Introduction to Total Quality Management

1. Unit: 1 Lecture: 1
Dr. Jayanta Kr. Mahato
Associate Professor
Mechanical Engineering Dept.
Shobhit University, Meerut
Total Quality Management:
Introduction and History

2. Contents:
🠶 Total Quality Management
🠶 Definition
🠶 History
🠶 Categories
🠶 Principles
🠶 Elements
🠶 Managing TQM
🠶 Advantages

3. TQM in Industries
🠶 Manufacturing industries are one of the pillars of product development, which is
regulated heavily. Any mistake in product formulation, manufacture or design may cause
issues the customers.
🠶 The poor quality products not only causes loss of Government and patients, but
also causes damage to the reputation of company.
🠶 So quality management is important in the scenario. Continuous improvement
should be done.
🠶 From this concept “Total Quality Management” came into existence.
🠶 TQM focuses on prevention of the defects and flaws.
🠶 So TQM is very important in most of the industries as it helps to produce a better
product along with ensured safety and protects waste of life and money.

4. Total Quality Management (TQM) refers to:
🠶 Satisfying every need of customer
🠶 Enabling the employees to solve problems
🠶 Eliminating wastage of money
🠶 Prevention of defects and flaws
🠶 Trying for continuous improvement
🠶 Ensure safety

5. Definition
1. TQM is the management approach of an organization, centered on quality, based on
participation of all its members and aiming at long-term success through customer
satisfaction. and benefits to all members of organization and to society.- ISO
2. TQM is an integrated organizational approach in delighting customers (both internal
and external) by meeting their expectations on a continuous basis through every one
involved with the organization working on continuous improvement in all products,
services, and processes along with proper problem solving methodology - INDIAN
STATISTICAL INSTITUTE ( ISI )
3. TQM is a. people - focused management system that aims at continual increase in
customer satisfaction at continually lower cost. TQM is a total system approach (not a
separate area of program ), and an integral part of high level strategy. It works horizontally
across functions and departments, involving all employees, top to bottom, and exceeds
backwards and forward to include the supply chain and the customer chain – TOTAL
QUALITY FORUM OF USA

6. TQM

7. TQM model

8. TQM History
🠶 One of the important issues that business has focused on in the last two
decades is “quality”. The other issues are cost and delivery.
🠶 Quality has been widely considered as a key element for success in
business in the present competitive market.
🠶 It is important to understand that quality is about more than a product
simply working properly. Quality refers to certain standards and the
ways and means by which those standards are achieved, maintained
and improved.
🠶 Quality is not just confined to products and services. It is a homogeneous
element of any aspect of doing things with high degree of perfection.
For example Business success depends on the quality decision making.

9. TQM History
1920s  Some of the first seeds of quality management were planted as the principles of scientific
management swept through U.S. industry.
 Businesses clearly separated the processes of planning and carrying out the plan, and union
opposition arose as workers were deprived of a voice in the conditions and functions of their work.
 The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by
participation.

10. TQM History (Continue…)
1930s •Walter Shewhart developed the methods for statistical analysis and control of quality.
1950s •W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese
engineers and executives. This can be considered the origin of TQM.
•Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
•Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present understanding of
TQM, was published.
•Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many
companies.
1968 •The Japanese named their approach to total quality "companywide quality control." It is around this
time that the term quality management systems arises.
•Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
Today •TQM is the name for the philosophy of a broad and systemic approach to managing organizational
quality.
•Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and
the Malcolm Baldrige National Quality Award specify principles and processes that comprise TQM.
•TQM as a term to describe an organization's quality policy and procedure has fallen out of favor as
international standards for quality management have been developed. Please see our series of pages
on quality management systems for more information.

11. Categories Of TQM
TQM is divided into 4 categories:
Plan
Do
Check
Act
It is also called as PDCA cycle.

12. Planning Phase:
🠶 It isthe most crucial step.
🠶 Employees must come up with problems they face. Queries should
come up.
🠶 Then they must find the root cause of the problems and various
challenges they face in the operation.
🠶 Employees should do the research and should collect the data
regarding their problems which would help them to find solutions of
their problems.

13. Doing Phase:
🠶 In this phase, employees develop solutions for their
problems defined in planning phase.
🠶 Then strategies are made to resolve the problems and
challenges.
🠶 In this phase the effectiveness is also measured for the
strategies and solutions.

14. Checking Phase:
 In this phase the results obtained are compared with data obtained
before using solutions.
 Effectiveness is measured and results are confirmed.
Acting Phase:
 In this phase employees do the documentation of their results and
prepare themselves to address other problems.

15. Principles of TQM

16. Principles of TQM
🠶 The principles of the TQM approach are:
1. Focus on the Customer:
 It is important to identify the organization’s customers.
 External customers consume the organization’s product or service.
 Internal customers are employees who receive the output of other employees.
2. Employee Involvement:
 Since quality is considered as the job of all employees, employees should be
involved in quality initiatives.
 Front line employees are likely to have the closest contact with external
customers and thus can make the most valuable contribution to quality.
 Therefore, employees must have the authority to innovate and improve quality.

17. Principles of TQM (contd…)
3. Process-centred:
 A fundamental part of TQM is a focus on process thinking.
 A process is a series of steps that take inputs from suppliers (internal or external) and
transforms them into outputs that are delivered to customers (either internal or
external).
4. Integrated System:
 Every organization has a unique work culture, and it is virtually impossible to achieve
excellence in its products and services unless a good quality culture has been fostered.
 Thus, an integrated system connects business improvement elements in an attempt to
continually improve and exceed the expectations of customers, employees and other
stakeholders.

18. 5. Strategic and Systematic Approach
 A critical part of the management quality is the strategic and systematic approach
to achieving an organization’s vision, mission and goals.
 This process, called strategic planning or strategic management, includes the
formulation of a strategic plan that integrates quality as a core component.
6. Continuous Improvement:
 The quest for quality is a never ending process in which people are continuously
working to improve the performance, speed and number of features of the product or
service.
 Continuous improvement means that small, incremental improvement that occurs on a
regular basis will eventually add to a vast improvement in quality.
Principles of TQM

19. 7. Fact-based Decision Making:
 In order to know how well an organization is performing, data on performance
measures are necessary.
 TQM requires that an organization continually collect and analyse data in order to
improve decision making accuracy, achieving consensus, and allow prediction
based on past history.
8. Communications:
 During times of organizational change, as well as part of day to day operation, effective
communications plays a large part in maintaining morale and in motivating
employees at all levels.
 Communications involve strategies, method and timelines.
Principles of TQM

20. Elements of TQM
To be successful implementing TQM, an organization must concentrate on the eight key
elements:
1. Ethics
2. Integrity
3. Trust
4. Training
5. Teamwork
6. Leadership
7. Recognition
8. Communication

21. Key Elements
🠶 TQM has been coined to describe a philosophy that makes quality the driving force
behind leadership, design, planning, and improvement initiatives.
🠶 For this, TQM requires the help of those eight key elements. These elements can be
divided into four groups according to their function.
🠶 The groups are:
1.Foundation
• It includes:
Ethics,
Integrity and
Trust.
2. Building
Bricks
• It includes:
Training,
Teamwork and
Leadership.
3. Binding
Mortar
• It includes:
Communication.
4. Roof
• It includes:
Recognition.

22. Key Elements

23. Elements of TQM
I. Foundation
 TQM is built on a foundation of ethics, integrity and trust.
 It fosters openness, fairness and sincerity and allows involvement by everyone.
 This is the key to unlocking the ultimate potential of TQM.
 These three elements move together, however, each element offers something different to the
TQM concept.
1. Ethics:
 Ethics is the discipline concerned with good and bad in any situation.
 It is a two-faceted subject represented by organizational and individual ethics.
 Organizational ethics establish a business code of ethics that outlines guidelines that all
employees are to adhere to in the performance of their work.
 Individual ethics include personal rights or wrongs.

24. Elements of TQM
2. Integrity:
 Integrity implies honesty, morals, values, fairness, and adherence to the facts and sincerity.
 The characteristic is what customers (internal or external) expect and deserve to receive.
 People see the opposite of integrity as duplicity.
 TQM will not work in an atmosphere of duplicity.
3. Trust:
 Trust is a by-product of integrity and ethical conduct.
 Without trust, the framework of TQM cannot be built.
 Trust fosters full participation of all members.
 It allows empowerment that encourages pride ownership and it encourages commitment.
 It allows decision making at appropriate levels in the organization, fosters individual risk-taking for
continuous improvement and helps to ensure that measurements focus on improvement of process and
are not used to contend people.
 Trust is essential to ensure customer satisfaction. So, trust builds the cooperative environment
essential for TQM.

25. Elements of TQM
II. Bricks:
 Basing on the strong foundation of trust, ethics and integrity, bricks are placed to
reach the roof of recognition.
 It includes:
4. Training:
 Training is very important for employees to be highly productive.
 Supervisors are solely responsible for implementing TQM within their departments,
and teaching their employees the philosophies of TQM.
 During the creation and formation of TQM, employees are trained so that they can
become effective employees for the company.

26. Elements of TQM
5. Teamwork:
 To become successful in business, teamwork is also a key element of TQM.
 With the use of teams, the business will receive quicker and better solutions to problems.
 Teams also provide more permanent improvements in processes and operations.
 In teams, people feel more comfortable bringing up problems that may occur, and can get help from
other workers to find a solution and put into place.
 There are mainly three types of teams that TQM organizations adopt:
A. Quality improvement teams or excellence teams (QITs):
 These are temporary teams with the purpose of dealing with specific problems that often recur.
 These teams are set up for period of three to twelve months.
B. Problem solving teams (PSTs):
 These are temporary teams to solve certain problems and also to identify and overcome causes of problems.
 They generally last from one week to three months.
C. Natural work teams (NWTs):
 These teams consist of small groups of skilled workers who share tasks and responsibilities.
 These teams use concepts such as employee involvement teams, self-managing teams and quality circles.
 These teams generally work for one to two hours a week.

27. Elements of TQM
6. Leadership:
 It is possibly the most important element in TQM.
 It appears everywhere in organization.
 Leadership in TQM requires the manager to provide an inspiring vision, make
strategic directions that are understood by all and to instil values that guide
subordinates.
 For TQM to be successful in the business, the supervisor must be committed
in leading his employees.
 A supervisor must understand TQM, believe in it and then demonstrate their
belief and commitment through their daily practices of TQM.

28. Elements of TQM
III. Binding Mortar:
7. Communication :
 It binds everything together.
 Starting from foundation to roof of the TQM house, everything is bound by strong mortar of
communication.
 It acts as a vital link between all elements of TQM.
 Communication means a common understanding of ideas between the sender and the
receiver.
 The success of TQM demands communication with and among all the organization
members, suppliers and customers.
 There are different ways of communication such as:

29. • This is the dominant
form of communication
in an organization.
• Presentations and
discussions basically
do it.
• By this the supervisors
are able to make the
employees clear about
TQM.
• By this the lower level of employees
are able to provide suggestions to
upper management of the affects of
TQM.
• As employees provide insight and
constructive criticism, supervisors
must listen effectively to correct the
situation that comes about through
the use of TQM.
• This forms a level of trust between
supervisors and employees.
• This is also similar to empowering
communication, where supervisors
keep open ears and listen to others.
• This type of
communication is
important because
it breaks down
barriers between
departments.
• It also allows dealing
with customers and
suppliers in a more
professional manner.
There are different ways of communication such as:

30. Elements of TQM
IV. Roof:
8. Recognition:
 Recognition is the last and final element in the entire system.
 It should be provided for both suggestions and achievements for teams as well
as individuals.
 Employees strive to receive recognition for themselves and their teams.
 Detecting and recognizing contributors is the most important job of a supervisor.
 As people are recognized, there can be huge changes in self-esteem,
productivity, quality and the amount of effort exhorted to the task at hand.
 Recognition comes in its best form when it is immediately following an
action that an employee has performed.

31. • It can be by way of personal letter from top management.Also by
award banquets, plaques, trophies etc.
• Good performers can be recognized in front of departments, on
performance boards and also in front of top management.
• Recognition can given at any time like in staff meeting, annual award
banquets, etc.
Recognition comes in different ways, places and time such as:

32. Thank You
Any Query?