This research work aims to understand Total Quality Management concepts and evaluating the extent of TQM
implementation in Mechanical Engineering Department through student feedback survey.
In keeping with the newer demands that have been placed on the self financed educational system by the various
stakeholders, the technical educational system in particular, has been pressured to shift its focus from one in
quantitative expansion to one with emphasis on quality. Growth and survival of these institutes is fully
depending on their competitive working style, opinions of their customers/students about their performance, and
contribution to economic growth. It is being increasingly recognized that high quality of products and services
are associated with customer satisfaction and they are the key points for survival for any organization whether
educational or otherwise. Not oblivious to the need for adaptation to serve the interests of its stakeholders, in
terms of greater responsiveness, the educational system has begun to realize the significance of total quality
management (TQM) in education.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
Total Quality Management (TQM) is a continual process that aims to improve quality in manufacturing by reducing errors, streamlining supply chains, improving customer experience, and ensuring well-trained employees. It holds all parties accountable for quality and was developed by William Deming, influencing Japanese manufacturing. TQM focuses on internal guidelines and process standards to reduce errors, while the related Six Sigma method focuses on reducing defects.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document provides an overview of a Master's program in Strategic Quality Management offered online through the University of Limerick. The 2-3 year program educates students in quality management tools and techniques, with a focus on Lean and Six Sigma. Coursework covers topics like quality science, problem solving, and organizational behavior. Students complete an industry project expected to generate over €100,000 in savings to graduate with a Master Black Belt certification.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
Total Quality Management (TQM) is a continual process that aims to improve quality in manufacturing by reducing errors, streamlining supply chains, improving customer experience, and ensuring well-trained employees. It holds all parties accountable for quality and was developed by William Deming, influencing Japanese manufacturing. TQM focuses on internal guidelines and process standards to reduce errors, while the related Six Sigma method focuses on reducing defects.
IRJET- Total Quality Management and Organizational PerformanceIRJET Journal
This document discusses the relationship between Total Quality Management (TQM) practices and organizational performance. It first defines TQM as a continuous process of improving quality, reducing defects, and satisfying customer demands. It then outlines key elements of TQM like focusing on customers, employee involvement, and using a strategic, systematic approach. The document also discusses how organizational performance encompasses actual outputs compared to intended goals. Finally, it concludes that implementing TQM initiatives like quality processes can enhance customer satisfaction and product/service quality, thereby improving organizational performance.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document provides an overview of a Master's program in Strategic Quality Management offered online through the University of Limerick. The 2-3 year program educates students in quality management tools and techniques, with a focus on Lean and Six Sigma. Coursework covers topics like quality science, problem solving, and organizational behavior. Students complete an industry project expected to generate over €100,000 in savings to graduate with a Master Black Belt certification.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document describes research conducted to develop and validate a tool to measure total quality management (TQM) practices in organizations. Through a literature review, 13 critical factors of TQM were identified. A questionnaire with 85 items measuring these factors was developed and tested on 20 organizations to evaluate reliability and validity. Reliability was high based on Cronbach's alpha scores. Validity was confirmed through factor analysis and a multitrait-multimethod matrix. The validated tool was used to survey 104 manufacturing and service organizations in India and compare their TQM practices using the Mann-Whitney U non-parametric test. Significant differences were found between the sectors.
TOTAL QUALITY MANAGEMENT IN GRADUATE TEACHER EDUCATION by Maria Michelle Lain...Michelle Arevalo
Total Quality Management or TQM has the ability to incorporate the quality viewpoints of both external and internal stakeholders in an integrated manner and thus allow a wide-ranging method to quality management that will guarantee quality as well as create possible change and improvement.
This document provides an introduction to quality management. It discusses the brief history of the quality revolution and contributions from quality gurus like Deming, Juran, and Crosby. It defines quality as meeting or exceeding customer expectations. Quality is important for customer satisfaction, competitiveness, and long-term success. The document introduces total quality management principles and types of quality efforts. It also discusses quality awards and terminology. Finally, it covers the differences between leadership and management as well as the role of quality professionals in connecting various organizational functions.
A working definition for total quality management (tqm) researchers Luong Tien Dat
This document provides a working definition for total quality management (TQM) by developing a definition that incorporates key points from leading thinkers on the topic. [The summary develops a definition of TQM in 3 steps: 1) It examines existing definitions and their limitations, 2) It analyzes the key concept of "quality" by reviewing perspectives from major TQM experts like Deming, and 3) It proposes developing a comprehensive definition by building on common elements from experts while addressing different perspectives.] The goal is to create a definition that is broad enough to be universally acceptable yet specific enough to accurately represent the complex concept of TQM.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
IRJET- A Study on Quality Management System and Customer Satisfaction in Cons...IRJET Journal
This document discusses quality management systems and customer satisfaction in construction companies. It begins with an abstract that outlines that quality, time, and cost are key factors in project success and customer satisfaction. It then reviews literature on quality management practices and principles in the construction industry. Several studies are discussed that examined factors like quality assurance, total quality management, and quality planning and their impact on organizational performance and customer satisfaction in construction projects. The document concludes that implementing quality management principles and practices can help construction companies improve performance and achieve higher levels of customer satisfaction.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Key Factors required to Implement Total Quality Management within the Textile...Subhi Pradhan
The main purpose of this study is to identify the appropriate factors of Total Quality Management (TQM) implementation within Textiles and Clothing (T&C) sector in India and to understand the importance of TQM to improve the capacity of the T&C sector in India while meeting the requirements related to design, quality and standards and To identify the TQM barriers affecting the T&C firms in India.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
The document discusses the concepts of quality and total quality management (TQM). It defines quality as meeting or exceeding customer expectations based on intended use and price. TQM is described as managing the whole organization to achieve excellence through a cultural change and continuous improvement. Key aspects of TQM include top management commitment, customer involvement, effective processes, employee empowerment, and continuous benchmarking and improvement. Benefits include holistic development, high productivity, competitive advantage, and a positive work culture. The document traces the evolution of TQM approaches in India since the 1990s economic reforms.
1) The document provides an overview of total quality management (TQM), including its history, key concepts, and implementation strategies. It discusses figures like Deming and Juran who helped develop TQM principles.
2) Toyota is used as a case study. The document finds Toyota could improve employee involvement in decision-making and strengthening relationships with suppliers to better ensure quality control.
3) Recommendations include empowering employees through teams, rewards, and expanding some in-house production to strengthen quality oversight of suppliers.
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.
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.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
This document provides an overview of Total Quality Management (TQM). It begins with an introduction to TQM, explaining that it is a management philosophy focused on continuously improving quality. It then outlines the key principles of TQM, including having top management commitment, training employees, being customer-oriented, and using quality techniques and tools. Finally, it discusses both the advantages and disadvantages of TQM, noting that while it can improve quality and customer satisfaction, implementing TQM also demands significant cultural changes, time, resources and may discourage creativity.
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
The document discusses the evolution of organizational structures for quality from the 1980s to the future. It describes how quality management tasks have shifted from quality departments to functional lines and teams. It also discusses parallel organizations that exist alongside regular structures for non-routine change programs. Going forward, the document suggests organizations will break down walls between functional departments.
The document summarizes a research article from the International Journal of Mechanical Engineering and Technology. The article reviews quality management systems in research and development organizations. It finds that existing research primarily focuses on implementing quality principles in R&D, with little analysis of effectiveness. The article then proposes using a balanced scorecard approach to measure R&D performance across financial, customer, internal process, and innovation perspectives aligned with organizational goals. This would help evaluate quality efforts and identify areas for future research on quality management in R&D organizations.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
The study investigated the Quality Improvement Practices (QIP) of selected small medium industries (SMIs
hereafter) namely the E&E manufacturers in Malaysia. The objectives of this study are to investigate the influence of
the quality improvement practices (QIP) among Malaysian E&E manufacturers on their compliance performance.
The quality improvement level of twelve QIP; seven soft factors and five hard factors, were determined in the study.
Later, the improvement level of the QIP was compared according to the manufacturers‟ size, ownership, length of
operation, and ISO status. A quantitative research method, which involved the distribution of a set of questionnaires,
was used in the study. Another important aspect of the research is to identify relevant soft and hard factors that need
emphasis in future trainings by the QIP trainers. As the sole assessor of Product Certification compliance for the
manufacturers in Malaysia, SIRIM QAS has the data on the Malaysian manufacturers‟ compliance performances.
Based on the data, it can be concluded that Malaysian SMIs are still struggling in implementing quality improvement
practices. The data has yielded interesting findings related to the identified soft and hard factors that need further
emphasis in future trainings. The findings provided recommendations for future trainers of QIP
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
QUALITY MANAGEMENT SYSTEM IN R&D: A CRITICAL LITERATURE REVIEWIAEME Publication
This document discusses quality management systems in research and development organizations. It first reviews literature on implementing quality principles in R&D environments. The literature focuses on how to implement these systems but does little to analyze their effectiveness. Common quality practices discussed include top management commitment, workforce involvement, training, process-based approaches, teamwork, measurement, and client focus. The document then discusses the need for performance measurement in R&D organizations and proposes using a balanced scorecard approach. This would measure performance from customer, internal process, innovation/learning, and financial perspectives aligned with the organization's goals and strategy. Finally, challenges in defining R&D outputs and measuring performance are addressed.
Critical success factors of Total Quality Management implementation in Indian...IRJET Journal
This document discusses a study on the critical success factors of implementing Total Quality Management (TQM) in the Indian iron and steel industries. The study aims to investigate TQM practices in steel production and determine their impact on performance. A questionnaire will be distributed to quality management and engineering professionals to collect their opinions on the overall impact of Quality Management System implementation on various business performance factors. The literature review reveals that while some studies found TQM implementation improved efficiency, productivity and performance, other research found inconsistent or conflicting results. The objective is to explore the relationship between quality management practices and organizational performance in manufacturing by developing a framework of critical success factors.
This document provides an introduction to quality management. It discusses the brief history of the quality revolution and contributions from quality gurus like Deming, Juran, and Crosby. It defines quality as meeting or exceeding customer expectations. Quality is important for customer satisfaction, competitiveness, and long-term success. The document introduces total quality management principles and types of quality efforts. It also discusses quality awards and terminology. Finally, it covers the differences between leadership and management as well as the role of quality professionals in connecting various organizational functions.
A working definition for total quality management (tqm) researchers Luong Tien Dat
This document provides a working definition for total quality management (TQM) by developing a definition that incorporates key points from leading thinkers on the topic. [The summary develops a definition of TQM in 3 steps: 1) It examines existing definitions and their limitations, 2) It analyzes the key concept of "quality" by reviewing perspectives from major TQM experts like Deming, and 3) It proposes developing a comprehensive definition by building on common elements from experts while addressing different perspectives.] The goal is to create a definition that is broad enough to be universally acceptable yet specific enough to accurately represent the complex concept of TQM.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
IRJET- A Study on Quality Management System and Customer Satisfaction in Cons...IRJET Journal
This document discusses quality management systems and customer satisfaction in construction companies. It begins with an abstract that outlines that quality, time, and cost are key factors in project success and customer satisfaction. It then reviews literature on quality management practices and principles in the construction industry. Several studies are discussed that examined factors like quality assurance, total quality management, and quality planning and their impact on organizational performance and customer satisfaction in construction projects. The document concludes that implementing quality management principles and practices can help construction companies improve performance and achieve higher levels of customer satisfaction.
Effect of TQM Practices on Financial Performance through Innovation Performan...IRJET Journal
1) The document examines the direct and indirect effects of total quality management (TQM) practices on financial and innovation performance in Indian manufacturing companies.
2) It identifies 13 key TQM practices based on a literature review, including leadership commitment, customer focus, supplier quality management, and continuous improvement.
3) The study measures organizational performance through financial performance and innovation performance indicators. A conceptual research framework is proposed to analyze the relationships between TQM practices and these two performance measures.
Key Factors required to Implement Total Quality Management within the Textile...Subhi Pradhan
The main purpose of this study is to identify the appropriate factors of Total Quality Management (TQM) implementation within Textiles and Clothing (T&C) sector in India and to understand the importance of TQM to improve the capacity of the T&C sector in India while meeting the requirements related to design, quality and standards and To identify the TQM barriers affecting the T&C firms in India.
This document discusses leadership and quality management. It describes characteristics of quality leaders, including customer focus, treatment of subordinates, and emphasis on improvement. It also outlines Deming's 14 principles, such as creating consistency, adopting a quality philosophy, and eliminating fear. Finally, it discusses the importance of employee involvement in quality through motivation, feedback, and empowerment.
The document discusses the concepts of quality and total quality management (TQM). It defines quality as meeting or exceeding customer expectations based on intended use and price. TQM is described as managing the whole organization to achieve excellence through a cultural change and continuous improvement. Key aspects of TQM include top management commitment, customer involvement, effective processes, employee empowerment, and continuous benchmarking and improvement. Benefits include holistic development, high productivity, competitive advantage, and a positive work culture. The document traces the evolution of TQM approaches in India since the 1990s economic reforms.
1) The document provides an overview of total quality management (TQM), including its history, key concepts, and implementation strategies. It discusses figures like Deming and Juran who helped develop TQM principles.
2) Toyota is used as a case study. The document finds Toyota could improve employee involvement in decision-making and strengthening relationships with suppliers to better ensure quality control.
3) Recommendations include empowering employees through teams, rewards, and expanding some in-house production to strengthen quality oversight of suppliers.
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.
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.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
This document provides an overview of Total Quality Management (TQM). It begins with an introduction to TQM, explaining that it is a management philosophy focused on continuously improving quality. It then outlines the key principles of TQM, including having top management commitment, training employees, being customer-oriented, and using quality techniques and tools. Finally, it discusses both the advantages and disadvantages of TQM, noting that while it can improve quality and customer satisfaction, implementing TQM also demands significant cultural changes, time, resources and may discourage creativity.
The importance of quality practices has considerably increased over the last years, on both a
practical and theoretical level. In competitive and global business environment, companies should create a need
for managers in manufacturing sector to effectively and continually improve quality, capability and process
efficiency. This paper presents the findings from the survey on the current status of measurement system on
CSR capability by using SQC and DMAIC method (Define-Measure-Analyze, Improve and Control) in fulfilled
the standard of quality product in home industries based. Case study was one of growth home industries
supported by CSR of PT. Pertamina Gas (Pertagas) in Prabumulih, South Sumatera. The chosen of industry as
they contribute in absorption of local content raw materials produce by using the vacant land along the yard.
The aims are to determine whether the essential quality measurement such as SQC snf DMAIC as have a
significant contribution to reduce the production reject and increasing the utility of raw material from local
content and develop the value added in the future. This paper outlines the results of the research conducted on
the industries under CSR programme, it was found that the CSR program by Pertagas was effective in reducing
product reject and give good contribution in spread the local product into the market, either local and national
area as shown by ANOVA test. The main finding from the study proved that suitable program of CSR was give
positive contribution on quality improvement.
The document discusses the evolution of organizational structures for quality from the 1980s to the future. It describes how quality management tasks have shifted from quality departments to functional lines and teams. It also discusses parallel organizations that exist alongside regular structures for non-routine change programs. Going forward, the document suggests organizations will break down walls between functional departments.
The document summarizes a research article from the International Journal of Mechanical Engineering and Technology. The article reviews quality management systems in research and development organizations. It finds that existing research primarily focuses on implementing quality principles in R&D, with little analysis of effectiveness. The article then proposes using a balanced scorecard approach to measure R&D performance across financial, customer, internal process, and innovation perspectives aligned with organizational goals. This would help evaluate quality efforts and identify areas for future research on quality management in R&D organizations.
This document discusses the importance of implementing Total Quality Management (TQM) principles and business excellence strategies when implementing an Enterprise Resource Planning (ERP) system. The key points are:
1) ERP implementation is a socio-technical endeavor that requires modifying business processes, but many ERP implementations fail due to organizational and cultural issues. TQM/business excellence principles can help address these issues.
2) TQM emphasizes factors like top management commitment, teamwork, training, and employee empowerment that are important for successful ERP implementation.
3) For ERP implementation to be successful, TQM must be integrated into the corporate strategy and form a "quality loop" that ensures continuous improvement.
The study investigated the Quality Improvement Practices (QIP) of selected small medium industries (SMIs
hereafter) namely the E&E manufacturers in Malaysia. The objectives of this study are to investigate the influence of
the quality improvement practices (QIP) among Malaysian E&E manufacturers on their compliance performance.
The quality improvement level of twelve QIP; seven soft factors and five hard factors, were determined in the study.
Later, the improvement level of the QIP was compared according to the manufacturers‟ size, ownership, length of
operation, and ISO status. A quantitative research method, which involved the distribution of a set of questionnaires,
was used in the study. Another important aspect of the research is to identify relevant soft and hard factors that need
emphasis in future trainings by the QIP trainers. As the sole assessor of Product Certification compliance for the
manufacturers in Malaysia, SIRIM QAS has the data on the Malaysian manufacturers‟ compliance performances.
Based on the data, it can be concluded that Malaysian SMIs are still struggling in implementing quality improvement
practices. The data has yielded interesting findings related to the identified soft and hard factors that need further
emphasis in future trainings. The findings provided recommendations for future trainers of QIP
The document summarizes the goals and activities of the Global Manufacturing Roundtable (GMR), a consortium run by Cranfield School of Management. The GMR aims to address challenges faced by manufacturing and services practitioners in the UK by facilitating sharing of ideas and best practices. It offers member companies opportunities to participate in research projects, access findings and new approaches, and network with other members. Recent GMR research has examined topics like strategic global manufacturing management, manufacturing flexibility, and improving new product introduction.
QUALITY MANAGEMENT SYSTEM IN R&D: A CRITICAL LITERATURE REVIEWIAEME Publication
This document discusses quality management systems in research and development organizations. It first reviews literature on implementing quality principles in R&D environments. The literature focuses on how to implement these systems but does little to analyze their effectiveness. Common quality practices discussed include top management commitment, workforce involvement, training, process-based approaches, teamwork, measurement, and client focus. The document then discusses the need for performance measurement in R&D organizations and proposes using a balanced scorecard approach. This would measure performance from customer, internal process, innovation/learning, and financial perspectives aligned with the organization's goals and strategy. Finally, challenges in defining R&D outputs and measuring performance are addressed.
Critical success factors of Total Quality Management implementation in Indian...IRJET Journal
This document discusses a study on the critical success factors of implementing Total Quality Management (TQM) in the Indian iron and steel industries. The study aims to investigate TQM practices in steel production and determine their impact on performance. A questionnaire will be distributed to quality management and engineering professionals to collect their opinions on the overall impact of Quality Management System implementation on various business performance factors. The literature review reveals that while some studies found TQM implementation improved efficiency, productivity and performance, other research found inconsistent or conflicting results. The objective is to explore the relationship between quality management practices and organizational performance in manufacturing by developing a framework of critical success factors.
Total quality management practices in construction companies keralaIAEME Publication
This document summarizes a study on total quality management (TQM) practices in construction companies in Kerala, India. The study aims to identify current TQM practices, the effectiveness of TQM implementation, and problems related to TQM implementation. A questionnaire was distributed to 35 large and medium construction companies in Kerala. The results identified challenges to TQM implementation including a lack of management commitment and understanding of TQM principles. Overall, the study found that while construction companies recognize the benefits of TQM such as improved quality and customer satisfaction, more efforts are needed to effectively implement TQM practices.
Evaluation of-total-quality-management-implementation-as-engineering-practice...Ali Salah
The document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes two main TQM factors - continuous improvement and customer satisfaction - by examining how four requirements of the ISO 9001-2008 standard are applied during different project phases. A questionnaire survey of 177 engineers found that TQM implementation was at a moderate level across all construction project phases in Jordan. Continuous improvement through approaches like Deming cycles and meeting customer satisfaction are important principles of TQM that can help strengthen quality practices in the Jordanian construction industry.
This document discusses total quality management (TQM) and its application in library and information sectors. It provides definitions and principles of TQM, as well as common tools and techniques used, such as check sheets, cause-and-effect diagrams, Pareto charts, flow charts, and the PDCA cycle. The document outlines benefits of implementing TQM, such as improved products/services, decreased defects, increased productivity, and competitive advantages. Overall, the document presents TQM as a comprehensive management approach for continuous quality improvement and achieving long-term success through customer satisfaction.
A Review on Performance Management and Appraisal in Construction Industry Tow...IRJET Journal
This document reviews performance management and appraisal in the construction industry and its impact on project performance. It discusses various frameworks for performance measurement and defines performance management and appraisal. It identifies factors that affect performance like attendance, quality of work, job knowledge, and behavioral factors. The document outlines the objectives, need, and scope of studying performance appraisal in the construction industry. It discusses various researchers' statements on tools for performance evaluation and developing a performance management process. Finally, it concludes that focusing on identified performance, behavioral, grading, personal effectiveness, and social factors can improve employee performance and increase project profits.
A REVIEW ON PERFORMANCE MANAGEMENT AND APPRAISAL IN CONSTRUCTION INDUSTRY TOW...Dereck Downing
This document reviews performance management and appraisal in the construction industry and its impact on project performance. It discusses several frameworks for performance measurement and defines performance management and appraisal. It identifies factors that affect performance like attendance, quality of work, job knowledge, and behavioral factors. The document outlines the objectives, need, and scope of studying performance management. It discusses methodologies like literature reviews, questionnaires, and the Likert scale. Finally, it concludes the most significant factors affecting performance are performance, behavioral, grading systems, personal effectiveness, and social factors. Properly managing these factors can improve employee performance and increase project profits.
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two main factors - continuous improvement and customer satisfaction. Data was collected through a questionnaire survey of 177 engineers. The study found that TQM implementation was at a moderate level across all construction project phases in Jordan. TQM is considered an important modern management system that can help address quality problems in the Jordanian construction sector if fully adopted.
Evaluation of Total Quality Management Implementation as Engineering Practice...IOSR Journals
This document evaluates the implementation of total quality management (TQM) as an engineering practice in Jordanian construction projects. It analyzes TQM implementation based on two key factors - continuous improvement and customer satisfaction - by examining how four ISO 9001-2008 requirements are applied across different project phases. A questionnaire survey of 177 engineers found that overall, TQM implementation was at a moderate level in most project phases in Jordan, with some weaknesses identified, such as inadequate analysis, lack of third-party reviews, and insufficient responsibility authorization in certain phases. The study concludes that while TQM factors are applied, some improvements are needed for fully effective quality management in Jordanian construction.
This document discusses quality management changes being implemented in the manufacturing department at SymCom. It provides an overview of quality management and pioneers like Deming, Juran, and Crosby. The document outlines steps to plan, implement, and monitor quality standards. It discusses tools like design of experiments, quality audits, and control charts. Benefits include reduced costs and improved customer satisfaction. Potential drawbacks include employee resistance and failure to communicate the changes effectively to stakeholders.
IRJET- Total Quality Management based Improvement of Teaching and Learnin...IRJET Journal
This document discusses applying Total Quality Management (TQM) principles to improve teaching and learning methodology in engineering education. It begins by providing background on TQM and how its principles from industry can be adapted to education. The key TQM principles of customer focus, continuous improvement, and employee involvement are discussed in the context of teaching and learning. Deming's Plan-Do-Study-Act model is proposed as a tool for continuous quality improvement of the teaching and learning process. Overall, the document argues that applying TQM can help engineering education programs enhance quality, achieve recognition, and improve student and faculty morale through a focus on meeting customer needs and driving ongoing process improvements.
This document discusses implementing Pareto analysis as part of total quality management (TQM) for service industries projects. It reviews 22 research papers on different TQM strategies, challenges, and overcoming challenges. The introduction provides an overview of TQM, which aims to continuously improve manufacturing and reduce losses through management and quality tools. The literature review summarizes several papers on implementing TQM in small businesses and relating TQM to organizational characteristics, scope and business performance, and the importance of human aspects. Key aspects of TQM discussed include leadership, employee involvement, training, customer focus, and continuous improvement.
Research Inventy : International Journal of Engineering and Science is published by the group of young academic and industrial researchers with 12 Issues per year. It is an online as well as print version open access journal that provides rapid publication (monthly) of articles in all areas of the subject such as: civil, mechanical, chemical, electronic and computer engineering as well as production and information technology. The Journal welcomes the submission of manuscripts that meet the general criteria of significance and scientific excellence. Papers will be published by rapid process within 20 days after acceptance and peer review process takes only 7 days. All articles published in Research Inventy will be peer-reviewed.
Quality and continual improvement in gammon india Shri Shakti
This document discusses quality and continual improvement in Gammon India. It begins with an introduction that defines continual improvement as an ongoing effort to iteratively improve processes through small incremental changes or large breakthrough changes. It notes the distinction between "continuous" and "continual", with continual referring to discrete improvements over time rather than continuous mathematical improvement. The document then provides background on Gammon India as an infrastructure company in India and the challenges facing the construction industry in India. It outlines the structure of the dissertation, which examines quality and continual improvement processes at Gammon India through a case study.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
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.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document summarizes an applied research paper about implementing a quality management system to improve the quality of education. The paper aims to analyze the root causes of poor quality and recommend solutions. A survey was conducted that found the root cause was a lack of standardized business processes. The objectives are to standardize processes according to ISO, measure performance, manage time and costs more effectively. The recommended solution is to implement a quality management system certified to ISO 9001 and use Six Sigma and Theory of Constraints methodologies. Implementing these changes would improve business operations and thereby improve the quality of education.
Total quality management english socioeducational projectLorena Tapia
This document provides an overview of 16 lessons on quality management. It discusses key concepts like quality definitions, competitive advantage, quality philosophies from Deming, Juran and Crosby. It also covers topics like ISO 9000 standards, total quality management principles and evolution, contributions to TQM, Just-in-Time manufacturing, seven quality tools and techniques, measurement and analytical tools, improvement tools like quality circles, and control tools like Gantt charts. The document serves as a guide for teaching quality management concepts across multiple lessons.
Basic concepts of Total Quality Managementmangadynasty5
Total Quality Management (TQM) is a comprehensive
management philosophy and approach that focuses on
continuous improvement, customer satisfaction, and employee
involvement in all aspects of an organization. It is a systematic
way of managing the entire organization to enhance the quality
of products, services, and processes. TQM emphasizes a
proactive approach to quality, aiming for excellence in every
facet of the business.
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Development of fixture_to_reduce_the_cycle_time_of_c_8_griding_machineLaukik Raut
“What a difference a second makes” – a quote from an empowered employee. Just one second over a ten
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approach for the reduction of process cycle time and its impact on a company's competitive edge. Reduction in
cycle time has been gaining significant attention in recent times. The shorter cycle times effect in higher
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smoke, causing air pollution. Moreover, the carbon originating from incomplete fuel combustions, settles on the spark plug and
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Computer aided fixture design for machining of key waysLaukik Raut
Eccentric shaft play an important role in application of
ginning machine. Machining of keyways on eccentric
shaft is a important task. Machining on simple shaft is
easy as compare to eccentric shaft by conventional
process. machining of keyways on eccentric shaft is a
time consuming process, so reducing this time is a main
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Warpage simulation of manhole cover using auto cast x softwareLaukik Raut
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intermediate software like MS-excel which provides an input to other modeling or analysis software and among all
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Efficiency analysis of hydraulic power steering systemLaukik Raut
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Implementing 5 s methodology as tool for improving efficiencyLaukik Raut
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manufacturing operation fixture is very
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Implementing total quality management to improve facilities
1. See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/259756675
Implementing Total Quality Management to Improve Facilities and Resources
of Departments in Engineering Institute
Article · January 2014
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ISSN : 2248-9622, Vol. 4, Issue 1( Version 2), January 2014, pp.342-349
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Implementing Total Quality Management to Improve Facilities
and Resources of Departments in Engineering Institute
Sumit P. Raut, Laukik P. Raut
Student, M. Tech. (CAD/CAM) Department of Mechanical Engineering G. H. Raisoni College of Engineering
Nagpur, India
Assistant Professor Department of Mechanical Engineering G. H. Raisoni College of Engineering Nagpur, India
Abstract
This research work aims to understand Total Quality Management concepts and evaluating the extent of TQM
implementation in Mechanical Engineering Department through student feedback survey.
In keeping with the newer demands that have been placed on the self financed educational system by the various
stakeholders, the technical educational system in particular, has been pressured to shift its focus from one in
quantitative expansion to one with emphasis on quality. Growth and survival of these institutes is fully
depending on their competitive working style, opinions of their customers/students about their performance, and
contribution to economic growth. It is being increasingly recognized that high quality of products and services
are associated with customer satisfaction and they are the key points for survival for any organization whether
educational or otherwise. Not oblivious to the need for adaptation to serve the interests of its stakeholders, in
terms of greater responsiveness, the educational system has begun to realize the significance of total quality
management (TQM) in education.
Keywords: TQM, Stakeholder, educational institute.
I. Introduction
In the 1980s to the 1990s, a new phase of
quality control and management began. This became
known as Total Quality Management (TQM). Having
observed Japan‟s success of employing quality issues,
western companies started to introduce their own
quality initiatives. TQM, developed as a catchall
phrase for the broad spectrum of quality-focused
strategies, programmed and techniques during this
period, became the centre of focus for the western
quality movement. A typical definition of TQM
includes phrases such as: customer focus, the
involvement of all employees, continuous
improvement and the integration of quality
management into the total organization. Although the
definitions were all similar, there was confusion. It
was not clear what sort of practices, policies, and
activities needed to be implemented to fit the TQM
definition.
[1]Recognizes the need for continuous
improvement, cultural change and effective use of
financial resources to improve the value addition at
each level. Develops an understanding of the issues to
be addressed at each phase of TQM implementation. It
is expected that insights gained will help sensitize the
emerging self-financed institutions towards the
demands of new age students. Conclusions derived
will also provide some opportunities for reflection by
students, faculty members and leaders/top
management of institutions for continuous
development at an individual as well as institutional
level. A novelty of work lies in the use of a mix of
qualitative and quantitative approaches, which not
only evaluates the present system but develops an
understanding of future challenges to continuous
improvement.
Main objective of Total Quality Management
is sustained (if not progressive) customer satisfaction
through continuous improvement, which is
accomplished by systematic methods for problem
solving, breakthrough achievement, and sustenance of
good results (standardization).
II. OBJECTIVES OF THE STUDY
The study carried out under the topic Total
Quality Management. This research work aims „to
understand & implement Total Quality management
and evaluating the extent of success of TQM
implementation in Mechanical Engineering
Department through student feedback survey‟.
Other objectives are:
To understand the concepts of total quality
management.
To study Resources & Facilities to determine
the current status of quality level in the
Mechanical Engineering Department.
To analyze the performance of various
facilities and resources offered by the Institute
for the benifit of students from Mechanical
Engineering Department.
RESEARCH ARTICLE OPEN ACCESS
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To suggest recommendations and suggestions
towards improvement in the overall quality
structure of the Department of Mechanical
Engineering according to TQM fundamentals.
III. LITERATURE REVIEW
According to Juan jose tari [2] quality
management consists of set of components, critical
factors, tools, techniques and practices. The objective
of this study is to identify the components of the
TQM, in order to make them known to managers and
thus facilitate successful management implementation
and to show the situation.
After this review, it can be said that there is
no unique model for good TQM program and TQM is
a network of interdependent components, namely
critical factors, practices, techniques and tools.
This paper has pointed out, on the one hand, which
TQM components must be considered by manager
who desired to successful implement TQM within
their firms. One the other hand, it examine the TQM
elements in ISO-9000 certified firms. The result may
be use to identify the situation of many certified firms
and show this firms must be improve their people
oriented and use quality improvement tools to higher
extent.
G. Dennis Beecroft [3], says that organization
strive to increase their bottom performance. In this
highly competitive environment they often forget to
integrate to important planning activities, strategic and
quality planning. This level due to lack of
understanding of laws and effective relationship
between strategy, quality, productivity, profitability
and competitiveness.
It also indicates how to maximize the profit
of an organization. It is necessary to understand the
objectives and priorities of the business and quality
improvement process.
According to Anoop Patel [4] the cultural
attitudes need changing if TQM is succeed and as
Crosby „changing mind set‟, is the hardest of
management jobs. TQM is more recent element of
quality improvement which Cotton is currently
studying, particular emphasis is being set up of
interfacing departments under the question “how can
we improve our service to the next operation”,
culmination of all above quality elements have
brought about consistent reduction in reject level to
ford. Each of these elements has played a part towards
the organization goal of continuous improvement.
According to John M. Ryan [5], in order to
get the relevant information about Total Quality
Management (TQM) is a systematic approaches to
quality improvement that varies product and service
specifications to customer performance. Its aim to
produce the specifications with zero defects. This
creates a virtuous cycle of continuous improvement
that boosts production, customer satisfaction and
profits. Most companies today have chosen to adopt a
TQM program. It refers to an integrated approach by
management to focus all functions and levels of an
organization on quality and continuous improvement.
Over the years, it has become very important for
improving a firm's process capabilities in order to
achieve fit and sustain competitive advantages. It
focuses on encouraging a continuous flow of
incremental improvements from the bottom of the
organization's hierarchy. It is not a complete solution
formula as viewed by many – formulas cannot solve
managerial problems, but a lasting commitment to the
process of continuous improvement.
According to C. L. Yeung [6] in the field of
Industrial Engineering suggests that the improvement
of quality management practices is a continuous
development process. According to this suggestion, a
Quality Management System (QMS) is developed
gradually and not in sudden dramatic jumps. It has
also been pointed out by many authors that the
improvement of quality management progressively
leads to more efficient internal operations, followed
by better satisfied external customers and eventually
superior marketing and financial performance.
However, the results from a number of case studies in
our investigation reveal that those manufacturing
companies in Hong Kong which realize that quality is
an important strategic consideration for improving
their sales and marketing performance invest heavily
in quality management and develop their QMS close
to standard suggestions in the literature but the
transformation is too rapid. These manufacturing firms
do not really improve their customer satisfaction by
making internal operations more efficient. Instead,
they put great effort in developing their QMS in order
to satisfy their customers with quality products at low
prices, resulting in market growth but not gains in
financial benefits. This investigation suggests that
quality management in such companies should be
conducted in a cost-effective way and directed
towards improving the operational efficiency and
effectiveness of the entire organization rather than
simply satisfying the customers.
According to Frank Dewhurst [7] The origins
of the term TQM and clarify the different definitions
employed by academics and practitioners.
Feigenbaum and Ishikawa are perhaps the greatest
contributors to the development of the term. The other
recognized quality management gurus such as Crosby,
Deming and Juran have shaped the dimensions,
practices and mechanism which underpin the concept,
but it is noted that none of these three actually uses the
TQM term. TQM started to be used in the mid-1980s
and only became a recognized part of the quality-
related language in the late 1980s. The paper also
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analyses the key dimensions of TQM and traces their
origins.
Roberto antony [8] proposed a framework to
help quantity practitioner involved in the task of
quality planning. The proposed framework utilizes
both external and internal information (such as market
diagnosis and organization strategic plans) which are
filtered through the methodology and techniques as
quality management to deliver time phase plan
consisting of the main action required to implement
TQM in either in manufacture or service.
IV. OVERVIEW OF TOTAL QUALITY
MANAGEMENT
[9]The concept of quality has existed for
many years, though it‟s meaning has changed and
evolved over time. In the early twentieth century,
quality management meant inspecting products to
ensure that they met specifications. In the 1940s,
during World War II, quality became more statistical
in nature. Statistical sampling techniques were used to
evaluate quality, and quality control charts were used
to monitor the production process. In the 1960s, with
the help of so-called “quality gurus” the concept took
on a broader meaning. Quality began to be viewed as
something that encompassed the entire organization,
not only the production process. Since all functions
were responsible for product quality and all shared the
costs of poor quality, quality was seen as a concept
that affected the entire organization. The meaning of
quality for businesses changed dramatically in the late
1970s. Before then quality was still viewed as
something that needed to be inspected and corrected.
However, in the 1970s and 1980s many U.S.
industries lost market share to foreign competition. In
the auto industry, manufacturers such as Toyota and
Honda became major players. In the consumer goods
market, companies such as Toshiba and Sony led the
way. These foreign competitors were producing
lower-priced products with considerably higher
quality. To survive, companies had to make major
changes in their quality programs. Many hired
consultants and instituted quality training programs
for their employees. A new concept of quality was
emerging. One result is that quality began to have a
strategic meaning. Today, successful companies
understand that quality provides a competitive
advantage. They put the customer first and define
quality as meeting or exceeding customer expectation.
Since the 1970s, competition based on
quality has grown in importance and has generated
tremendous interest, concern, and enthusiasm.
Companies in every line of business are focusing on
improving quality in order to be more competitive. In
many industries quality excellence has become a
standard for doing business. Companies that do not
meet this standard simply will not survive.
CONCEPT OF TQM
[10]What characterizes TQM is the focus on
identifying root causes of quality problems and
correcting them at the source, as opposed to inspecting
the product after it has been made. Not only does
TQM encompass the entire organization, but it
stresses that quality is customer driven. TQM attempts
to embed quality in every aspect of the organization. It
is concerned with technical aspects of quality as well
as the involvement of people in quality, such as
customers, company employees, and suppliers. Here
we look at the specific concepts that make up the
philosophy of TQM.
Definitions:
„Total Quality Management is a set of
management practices throughout the organization,
gear to ensure the organization consistently meets or
exceeds customer requirement.‟
A comprehensive definitions
1) W. Edwards Deming –“Quality is the responsibility
of the Management, not the worker. Management
must foster an environment for detecting & solving
quality problems.”
2) Joseph M. Juran – “Continuous improvement,
hands-on management & training are fundamental to
achieving excellence in quality”. Contribution- quality
trilogy: planning-control-improvement
3) Bill Creech: “A total approach to put quality in
every aspect of management”.
4) Kit Sadgrove: “TQM means satisfying customers
first time every time. It means enabling your
employees to solve problems and eliminate waste”.
5) James W. Cortada: “TQM is strategic, long term set
of practices that make it possible for management to
introduce continuous improvement initiatives across
all function”.
TQM places strong focus on process
measurement and controls as means of continuous
improvement. Here are the few basic content includes
in a total quality management system.
Principles of TQM:
Management Commitment
1. Plan (drive, direct)
2. Do (deploy, support, participate)
3. Check (review)
4. Act (recognize, communicate,
revise)
Employee Empowerment
1. Training
2. Suggestion scheme
3. Measurement and recognition
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4. Excellence teams
Fact Based Decision Making
1. SPC (statistical process control)
2. DOE, FMEA
3. The 7 statistical tools
4. TOPS (FORD 8D - Team Oriented
Problem Solving)
Continuous Improvement
1. Systematic measurement and focus
on CONQ
2. Excellence teams
3. Cross-functional process
management
4. Attain, maintain, improve standards
Customer Focus
1. Systematic measurement and focus on
CONQ
2. Excellence teams
3. Cross-functional process management
4. Attain, maintain and improve standards
TQM Tools
Here follows a description of the
basic set of Total Quality Management tools.
They are:
Pareto Principle
Scatter Plots
Control Charts
Flow Chart
Cause and Effect, Fishbone, Ishikawa
Diagram
Histogram or Bar Graph
Check Lists
Check Sheets.
V. METHODOLOGY
„It involves data collection, its analysis and
interpretation. Researcher cannot draw decisions, but
it helps the researches in the task of decision making‟.
A successful researcher will never depend upon
guessing but he looks for more accurate information
through as research methodology.
1. PRIMARY DATA COLLECTION:
Primary data is the data collected to solve a
problem or take advantage at an opportunity on which
decision is pending. In this project work the primary
data was collected through students feedback forms.
The major data has been collected from the consumer
through well designed feedback forms and the
additional data has been obtained by discussing the
project with librarian, each lab in charge and T & P
department. They were helpful in parting
knowledgeable relevant information about the topic.
2. SECONDARY DATA: This is the existing data,
collected from known sources. Some of the secondary
means of data collection are:
Magazines
Internet,
Institute data sources
Journals
Books
VI. DATA ANALYSIS &
INTERPRETATIONS
1) SWOT analysis
2) A.B.C analysis
SWOT Analysis
A scan of the internal and external
environment is an important part of the strategy
planning process. Environmental factor internal to
firm usually be classified as Strength (S) and
Weaknesses (W) and those external to the firm can be
classified as Opportunity (O) Threat (T) such an
analysis of the strategic Environment is referred as a
SWOT analysis.
The SWOT analysis provide information that
is helpful in matching the firm resources and
capabilities to the competitive Environment in which
it operates. as such, it is instrumental in strategy
formulation and selection. The following diagram
shows how a SWOT analysis fits into an Environment
scan.
Brief Description:-
Strengths:
Good institutional culture: Institute decides
framework for academic year.
Experienced staff: Department is growing
with experience and mature staffs in their
fields and lightening their students in today
knowledge platform. They are more
supportive and productive in nature.
Excellent sports culture: Institute has
provided basic sports facilities to the student
and organizes various sports events. They
always promote student for participate at
institute as well as university level sports
competition. Affordable fee structure:
College has low fee structure compare to
other regional colleges.
Healthy environment: Institute has greenery
& fresh environment throughout the campus.
Well maintain library: Ample quantities and
varieties of books are avail by the institute to
the students. Recognized national and
international journals and research papers are
facilitate within the library.
Commits toward social responsibility: Apart
from education institute works for water
harvesting plant in a campus. Institute
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organizing various activities such as Helping
Hands, NSS camp, blood donation camp,
renewable energy sources program to
contribute to society.
Weakness:
Low recruitment rate: Institute is enable to
bring as many as companies to institute as
compare to other institute in the region.
Inefficient utilization of facilities: Labs such
as m/c shop, CAD lab, R & D are not use
effectively.
No separate space for internet accessing: No
separate space for internet surfing such as
zone or room.
Opportunities:
Improve industrial relationship: To get more
practical knowledge to the students, the
department should arrange more and more
industrial visits for the students.
Organizing expert lecture: To get information
and knowledge about recent activities and
research in the industries.
More M. Tech. stream: Department can grow
more by increasing number of M. Tech.
Specializations to promote more number of
students.
Threats:
Location of Institute: Institute is located far
away from city which affects students
mentality for choosing an institute.
Table 1 SWOT analysis results
Environmental scan
Internal analysis External analysis
Strength Weaknesses Opportunity Threats
Figure no. 1 SWOT matrix
ABC codes:
“A class” inventory will typically contain
items that account for 80% of total value, or
20% of total items.
“B class” inventory will have around 50% of
total value, or 30% of total items.
“C class” inventory will account for the
remaining 5% or 50% of total items.
A.B.C analysis is similar to PARETO
principle in that “A class” group will typically account
for large proportion of the overall value but the small
percentage of overall volume of inventory.
Another recommended breakdown of ABC
classes
1. “A” approximately 10% of item or 66.6% of
value.
2. “B” approximately 20% of item or 23.3% of
value.
3. “C” approximately 70% of item or 10.1% of
value.
A.B.C analysis performed on teaching quality
in Mechanical department. For that, prepare a sample
feedback forms and distributed it among the
mechanical engineering students of department. On
the basis of ten important quality factors, rated out of
10 points and obtain a collective data from feedback
form and compare it with the standard A.B.C analysis
system.
Explanations of quality factor mentioned in
feedback form as follows,
1. Knowledge: Lecturers should have deep
knowledge in their specialize field. He /she must
deliver knowledge to the students.
2. Time management: They should have proper time
management or manage the time in such a way
that topic should be complete in prescribed time.
3. Coordination: It is necessary to have coordination
of teachers with their students so that they can
organize the student for specific work completion.
4. Skill: Teachers should have command over the
subject. They should have very good command in
English. They should have ample explanation of
Strength Weakness
1. Good institutional culture.
2.Experience staff
3.Excellent sport exposure
4. Committed towards social
responsibility.
5. Comparatively low fee
structure.
6. Healthy environment
throughout the campus.
7. Well maintain Library.
1. Recruitment is less.
2. Inefficient utilisation of
facilities.
3. No separate space for
internet accessing.
Opportunity Threats
1. Improve industrial
relationship.
2. Optimum use of foreign
university collaboration.
3. Organising more expert
lectures.
4. Increasing more M.
Tech streams.
1. Location of college.
2. Good competition from
other colleges.
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the subject matter and having readjustment of
teaching technique if the class does not follow
him or her.
5. Friendly: Lecturers should treat student politely.
They always show faith on the student.
6. Behavior: They don‟t differentiate the student on
the basis of their quality. They should just go on
motivating then enthusiastically.
7. Personality: It is an important factor that
influence mainly to the student, if the teacher‟s
gesture is up to the mark teacher may influence &
dominant over the student.
8. Initiative: Teacher must have the tendency to
promote students for doing innovative things.
They must show faith to the student and always
provide moral support to them.
9. Language: It is also an important factor for
consideration. If language is not understandable
they cannot deliver to the student at all about the
subject.
10. Technique: It is the term related to the
methodology to teach a particular topic during the
lecture. For example, giving a good example for
understanding the topic.
To keep the following specification for the key
words A, B and C in table
Table 2 ABC analysis
Codes Rating Marks
A Very good Above 8
B Good 5-8
C Average Up to 5
By evaluating all the feedback form taken
from students and applied 100% sampling plan to the
result obtained. Then, sum up all the number awarded
to each teacher and calculate the average of all the
numbers. Further, based on above specification and
categories the resources into their respective regions.
Table 3 ABC Analysis result
Codes No. of teachers
A 2
B 7
C 11
Table 4 Feedback form
Where, T1, T2………..T22 are teachers Q- quality factors
T vs Q Knowledge Technique Time-
Mangt.
Coordi-
Nation
Skill Friendly Beha-
viour
Perso-
nality
Initiate-
Ative
Language
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
T13
T14
T15
T16
T17
T18
T19
T20
T21
T22
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VII. RECOMMENDATIOS &
LIMITATIONS
1. RECOMMENDATIONS
Following are the Recommendations in the
research work:
1. Guest Lectures: Organizing more guest
lecturers so that the student can more interact
with industries experts.
2. Industrial Visits: Provision for industrial visits
in each semesters so that students can get more
practical knowledge about the subject.
3. Internet Access: Providing separate space for
internet access to avoid the scattering the
student within the campus.
4. Industrial Institution Relationship: Making
healthy industrial relations so that it helps in
increasing more recruitment in department.
5. Organizing Events: Lack of awareness towards
conducting institutes level events as compare to
other institute.
6. Research & Development: Promoting students
for contributing towards research &
development work.
7. Lab Facilities: Repair or replace old or non
working equipment in the lab so that equipment
salvage value can be recovered after reselling.
8. Transport Facility: There should have a separate
bus for the students
9. Library:
a) Allow the students to issue the journal.
b) Organizing the video lectures.
10. Faculty Development Programs (FDP): Institute
should have the faculty development program
in terms of their all round development and
providing more industrial exposure to promote
research work in their field.
2. LIMITATIONS
Following are the Limitations in the
research work:
One of the constraints of project work was
the time factor.
TQM is very vast concept and it is not
possible to cover the whole concept.
Data collection from various sources such
as T & P department, labs is difficult.
VIII. CONCLUSION
By understanding the concepts of total
quality management given by researchers one come
to know how to study and analyse the system to
implement Total Quality Management.
Studied the Resources & Facilities of the
Mechanical Department and determined the current
status of quality level in it based on several
parameters like teaching methodology, lab
facilities,etc.
By collecting the data from various
sections of the Mechanical department, analysis of
the performance of various facilities and resources
offered by the Institute for the benifit of students
from Department was done.
Using the analytical tools of TQM such as
SWOT analysis and ABC analysis, this applied to
the system of Mechanical Department.
Some recommendations and suggestions
are given to improve the overall quality structure of
the department. According to TQM fundamentals
and limitations understood during completion of the
project work.
Future Scope:
1. Total Quality Management can be implemented
step by step in all departments of institute.
2. To look forward implement six sigma technique
to improve the facilities and resources of
Institute.
3. Using TQM institute can get ISO-9000
certificate for its excellence.
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”
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