE
ACTIVITIES
BREAKTHROUGH &
DEVELOPMENT
ACTIVITIES
IMPROVEMENT
ACTIVITIES

208. TQM activities are additional work ?
No. Make TQM a way of life.
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Whatever activities we do,
we have to do without mistakes,
right first time, every time,
remembering the factors related to…
productivity,
quality,
cost,
delivery,
safety,
health,
environment
and service.

209. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
In spite of TQM,
if failure in the organisation…
WHY…?
…?
…?

210. Yes…I understand now…!
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
A Professor handed back to the
students, the examination papers
he had marked.
“Does any one want to
ask a question?”
“Yes, Sir. I can’t read what
you have written at the bottom
of my paper.”
Prof. glanced at the paper and said:
“ I have written this…:
‘You must write more clearly’.”

211. WWhhyy TTQQMM EEffffoorrttss FFaaiill……??
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Lack of top mmaannaaggeemmeenntt ssuuppppoorrtt
llaacckk ooff ccoommmmiittmmeenntt ffoorr ttrraaiinniinngg aanndd
iimmpplleemmeennttaattiioonn
NNOO CCOONNTTIINNUUEEDD EEFFFFOORRTTSS ––
CCOONNSSTTAANNCCYY OOFF PPUURRPPOOSSEE..

212. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
TTQQMM EEffffoorrttss FFaaiilleedd……??

213. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
“Let no feeling of discouragement
prey upon you
and in the end
you are sure to succeed.”
Abraham Lincoln

214. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
To Know
and
Not To Do,
is Not To Know.

215. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

216. …tqm5pillars…

217. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

218. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Son: “How electricity passes through wires?”
Father: “ Don’t know. Never knew much about electricity”
Son: “ What causes lightning and thunder?”
Father: “To tell the truth, I never exactly understood that myself”
Son: “ Say dad, How………………………………….Oh well, never mind”
Father: “ Go ahead. Ask questions.
Ask a lot of questions.
How else are you going to learn?”

219. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…

220. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
THANKS…
BIBLIOGRAPHY…
WHAT IS TQC Dr. KAORU ISHIKAWA
TOTAL QUALITY CONTROL A V FEIGENBAUM
TQC ESSENTIALS SARV SINGH SOIN
KAIZEN MAZAAKI IMAI
&
REFER VARIOUS WEB SITES
SEARCH FOR ‘TQM ARTICLES & BOOKS”.

221. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
“Is your husband a book worm?”
“No, just an ordinary one”.

222. TQM5PILLARS
TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
team members
will be very happy to share any information,
on TQM concepts (only).
Please keep in touch.
tqm5pillars@gmail.com
ganessanv@gmail.com
91-95350 53695

223. TQM-CAMPUS TO CAREER REV 05/JAN 11
…tqm5pillars…
Wish you all
a very successful career
and a very bright future.