The document provides an overview of Total Quality Management (TQM) by summarizing key concepts and definitions. It discusses the origins and evolution of TQM, including its antecedents in medieval guilds, the industrial revolution, and post-World War II efforts led by quality gurus who helped develop the concept. These early quality leaders who influenced TQM's development include Deming, Juran, Feigenbaum, Ishikawa, Taguchi and Shingo. TQM aims to integrate quality principles throughout an organization to meet customer needs and expectations.
The document discusses Total Quality Management (TQM) and provides definitions of quality from different perspectives. It then discusses what TQM is, noting that it is a philosophy and set of principles for continuously improving an organization through quantitative methods and human resources to exceed customer needs. The rest of the document discusses the history and development of TQM, including key figures like Deming, Juran, Ishikawa, Taguchi, and Shingo who helped develop concepts in Japan in response to ideas brought by Americans after World War II. It also discusses tools like the Ishikawa diagram and key principles promoted by Deming and others.
Total Quality Management (TQM) is a management approach focused on meeting customer needs and improving processes. The document discusses the history and key thinkers in TQM, including Deming, Juran, Ishikawa, and Crosby. It also covers the Baldrige National Quality Program established in 1987 to recognize excellence through criteria in leadership, strategic planning, customer/market focus, information/analysis, human resources, process management and business results. The Baldrige Award has become a standard for quality excellence pursued by many large corporations.
The document provides an overview of Total Quality Management (TQM), including:
I. Definitions of quality from different perspectives such as customer-based, manufacturing-based, and value-based.
II. TQM is defined as a philosophy and set of principles for continuous organizational improvement through quantitative methods and human resources to exceed customer needs.
III. TQM evolved from influences such as guilds, the industrial revolution, World War II, and the work of quality gurus in the post-war era like Deming, Juran, Ishikawa and Shingo who helped popularize concepts in Japan and the West.
Total Quality Management - Introduction Chapter 01AnumWasim2
This document provides an overview of Total Quality Management (TQM). It defines quality from different perspectives such as customer-based, manufacturing-based, and value-based. TQM aims to enhance traditional business practices by focusing on quality, with an emphasis on meeting customer expectations. The document traces the origins and development of TQM, including the contributions of quality gurus like Deming, Juran, Ishikawa, and Crosby. It also discusses how American businesses adopted TQM approaches in response to quality competition from Japanese manufacturers starting in the 1980s. Key principles of TQM include top management commitment, customer focus, continuous improvement, and treating suppliers as partners.
The document discusses the history and concepts of quality management. It traces the evolution of total quality management (TQM) from its origins in Japan after World War II to its adoption in other countries. Some key aspects covered include Deming's statistical quality control methods, the emphasis of TQM on customer satisfaction over profits, and how the 1991 economic reforms in India increased competition and the need for quality. The document also defines quality, outlines the principles and benefits of TQM, and describes factors such as dimensions, requirements, and evolution of quality.
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
HISTORY OF TOTAL QUALITY MANAGEMENT AND THE DEMING PHILOSOPHY_RICHARD MAGBATO...RichardMagbatoc1
The document provides a history of total quality management (TQM) and an overview of William Edwards Deming's philosophy on quality management. It discusses how TQM originated from statistical quality control methods developed in the 1920s and was further advanced in Japan under American advisors like Deming. Deming emphasized continuous process improvement and eliminating variation to produce high quality products. The document also outlines Deming's famous "14 Points" for quality management, which focus on building customer awareness, reducing variation, and fostering constant improvement.
This document discusses the origins and evolution of total quality management (TQM). It begins by describing how quality inspection methods first emerged during World War I to address poor manufacturing quality. Statistical process control was developed in the 1920s. After World War II, W. Edwards Deming introduced statistical quality control methods to Japanese manufacturers, laying the foundations for Japan's post-war economic growth. By the 1970s, the concept of TQM emerged, involving all employees in quality management. While the term "TQM" faded in the 1990s, its practices continue and quality management has expanded beyond manufacturing.
The document discusses Total Quality Management (TQM) and provides definitions of quality from different perspectives. It then discusses what TQM is, noting that it is a philosophy and set of principles for continuously improving an organization through quantitative methods and human resources to exceed customer needs. The rest of the document discusses the history and development of TQM, including key figures like Deming, Juran, Ishikawa, Taguchi, and Shingo who helped develop concepts in Japan in response to ideas brought by Americans after World War II. It also discusses tools like the Ishikawa diagram and key principles promoted by Deming and others.
Total Quality Management (TQM) is a management approach focused on meeting customer needs and improving processes. The document discusses the history and key thinkers in TQM, including Deming, Juran, Ishikawa, and Crosby. It also covers the Baldrige National Quality Program established in 1987 to recognize excellence through criteria in leadership, strategic planning, customer/market focus, information/analysis, human resources, process management and business results. The Baldrige Award has become a standard for quality excellence pursued by many large corporations.
The document provides an overview of Total Quality Management (TQM), including:
I. Definitions of quality from different perspectives such as customer-based, manufacturing-based, and value-based.
II. TQM is defined as a philosophy and set of principles for continuous organizational improvement through quantitative methods and human resources to exceed customer needs.
III. TQM evolved from influences such as guilds, the industrial revolution, World War II, and the work of quality gurus in the post-war era like Deming, Juran, Ishikawa and Shingo who helped popularize concepts in Japan and the West.
Total Quality Management - Introduction Chapter 01AnumWasim2
This document provides an overview of Total Quality Management (TQM). It defines quality from different perspectives such as customer-based, manufacturing-based, and value-based. TQM aims to enhance traditional business practices by focusing on quality, with an emphasis on meeting customer expectations. The document traces the origins and development of TQM, including the contributions of quality gurus like Deming, Juran, Ishikawa, and Crosby. It also discusses how American businesses adopted TQM approaches in response to quality competition from Japanese manufacturers starting in the 1980s. Key principles of TQM include top management commitment, customer focus, continuous improvement, and treating suppliers as partners.
The document discusses the history and concepts of quality management. It traces the evolution of total quality management (TQM) from its origins in Japan after World War II to its adoption in other countries. Some key aspects covered include Deming's statistical quality control methods, the emphasis of TQM on customer satisfaction over profits, and how the 1991 economic reforms in India increased competition and the need for quality. The document also defines quality, outlines the principles and benefits of TQM, and describes factors such as dimensions, requirements, and evolution of quality.
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
HISTORY OF TOTAL QUALITY MANAGEMENT AND THE DEMING PHILOSOPHY_RICHARD MAGBATO...RichardMagbatoc1
The document provides a history of total quality management (TQM) and an overview of William Edwards Deming's philosophy on quality management. It discusses how TQM originated from statistical quality control methods developed in the 1920s and was further advanced in Japan under American advisors like Deming. Deming emphasized continuous process improvement and eliminating variation to produce high quality products. The document also outlines Deming's famous "14 Points" for quality management, which focus on building customer awareness, reducing variation, and fostering constant improvement.
This document discusses the origins and evolution of total quality management (TQM). It begins by describing how quality inspection methods first emerged during World War I to address poor manufacturing quality. Statistical process control was developed in the 1920s. After World War II, W. Edwards Deming introduced statistical quality control methods to Japanese manufacturers, laying the foundations for Japan's post-war economic growth. By the 1970s, the concept of TQM emerged, involving all employees in quality management. While the term "TQM" faded in the 1990s, its practices continue and quality management has expanded beyond manufacturing.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
This document discusses several philosophies and approaches to quality management proposed by influential thinkers including Deming, Juran, Crosby, Baldrige, and Feigenbaum. It outlines their key contributions such as Deming's 14 principles of management and system of profound knowledge, Juran's quality trilogy of planning, control, and improvement, and Crosby's focus on prevention and zero defects. It also provides biographical details and summarizes their philosophies regarding continuous improvement, management leadership, and an organization-wide focus on meeting customer needs.
This document discusses a project report submitted by four group members on total quality management practices and their effects on organizational performance. It provides an abstract that defines total quality management as an important factor for long-term organizational success through continuous process improvement to meet customer needs. The report then outlines the table of contents which includes sections on the evolution and principles of total quality management, its implementation in organizations, effects on performance, and conclusion.
The document provides definitions and concepts related to total quality management from various quality experts like Deming, Juran, Crosby and ISO standards. It discusses key TQM principles like management commitment, customer focus, continuous improvement. It also summarizes Deming's 14 points and PDCA cycle. Barriers to and benefits of implementing TQM are highlighted.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and management principles, TQM can benefit organizations through improved competitiveness, productivity, profits, and customer loyalty.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and organizational culture change, TQM can benefit organizations through increased competitiveness, productivity, customer loyalty, and profits.
The document discusses the evolution of quality management from early manufacturing practices to modern total quality management approaches. It traces major developments such as the introduction of statistical process control in the 1920s by Shewhart and Deming and the popularization of quality practices in Japan in the 1940s-1950s with the help of quality experts like Juran and Deming. Total quality management became a central philosophy starting in the late 1970s and quality standards like ISO 9000 were established in the 1980s. The document also profiles several influential quality management thinkers and their key contributions.
Quality management gurus research by Behzaad BahreyniBehzaad Bahreyni
This document discusses several influential quality management thinkers and their contributions. It profiles W. Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, David Garvin, and Shigeo Shingo. It summarizes their key ideas such as Deming's 14 points, Juran's trilogy, Feigenbaum's definition of total quality, Crosby's philosophy of quality prevention, Garvin's eight dimensions of quality, and Shingo's contributions to just-in-time manufacturing including single-minute exchange of die and poka-yoke mistake proofing.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
This document provides a summary of chapters from a book on quality management. It discusses definitions of quality, the history and importance of quality, and various quality philosophies and frameworks. It summarizes chapters on total quality in organizations, focusing on customers, leadership and strategic planning, and developing a high performance workforce. The overall document aims to convey key concepts from each chapter in evaluating approaches to quality management.
TQM is a process and philosophy of achieving best possible outcomes from inputs by using them effectively and efficiently to deliver best value for customers while achieving long term organizational objectives. It involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. Some key principles of TQM include meeting customer requirements, continuous improvement, prevention over detection, and top management commitment and involvement. Barriers to implementing TQM include lack of management commitment, inability to change culture, and lack of employee involvement and training. Quality gurus like Deming, Juran, and Shewhart made important contributions to the development of concepts like statistical process control, continuous improvement cycles, and an emphasis on management responsibility for quality.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
This document provides an overview of total quality management (TQM) concepts. It discusses key terms like quality, customer, and product. It outlines the historical evolution of quality management, including contributions from thinkers like Deming, Juran, Ishikawa and Ohno. Deming's 14 points for management and Juran's quality trilogy are summarized. Major quality concepts are also defined, such as the balanced scorecard, ISO standards, just-in-time, kaizen, quality circles, and six sigma. The document provides context and definitions to introduce readers to foundational TQM principles and philosophies.
This document provides an overview of Total Quality Management (TQM) concepts from several quality experts. It defines TQM as a comprehensive, organization-wide effort to improve quality through management of quality in all processes, functions, products and services. Key aspects discussed include Deming's 14 points of management, Juran's quality trilogy, Crosby's zero defects program, Shewhart's contributions to statistical process control, and the emphasis on continuous improvement, customer focus, employee empowerment and team-based approaches.
Total Quality Management (TQM) is a management approach focused on customer satisfaction. It involves organization-wide commitment to quality and continuous process improvement. The document discusses definitions of quality by Deming, Juran, and Crosby. It also summarizes five approaches to defining quality, differences between old and new quality, dimensions of product quality, the historical evolution of TQM, benefits of TQM, what Six Sigma is, the DMAIC process in Six Sigma, and concludes with a call for action plans to support quality.
This document provides an overview of the evolution of total quality management (TQM). It discusses key thinkers who influenced quality such as Deming, Juran, Ishikawa and others. Their work in Japan after World War II helped Japanese companies greatly improve quality and outcompete American manufacturers. This led American companies to adopt quality practices in the 1980s. The document also outlines major TQM concepts like Deming's 14 points, Juran's quality trilogy, ISO standards, just-in-time, kaizen, quality circles, and six sigma. Overall, it traces the history and development of the TQM movement from early industrialization to its widespread adoption globally.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
1. The document provides an introduction to total quality management (TQM), outlining its key concepts and approaches. It discusses the historical figures and gurus that developed TQM approaches, including Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi.
2. The basic approaches of TQM are described as involving committed management, customer focus, organization-wide participation, continuous improvement, supplier partnerships, and performance measures. TQM requires cultural change and applying quantitative and human resources across all processes.
3. An overview of quality management in Pakistan is given, noting the role of the Pakistan Standards and Quality Control Authority in developing standards and conformity assessments to promote industrial efficiency.
This document discusses several philosophies and approaches to quality management proposed by influential thinkers including Deming, Juran, Crosby, Baldrige, and Feigenbaum. It outlines their key contributions such as Deming's 14 principles of management and system of profound knowledge, Juran's quality trilogy of planning, control, and improvement, and Crosby's focus on prevention and zero defects. It also provides biographical details and summarizes their philosophies regarding continuous improvement, management leadership, and an organization-wide focus on meeting customer needs.
This document discusses a project report submitted by four group members on total quality management practices and their effects on organizational performance. It provides an abstract that defines total quality management as an important factor for long-term organizational success through continuous process improvement to meet customer needs. The report then outlines the table of contents which includes sections on the evolution and principles of total quality management, its implementation in organizations, effects on performance, and conclusion.
The document provides definitions and concepts related to total quality management from various quality experts like Deming, Juran, Crosby and ISO standards. It discusses key TQM principles like management commitment, customer focus, continuous improvement. It also summarizes Deming's 14 points and PDCA cycle. Barriers to and benefits of implementing TQM are highlighted.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and management principles, TQM can benefit organizations through improved competitiveness, productivity, profits, and customer loyalty.
Total Quality Management (TQM) is a management approach that aims to continually improve processes and satisfy customers. Key aspects of TQM include customer focus, leadership commitment, employee involvement, and continual improvement. TQM evolved from quality control and assurance approaches, with major contributions from quality gurus like Deming and Juran. When implemented properly with a focus on processes, prevention, and organizational culture change, TQM can benefit organizations through increased competitiveness, productivity, customer loyalty, and profits.
The document discusses the evolution of quality management from early manufacturing practices to modern total quality management approaches. It traces major developments such as the introduction of statistical process control in the 1920s by Shewhart and Deming and the popularization of quality practices in Japan in the 1940s-1950s with the help of quality experts like Juran and Deming. Total quality management became a central philosophy starting in the late 1970s and quality standards like ISO 9000 were established in the 1980s. The document also profiles several influential quality management thinkers and their key contributions.
Quality management gurus research by Behzaad BahreyniBehzaad Bahreyni
This document discusses several influential quality management thinkers and their contributions. It profiles W. Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, David Garvin, and Shigeo Shingo. It summarizes their key ideas such as Deming's 14 points, Juran's trilogy, Feigenbaum's definition of total quality, Crosby's philosophy of quality prevention, Garvin's eight dimensions of quality, and Shingo's contributions to just-in-time manufacturing including single-minute exchange of die and poka-yoke mistake proofing.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
This document provides a summary of chapters from a book on quality management. It discusses definitions of quality, the history and importance of quality, and various quality philosophies and frameworks. It summarizes chapters on total quality in organizations, focusing on customers, leadership and strategic planning, and developing a high performance workforce. The overall document aims to convey key concepts from each chapter in evaluating approaches to quality management.
TQM is a process and philosophy of achieving best possible outcomes from inputs by using them effectively and efficiently to deliver best value for customers while achieving long term organizational objectives. It involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. Some key principles of TQM include meeting customer requirements, continuous improvement, prevention over detection, and top management commitment and involvement. Barriers to implementing TQM include lack of management commitment, inability to change culture, and lack of employee involvement and training. Quality gurus like Deming, Juran, and Shewhart made important contributions to the development of concepts like statistical process control, continuous improvement cycles, and an emphasis on management responsibility for quality.
This document provides an overview of the evolution of total quality management (TQM). It discusses definitions of quality, key quality thinkers like Deming and Juran, and the historical development of quality approaches. The Japanese adoption of quality principles in the 1950s led to their economic rise over American companies. This prompted the development of TQM, which integrates quality principles throughout management systems. The document outlines Deming's 14 points and Juran's quality trilogy, which were influential quality frameworks.
This document provides an overview of total quality management (TQM) concepts. It discusses key terms like quality, customer, and product. It outlines the historical evolution of quality management, including contributions from thinkers like Deming, Juran, Ishikawa and Ohno. Deming's 14 points for management and Juran's quality trilogy are summarized. Major quality concepts are also defined, such as the balanced scorecard, ISO standards, just-in-time, kaizen, quality circles, and six sigma. The document provides context and definitions to introduce readers to foundational TQM principles and philosophies.
This document provides an overview of Total Quality Management (TQM) concepts from several quality experts. It defines TQM as a comprehensive, organization-wide effort to improve quality through management of quality in all processes, functions, products and services. Key aspects discussed include Deming's 14 points of management, Juran's quality trilogy, Crosby's zero defects program, Shewhart's contributions to statistical process control, and the emphasis on continuous improvement, customer focus, employee empowerment and team-based approaches.
Total Quality Management (TQM) is a management approach focused on customer satisfaction. It involves organization-wide commitment to quality and continuous process improvement. The document discusses definitions of quality by Deming, Juran, and Crosby. It also summarizes five approaches to defining quality, differences between old and new quality, dimensions of product quality, the historical evolution of TQM, benefits of TQM, what Six Sigma is, the DMAIC process in Six Sigma, and concludes with a call for action plans to support quality.
This document provides an overview of the evolution of total quality management (TQM). It discusses key thinkers who influenced quality such as Deming, Juran, Ishikawa and others. Their work in Japan after World War II helped Japanese companies greatly improve quality and outcompete American manufacturers. This led American companies to adopt quality practices in the 1980s. The document also outlines major TQM concepts like Deming's 14 points, Juran's quality trilogy, ISO standards, just-in-time, kaizen, quality circles, and six sigma. Overall, it traces the history and development of the TQM movement from early industrialization to its widespread adoption globally.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
1. Total Quality Management (TQM)
Book Name: Total Quality Management (2nd Edition)
Author: Joel E. Ross
Chapter Chapter Heading
1 Introduction to Total Quality Management
2 Leadership for TQM
3 Information Analysis and Information Technology
4 Strategic Quality Planning
5 Human Resource Development and Management
6 Management of Processing Quality
7 Customer Focus and Satisfaction
8 Benchmarking
9 Organization for TQM; Structure and Teams
10 Productivity, Quality, and Reengineering
11 The Cost of Quality
12 ISO 9000: Universal Standards of Quality
2. Distribution of Internal
Sessional Evaluation
Area of marks Maximum
Marks
Assignments/Projects (Minimum 2 Assignments) 5
Quizzes (Minimum 5 quizzes) 5
Attendance 11
Class Participation (Punctuality and Case Studies) 4
5. Definitions of Quality
Quality means different to different people:
1. Customer-Based: Fitness for use, meeting customer
expectations.
2. Manufacturing-Based: Conforming to design, specifications,
or requirements. Having no defects.
3. Product-Based: The product has something that other
similar products do not that adds value.
4. Value-Based: The product is the best combination of price
and features.
5. Transcendent: It is not clear what it is, but it is something
good...
6. Total Quality Management (TQM)
Quality means different to different people. There are five ways of looking at quality definitions
I. Transcendent Definition:
"Quality is neither mind nor matter, but a third entity independent of the two…even through Quality
cannot be defined, you know what it is."
II. Product-Based Definition:
"Quality refers to the amounts of the unpriced attributes contained in each unit of the priced attribute."
III. User-Based Definition:
"Quality is fitness for use." (J.M. Juran, ed., Quality Control Handbook, p2).
IV. Manufacturing-Based Definition:
"Quality [means] conformance to requirements." "Quality is the degree to which a specific product
conforms to a design or specification."
V. Value-Based Definition:
"Quality means best for certain customer conditions. These conditions are (a) the actual use and (b) the
selling price of the product."
7. What is TQM?
TQM is the enhancement to the traditional way of doing
business.
It is a proven technique to guarantee survival in the world-
class competition.
TQM is for the most part common sense.
Analyzing three words (TQM), we have:
Total—Made up of the whole
Quality—Degree of excellence a product or service provides
Management—Act, art, or manner of handling, controlling,
directing, etc.
Therefore TQM is the art of managing the whole to achieve
the excellence.
8. What is TQM? (Continued)
TQM is defined as both philosophy and a set of guiding
principles that represents the foundation of a continuously
improving organization.
It is the application of quantitative methods and human
resources to improve all the processes within an organization
and exceed customer needs now and in future.
TQM integrates fundamental management techniques,
existing improvement efforts, and technical tools under
disciplined approach.
9. Total Quality Management (TQM)
In trying to define TQM is it is well worth considering the relevance and meaning of
the three words in it's title.:
Total - The responsibility for achieving Quality rests with everyone a business no
matter what their function. It recognizes the necessity to develop processes across
the business, that together lead to the reliable delivery of exact, agreed customer
requirements. This will achieve the most competitive cost position and a higher
return on investment.
Quality - The prime task of any business is to understand the needs of the customer,
then deliver the product or service at the agreed time, place and price, on every
occasion. This will retain current customers, assist in acquiring new ones and lead
to a subsequent increase in market share.
Management - Top management lead the drive to achieve quality for customers, by
communicating the business vision and values to all employees; ensuring the right
business processes are in place; introducing and maintaining a continuous
improvement culture.
10. Total Quality Management (TQM)
Antecedents of Modern Quality Management
Guilds of Medieval Europe
(From the end of 13th Century to Early 19th Century)
The Industrial Revolution
(From the end of 17th Century to 1800s)
The World War II
(From 1938 to 1945)
Post World War Era
(After 1945)
11. Total Quality Management (TQM)
Guilds of Medieval Europe
(From the end of 13th Century to Early 19th Century)
12. Total Quality Management (TQM)
Guilds of Medieval Europe
(From the end of 13th Century to Early 19th Century)
13. Total Quality Management (TQM)
Antecedents of Modern Quality Management
The Industrial Revolution
(From the end of 17th Century to 1800s)
Craftsmanship
The Factory System
The Taylor System
16. Total Quality Management (TQM)
Post World War II
The Birth of Total Quality Management
The birth of the Total Quality Control in US was in direct response to a quality
revolution in Japan following WW-II as Japanese manufacturers converted from
Producing Military Goods for internal use to producing civilian goods for trade.
At first Japan had a widely held reputation for shoddy exports, and their goods
were shunned by international markets. This led Japanese organizations to explore
new ways of thinking about quality.
And from here starts the era of “Quality Gurus”!
17. Total Quality Management (TQM)
What is a quality guru?
A guru, by definition, is a good person, a wise person
and a teacher.
A quality guru should be all of these, plus have a
concept and approach to quality within business that
has made a major and lasting impact.
These gurus have done, and continue to do, that, in
some cases, even after their death.
18. The Era of Quality Gurus
There have been three groups of gurus since the 1940’s:
Early 1950’s: Americans who took the messages of quality to
Japan
Late 1950’s: Japanese who developed new concepts in
response to the Americans
1970’s-1980’s: Western gurus who followed the Japanese
industrial success
19. Total Quality Management (TQM)
J. Edward Deming Joseph M. Juran
The Americans who went to Japan:
Armand V Feigenbaum
20. Total Quality Management (TQM)
Joseph Juran
Juran is a founder of the Juran Institute in Wilton, Connecticut.
He promoted the concept known as Business Process Quality,
which is a technique of Cross-Functional Quality Improvement.
He was invited to Japan in 1954 by the Union of Japanese
Scientists and Engineers (JUSE)
He predicted the quality of Japanese goods would overtake the
quality of goods produced in US by Mid-1970s because of
Japan’s revolutionary rate of quality improvement
21. Total Quality Management (TQM)
W. Edward Deming
Deming, who had become frustrated with American managers when most programs of statistical
quality control were terminated once the war and government contracts came to an end, was
invited to Japan in 1954 by the Union of Japanese Scientists and Engineers (JUSE).
Deming was the main figure in popularizing quality control in Japan and regarded as national hero in
that country.
He believes that quality must be built I into the product at all stages in order to achieve a high level
of excellence.
His thoughts were highly influenced by Walter Shwartz who was the proponent of Statistical Quality
Control (SQC). He views statistics as a management tool and relies on statistical process control as
means in managing variations in a process.
22. Total Quality Management (TQM)
W Edwards Deming placed great importance and responsibility on management, at both the individual and
company level, believing management to be responsible for 94% of quality problems. His fourteen point
plan is a complete philosophy of management, that can be applied to small or large organizations in the
public, private or service sectors:
1. Create constancy of purpose towards improvement of product and service
2. Adopt the new philosophy. We can no longer live with commonly accepted levels of delay, mistakes
and defective workmanship
3. Cease dependence on mass inspection. Instead, require statistical evidence that quality is built in
4. End the practice of awarding business on the basis of price
5. Find problems. It is management’s job to work continually on the system
6. Institute modern methods of training on the job
7. Institute modern methods of supervision of production workers, The responsibility of foremen must
be changed from numbers to quality
8. Drive out fear, so that everyone may work effectively for the company
9. Break down barriers between departments
10. Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providi
methods
11. Eliminate work standards that prescribe numerical quotas
12. Remove barriers that stand between the hourly worker and their right to pride of workmanship
13. Institute a vigorous program of education and retraining
14. Create a structure in top management that will push on the above points every day
23. Total Quality Management (TQM)
Armand V Feigenbaum was the originator of “total quality
control”, often referred to as total quality.
He defined it as:
“An effective system for integrating quality
development, quality maintenance and quality
improvement efforts of the various groups within an
organization, so as to enable production and
service at the most economical levels that allow full
customer satisfaction”.
He saw it as a business method and proposed three steps to
quality:
• Quality leadership
• Modern quality technology
• Organisational commitment
24. Total Quality Management (TQM)
Japanese who developed new concepts in response to the Americans
Dr Kaoru Ishikawa Dr Genichi Taguchi Shigeo Shingo
25. Dr Kaoru Ishikawa made many contributions to quality, the most noteworthy being his total
quality viewpoint, company wide quality control, his emphasis on the human side of quality, the
Ishikawa diagram and the assembly and use of the “seven basic tools of quality”:
– Pareto analysis which are the big problems?
– Cause and effect diagrams what causes the problems?
– Stratification how is the data made up?
– Check sheets how often it occurs or is done?
– Histograms what do overall variations look
like?
– Scatter charts what are the relationships
between factors?
– Process control charts which variations to control and
how?
26. Total Quality Management (TQM)
Ishikawa Diagram (Cause & Effects Diagram)
Also known as Fishbone Analysis
27. Total Quality Management (TQM)
Shigeo Shingo
Shingo is strongly associated with Just-in-Time manufacturing,
and was the inventor of the single minute exchange of die
(SMED) system, in which set up times are reduced from
hours to minutes, and the Poka-Yoke (mistake proofing)
system.
In Poka Yoke, defects are examined, the production system
stopped and immediate feedback given so that the root
causes of the problem may be identified and prevented from
occurring again.
29. Total Quality Management (TQM)
Dr Genichi Taguchi
Taguchi believed it is preferable to design product that is robust
or insensitive to variation in the manufacturing process, rather
than attempt to control all the many variations during actual
manufacture.
“Taguchi methodology” is fundamentally a prototyping method
that enables the designer to identify the optimal settings to
produce a robust product that can survive manufacturing time
after time, piece after piece, and provide what the customer
wants.
30. Total Quality Management (TQM)
Western gurus who followed the Japanese industrial success
Philip B Crosby Tom Peters
31. Total Quality Management (TQM)
Philip B Crosby
Crosby is known for the concepts of “Quality is Free” and “Zero
Defects”, and his quality improvement process is based on his four
absolutes of quality:
– Quality is conformance to requirements
– The system of quality is prevention
– The performance standard is zero defect
– The measurement of quality is the price of non-
conformance
32. Total Quality Management (TQM)
Tom Peters
Tom Peters identified leadership as being central to the quality improvement
process, discarding the word “Management” for “Leadership”. The new
role is of a facilitator, and the basis is “Managing by walking about”
(MBWA), enabling the leader to keep in touch with customers, innovation
and people, the three main areas in the pursuit of excellence.
He believes that, as the effective leader walks, at least 3 major activities are
happening:
– Listening suggests caring
– Teaching values are transmitted
– Facilitating able to give on-the-spot help
33. The Trends Accelerating Use of TQM: 1970s the era of Hue & Cry!
“If Japan Can… Why Can’t We?”
At first U.S. manufacturers held onto to their assumption that Japanese
success was price-related, and thus responded to Japanese competition
with strategies aimed at reducing domestic production costs and
restricting imports.
This, of course, did nothing to improve American competitiveness in
quality.
As years passed, price competition declined while quality competition
continued to increase.
By the end of the 1970s, the American quality crisis reached major
proportions, attracting attention from national legislators, administrators
and the media.
A 1980 NBC-TV News special report, “If Japan Can… Why Can’t We?”
highlighted how Japan had captured the world auto and electronics
markets. Finally, U.S. organizations began to listen.
34. The American Response
The US Business Community Wakes up in 1980s from Deep Slumber
The chief executive officers of major U.S. corporations
stepped forward to provide personal leadership in the
quality movement.
The U.S. response, emphasizing not only statistics but
approaches that embraced the entire organization,
became known as Total Quality Management (TQM).
Several other quality initiatives followed. The ISO 9000
series of quality-management standards, for example,
were published in 1987.
35. Total Quality Management (TQM)
The American Response
The US Business Community Wakes up in 1980s from Deep Slumber
Several other quality initiatives followed. The ISO 9000 series of quality-management
standards, for example, were published in 1987. The Baldrige National Quality Program and
Malcolm Baldrige National Quality Award were established by the U.S. Congress the same
year. American companies were at first slow to adopt the standards but eventually came on
board.
The major rationale behind establishment of this law was intense foreign competition
especially from Japan.
The award has set a national standard for quality, and hundreds of major corporations used
the criteria in application form as a basic management guide for quality improvement
programs.
Meeting criteria is not an easy matter. A perfect score is 1000
36. Examination Categories/Items _____ Point Values
1.0 Leadership 95
1.1 Senior Executive Leadership 45
1.2 Management for quality 25
1.3 Public Responsibility and corporate citizenship 25
2.0 Information and Analysis 75
2.1 Scope and management of quality and performance data 15
information.
2.2 Competitive comparisons and benchmarking 20
2.3 Analysis and uses of company-level data 40
3.0 Strategic Quality Planning 60
3.1 Strategic quality and company performance planning process 35
3.2 Quality performance plans 25
Baldrige Award Points Scale
37. Total Quality Management (TQM)
Examination Categories/Items Point Values
4.0 Human Resource Development and Management 150
4.1 Human resource planning and management 20
4.2 Employee involvement 40
4.3 Employee education and training 40
4.4 Employee performance and recognition 25
4.5 Employee well-being and satisfaction 25
5.0 Management of Process Quality 140
5.1 Design and introduction of quality products and services 40
5.2 Process management: product and service production and 35
delivery processes
5.3 Process management: business processes and support services 30
5.4 Supplier quality 20
5.5 Quality assessment 15
38. Total Quality Management (TQM)
Examination Categories/Items Point Values
6.0 Quality and Operational Results 180
6.1 Product and service quality results 70
6.2 Company operational results 50
6.3 Business process and support service results 25
6.4 Supplier quality results 35
7.0 Customer Focus and Satisfaction 300
7.1 Customer expectation: current and future 35
7.2 Customer relationship management 65
7.3 Commitment to customer 15
7.4 Customer satisfaction determination 30
7.5 Customer satisfaction results 85
7.6 Customer satisfaction comparison 70
39. Total Quality Management (TQM)
Why Apply for Baldrige Award?
We applied for the Award, not with the idea of winning, but with the goal of
receiving the evaluation of the Baldrige Examiners. That evaluation was
comprehensive, professional, and insightful...making it perhaps the most
cost-effective, value-added business consultation available anywhere in
the world today.
Bob Barnett
Executive Vice President
Motorola, Inc.
2003 Baldrige Award Ceremony
45. Total Quality Management (TQM)
TQM Beyond 2000
As the 21st century begins, the quality movement has matured. The new quality systems
have evolved beyond the foundations laid by Deming, Juran and the early Japanese
practitioners of quality
– In 2000 the ISO 9000 series of quality management standards was revised to increase
emphasis on customer satisfaction. Sector-specific versions of the ISO 9000 series of
quality management standards were developed for such industries as automotive (QS-
9000), aerospace (AS9000) and telecommunications (TL 9000 and ISO/TS 16949) and for
environmental management (ISO 14000).
– Six Sigma, a methodology developed by Motorola to improve its business processes by
minimizing defects, evolved into an organizational approach that achieved breakthroughs
– and significant bottom-line results. When Motorola received a Baldrige Award in 1988,
it shared its quality practices, like Toyota Motor Corporation, with others.
46. Total Quality Management (TQM)
– Quality function deployment was developed by Yoji Akao
as a process for focusing on customer wants or needs in
the design or redesign of a product or service.
– Quality has moved beyond the manufacturing sector into
such areas service, healthcare, education and government.
– The Malcom Baldridge National Quality Award has added
education and healthcare to its original categories:
manufacturing, small business and service. Many
advocates are pressing for the adoption of a “nonprofit
organization” category as well.