Total Quality Management (TQM) is a comprehensive management approach aimed at continuous improvement and customer satisfaction, evolving from earlier quality control practices since the 1920s. Effective implementation of TQM requires collaboration across all organizational levels, focusing on planning, execution, evaluation, and standardization of processes. Research and case studies indicate that TQM positively impacts product quality and innovation in various industries, emphasizing its relevance across different organizational contexts.

1. Total Quality
Management

2.  CONTENT OUTLINE
 Introduction
 Definition
 TQM implementation
 Beginning Phase of TQM
 Literature Review
 Conclusion
 References

3.  Introduction
 Total quality management (TQM) is one of the most popular and durable modern
management concepts. TQM is passed through number of phases since 1920’s as
following:
 Quality control (QC) (In Japan around 1920)
 Quality assurance (QA)
 Total Quality Control (TQC) or Quality Control System
 Total Quality Management (TQM) (In US around 1980)
 Each subsequent phase has extended the scope of the concept.

4.  Definition
 “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.”
 TQM is Proactive step to control the quality, rather than maintenance as Reactive step.
 Implementation of TQM in any organization is the responsibility of mainly Top level
Management, but all departments of an organizations should be integrated for the best
output from TQM.

5.  TQM implementation
 PDSA TQM IMPLEMENTATION
Figure shows PDSA circle for TQM implementation. There are four phases – Plan,
Do, Study and Act shown in figure as follows:
ACT PLAN
DOSTUDY

6. PLAN
• Establish objectives
• Establish a plan that will facilitate achieving goal
• Establish a measurement system
DO
• Plan for implementation
• Implement the plan on pilot basis
STUDY
• Compare the results with the objectives
• Identify gaps
• Analyze the causes for gaps and exceptional results, if any
ACT
• Standardize the procedure that met or exceeded the goal
• If there were gaps, improve the plan and carry out PDSA again.

7.  Beginning Phase of TQM
 The prerequisite for the planning phase is that the organization has set its goal to
achieve TQM for long-term success. It includes three major steps:
1. Announcement
2. Select Consultant
3. Corporate Strategic Planning
1) Formulating Vision Statement
2) Formulating Mission Statement
3) Objectives for the Organization

8.  Literature Review
1. (1)TQM and innovation: a literature review and research framework
 Researchers: - Daniel I. Prajogo, Amrik S. Sohal
 Accepted on October 6, 2000
 This paper discusses the relationship between the implementation of Total Quality
Management (TQM) and innovation performance.
 The discussion arises primarily based on the considerable controversy concerning this
relationship that appears in the literature.
 As of interest to resolve this controversy, a research framework is developed preceded
by a theoretical discussion of the multidimensionality of TQM when applied in different
organizational contexts.

9. Continued….
 In this paper, researchers had analysis both Positive arguments as well as negative
arguments related to the implementation of TQM.
 The multidimensionality of TQM is based on the argument that TQM consists of a set of
principles, practices, and techniques.
 Organizations then have to distinguish the understanding of TQM between a conceptual or
philosophical level and a practical or technical level when implementing it.
 This is because although at a philosophical level TQM is very much “homogeneous” or
“convergent”, when deployed into practices it is affected by both internal contextual
factors, such as corporate support for quality, past quality performance, and management
knowledge, as well as external contextual factors, such as extent of entry barriers and
degree of external quality demands.

10. 2. (2)The effect of TQM on performance in R&D environments: A perspective from
South Korean firms (2008)
 Researchers: -Daniel I. Prajogo, Soon W. Hong
 This paper presents an empirical study, which examines the effectiveness of TQM
practices in R&D environments by demonstrating the effect of TQM practices on R&D
performance in terms of product quality and product innovation.
 This study contributes to the literature on TQM by empirically examining the flexible use
of TQM in a different environment, in this case R&D.
 Past empirical studies have examined the relationship between TQM, quality and
innovation. The findings of these studies show that the relationship is significant and
positive.
 This study, therefore, contributes to the literature on this topic by examining if such
relationships hold up in the case of the manufacturing-based R&D divisions.

11. Continued…
 The first research question therefore is: Do TQM practices seems to be convergent when
implemented in R&D environments?
 The second research question is articulated as follows: Does TQM have a significant
impact on both product innovation and product quality in R&D divisions?
 Researchers of this paper had collected data from actual R&D sections, did analysis on that
data and than come to a conclusion which gives answers to the above questions.
 After analysis, In response to the first research question, the findings show that TQM
practices should be implemented in an integrated rather than a fragmented manner in the
R&D environment for making it convergent.
 The results obtained in response to the second question support the benefits of TQM
adoption in R&D environments. TQM practices have significant impacts on both product
quality and product innovation.

12. 3. (3)Implementation of Self Assessment Evaluation for Total Quality Management:
A Case Study of Retail Sectors (2012)
 Researchers: - Veeraphat Krittanathip, Sakchai Rakkarn, Suriyan Cha-um, Nuangruthai
Timyaingam
 The focal point of this paper is to know the areas of traditional retail sector needed to
improve so that it can increase its competitiveness in the market.
 Five modern retail shops and 100 traditional retail ones (50 developed shops and 50 under-
developed shops) in Thailand were selected as sample population to pre-evaluate the score
of self assessment evaluation.
 The major evaluation criteria are composed of 1. Leadership , 2. Strategic policy, 3.
Customer and marketing, 4. Information system and analysis, 5. Human resources, 6.
Business management and supply chain, 7. Logistic management, 8. Safety,
health/sanitation and environment, and 9. Business results.

13. Continued…
 A range of score from 1 to 5; 1 = Strong weakness, 2 = Weakness, 3 = Neither weakness
nor competitiveness, 4 = Competitiveness and 5 = Strong competitiveness.
 Then data for Modern trade, developed traditional trade and under-developed traditional
trade is compared. The scores in 1-9 criteria were significantly different in statistical
analysis.
 According to the collected data, all 1-9 criteria can be ranked as their effectiveness.

14. 4. (4)Diagnosis, risk and efficiency in the implementation of TQM in small and medium
enterprises in Romania (2015)
 Researchers: - Ionela AdrianaTisca, Georgica Cornu, Nicolae Diaconu, Constantin Dan
Dumitrescu
 This paper aims to highlight the specific issues relating to risks arising in small and
medium enterprises (SMEs) in Romania, which are due to the decrease in the quality of
manufacturing processes, making thus necessary to implement TQM to reduce or even
eliminate inherent risks.
 For that researchers had examined different small and medium scale industries in
Romania.
 They have done diagnosis of those industries and find out risk that are concerned with
implementation of TQM in those industries.

15. Continued…
 In case of implementation of the quality management system, the first risk may occur is the
choice consulting firm. If the chosen consultant has no experience, it can create more
problems than benefits that organization.
 After research, they came to the conclusion that, introduction of quality management has
become an important thing for traders. Each for different reasons, decide to implement
TQM within the organization. Some are convinced that only through this method can get
good results on the market, introduce others because it is bound by the beneficiaries or
legislation to implement the quality management system.

16.  Conclusion
 After study of all above researches, I conclude that, TQM is a most trending Quality
Control Concept among all over the world. It can be applied to any type of organizations
regardless of their products, number of workers, etc.
 TQM should be applied in Integrating manner, that its should cover all department from
the organizations.
 TQM have most significant effect over both Product Quality and Product Innovations

17.  REFERENCES
1. Daniel I. Prajogo, Amrik S. Sohal, “TQM and innovation: a literature review and
research framework”, Elsevier Science Ltd., 2000
2. Daniel I. Prajogo, Soon W. Hong, “The effect of TQM on performance in R&D
environments: A perspective from South Korean firms”, Elsevier Science Ltd., 2008
3. Veeraphat Krittanathip, Sakchai Rakkarn, Suriyan Cha-um, Nuangruthai Timyaingam,
“Implementation of Self Assessment Evaluation for Total Quality Management: A Case
Study of Retail Sectors”, 4th International Science, Social Science, Engineering and
Energy Conference 2012 (I-SEEC 2012)
4. Ionela AdrianaTisca, Georgica Cornu, Nicolae Diaconu, Constantin Dan Dumitrescu,
“Diagnosis, risk and efficiency in the implementation of TQM in small and
medium enterprises in Romania”, 4th World Conference on Business, Economics and
Management, WCBEM, 2015

18. THANK YOU