This document discusses the key aspects and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to delight customers through empowered employees, leading to higher revenue and lower costs. The document outlines that TQM requires involvement from everyone in an organization and focuses on meeting and exceeding customer expectations through continuous process improvement. It also emphasizes that TQM is a journey, not a destination, and discusses how organizations can organize for and approach TQM implementation.

1. Submitted by,
K.V.Rajee
14mba009

2. “ Is the set of management processes and systems
that create delighted customers through empowered
employees, leading to higher revenue and lower cost”
-Juran Institute,Inc

3. “TQM is pure pragmatism”
-Hutchins,Achieve Total Quality,1992

4. “TQM is not a destination, but a journey
towards improvement”.
- Hunt, Management for Quality,1991

5.  Total-Everyone should be involved
 Quality-Customers should be provided with an
uniform product that meets their expectation
 Management- The way Total Quality is conducted

6.  TQM is the application of quantitative methods and
human resources to improve all the processes within
an organization and exceed CUSTOMER NEEDS now
and in the future.

7.  Introduction:
 Four main section
 Motivation for TQM is to be identified
 It helps to set overall strategic direction of TQM and influence
them
 Foundation of the framework of TQM is “organizing”
 Two pillars are systems and techniques and measurement and
feedback
 Changing the culture is considered at all stages and interacts
with them through all the process
 People both as individuals and group are central to TQM and
without their skills improvement will not occur.

8. Various aspects of TQM fit together and is
particularly useful for those org who,
 Are taking first steps on the TQM journey
 Have got ISO 9000 series registration and require
some guidance and advice on what to do next.
 Are attempting to develop improvement plans and
controls across a number of sites.
 Have less than 3yrs operating experience of TQM and
continuous improvement

9.  Organizing:
 Motivation for starting TQM and a process of continuous
improvement
 Time to introduce TQM must also be considered
 Communicate across organization what is TQM and why its
adopted and what is involved, including the cost and required
resources.
 Useful to consider the problem and helps to minimize them.

10.  A clear long term strategy for TQM should be
formulated and integrated with other key business
strategies, departmental policies and objectives. This
also includes the development of a quality policy and
quality strategy. The aim should be to integrate them
with the long term plans of the business.( any short
term strategy integrate with long term)

11.  The approach of TQM should be decided.(culture of
org and shld be flexible)
 The organizations and people who can be sources of
advice on the approach of TQM and its introduction
and development, should be identified.(advice is also
req to develop quality)
 Stages of improvement activity should be identified at
the outset, taking into account the starting point of
the organization, motivation for TQM and tools and
techniques which may be applicable.

12.  Vision and mission statements which are
understandable to all employees should be developed,
displayed and communicated in company unique
language.
 Its important that everyone in the organization can
identify with the vision and mission statements(vision
should be achieveable)

13.  Communication is a key component of TQM and
management cannot communicate too much on
issues relating to TQM and improvement
made(common sense, two way, heart and mind of
employees, both written and verbal mediums)
 A formal program of education and training should be
established( tools, techniques)

14.  Tools and techniques applicable at each stages of
improvement process should be identified.
 The right type of training targeted at the right people
should be developed(stop misuse of tools and
techniques)
 Process analysis and improvement should be continual
part of the organization’s improvement process.(focus
processes rather than functions)

15.  Internal and external performance should be
identified and defined(2-way flow of information
between org and customers and supplier)
 Discussion with customers about the performance
expected( partnership with customers and develop
customer loyalty)
 Means of celebrating and communicating success with
TQM should be considered and methods developed
for recognizing the efforts of teams and individuals.(
recognition, rewards and incentives for quality effort)

16.  Linking rewards to improvement activities must be
considered (financial payments)

17.  An assessment for both management and employee
perspectives of the current status of the current status
of the org culture should be undertaken before firm
plans for change are developed.(senior management
must be prepared for conflicts)
 Change should be planned and take place in a
consistent and incremental manner.
 Role of people within the organization should be
recognized

18.  Teamwork is a important facilitator in culture change,
but org must ensure that the org infrastructure can
adapt to the changes which teamwork will bring.

19.  Review the org adoption of TQM to date(presentation)
 Customize the framework to suit the individuals org
 Present and debate the customized
framework(spokesperson will explained)
 Assess which features of the framework are already in
place.(ranking)
 Prioritize the features which are not already in place

20.  Develop plans to introduce the prioritized features of
the framework identified in the previous stage(stage 6)
(start and finish date)
 Communicate the details of the framework (explained
to suppliers and customers)
 Identify any potential problems in putting the plan
developed at stage 6 into place