Total quality management aims to radically transform organizations through progressive changes in attitudes, practices, structures, and systems. It involves commitment from top executives and realizing that transformation requires fundamental changes by everyone. Key aspects include building quality from the beginning, understanding customer needs, instituting leadership over supervision, eliminating barriers between people and departments, and providing training and performance measures to guide self-improvement. Total employee involvement is a system that lets employees directly participate in organizational success by taking on responsibilities and using their abilities to solve problems and continuously improve through motivation, teamwork, training, recognition, empowerment, and other strategies.

1. EVOLUTION OF
TOTAL QUALITY
Lesson 9

2. Total quality management history
◦ A term coined by the Naval Air Systems Command to describe its
Japanese-style management approach to quality improvement.
◦ An umbrella methodology for continually improving the quality of all
processes.

3. Kaizen
Principles Good processes bring good results
Go see for yourself to grasp the current situation
Speak with data, manage by facts
Take action to contain and correct root causes of problems
Work as a team
Kaizen is everybody’s business

4. Total productive maintenance
◦ In industry, total productive maintenance is a system of maintaining
and improving the integrity of production and quality systems through
the machines, equipment, processes, and employees that add business
value to an organization

5. Meaning
◦ It aims to radically transform the organization through progressive changes in the attitudes, practices, structures,
and systems.
◦ Meanings by by the US Naval Air:
◦ (1) commitment and direct involvement of highest-level executives in setting quality goals and policies, allocation
of resources, and monitoring of results;
◦ (2) realization that transforming an organization means fundamental changes in basic beliefs and practices and
that this transformation is everyone's job;
◦ (3) building quality into products and practices right from the beginning;
◦ (4) understanding of the changing needs of the internal and external customers, and stakeholders, and satisfying
them in a cost effective manner;
◦ (5) instituting leadership in place of mere supervision so that every individual performs in the best possible manner
to improve quality and productivity, thereby continually reducing total cost;
◦ (6) eliminating barriers between people and departments so that they work as teams to achieve common
objectives; and
◦ (7) instituting flexible programs for training and education, and providing meaningful measures of performance
that guide the self-improvement efforts of everyone involved

6. Statistical Quality Control basics
◦ Statistical quality control refers to the use of statistical methods in the monitoring and
maintaining of the quality of products and services. One method, referred to as acceptance
sampling, can be used when a decision must be made to accept or reject a group of parts or
items based on the quality found in a sample. A second method, referred to as statistical
process control, uses graphical displays known as control charts to determine whether a process
should be continued or should be adjusted to achieve the desired quality.

7. Quality tools and techniques
Gap analysis
A gap analysis is a technique
used to assess the differences
between the current and
desired performance levels of a
company's
Homologation
Homologation is the
certification of a product to
indicate that it meets
regulatory standards

8. QUALITY IMPROVEMENT AND TOTAL
EMPLOYEE INVOLVEMENT 1
• A system for direct participation of employees to organizational success, by letting
them take responsibilities.
• Enables everyone-deeply involved, using own brain power, in problem solving,
learning, continuous improvement activities.
• TQM principles & strategies pertaining to employee involvement are: • Motivation•
Team work• Training & mentoring• Recognition & Rewards• Performance appraisal
& feedback• Empowerment.
• Behavioural pattern of employees in an organization Self-actualized 10 % Fence
sitters 80% Difficult to improve 10 % .
Total
employee
involvement

9. QUALITY IMPROVEMENT AND TOTAL
EMPLOYEE INVOLVEMENT 2
•Motivation: Internal and external forces and influences that drive an individual to achieve certain-goals.
•Theory ‘X’: (Sigmund Frend) This theory assumes that the employees cannot be trusted and they have to be
supervised all the time. Theory X characterizes employees as follow-on Avoid work No ambition No initiative
do not take responsibilities Needs security
•Theory ‘Y’: (Douglas MC Gregor) According to this theory employees seek freedom to do difficult and
challenging jobs, all by themselves. Theory Y characterizes employees as follow: o Want to learn Work is a
natural activity Have self-discipline Develop themselves Have self confidence
•Theory ‘Z’: (Abraham Maslow) Abraham Maslow believes that good qualities are inherent in people at least at
birth, although later on they are gradually lost. He believes that five basic human needs that motivate the
employees are: o Self-actualization need so esteem need-so Love needs Safety need-so Physiological needs
Total
employee
involvement

10. QUALITY IMPROVEMENT AND TOTAL
EMPLOYEE INVOLVEMENT 3
• 9. Team Work: • “Together every one achieves more”• Team work is not
a natural human function• Management role in enabling team work•
Use of Quality circles
• 10. Training & Development: • Necessity for orientation training:
Training enables employees in understanding Objectives of the
organization His roles His responsibilities His authority Familiarity in
understanding nature of job• Experienced recruits need more
orientation• Training is not a onetime activity
Total
employee
involvement