This document provides an overview of Total Quality Management (TQM). It discusses the key principles of TQM including customer focus, employee involvement, a process-centered approach, and fact-based decision making. The document also outlines W. Edwards Deming's 14 points for TQM implementation. Total quality management aims to achieve customer satisfaction, improve processes and products, and promote continual organizational improvement. While time-consuming initially, TQM can reduce costs and increase profitability through better quality and productivity if an organization remains committed to systematic changes over the long term.
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It involves all members of an organization working to improve processes, products, services, and culture. TQM focuses on meeting customer needs, employee involvement, strategic planning, continual improvement, and fact-based decision making. The goal is to continuously improve an organization's ability to deliver high-quality products and services through organizational changes and better techniques.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
Total quality management (TQM) is a management approach for achieving long-term success through customer satisfaction. It involves all employees working to continually improve processes, products, services, and company culture. The key elements of TQM are making customers the top priority, involving all employees, focusing on processes, integrating different business functions, taking a strategic approach, continually improving, making decisions based on facts, and effective communication.
Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
Total quality management (TQM) is a management approach focused on customer satisfaction through continual improvement. It involves all employees and emphasizes strategic planning, fact-based decision making, and effective communication. TQM aims to hold all parties accountable for quality and can improve profitability, customer satisfaction, productivity, and employee morale. Quality by design (QbD) is a concept where quality is planned and designed into products and processes from the development stage to reduce issues and meet customer needs.
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It involves all members of an organization working to improve processes, products, services, and culture. TQM focuses on meeting customer needs, employee involvement, strategic planning, continual improvement, and fact-based decision making. The goal is to continuously improve an organization's ability to deliver high-quality products and services through organizational changes and better techniques.
Total quality management (TQM) is a management approach focused on quality in all aspects of an organization. It involves all employees participating to improve processes and customer satisfaction. Key aspects of TQM include the PDCA (plan-do-check-act) cycle, customer focus, continuous improvement, and fact-based decision making. While TQM can increase profits and productivity when implemented correctly, some organizations fail due to a lack of understanding of TQM principles or not focusing on systems improvement over the long term.
Total quality management (TQM) is a management approach for achieving long-term success through customer satisfaction. It involves all employees working to continually improve processes, products, services, and company culture. The key elements of TQM are making customers the top priority, involving all employees, focusing on processes, integrating different business functions, taking a strategic approach, continually improving, making decisions based on facts, and effective communication.
Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
Total quality management (TQM) is a management approach focused on customer satisfaction through continual improvement. It involves all employees and emphasizes strategic planning, fact-based decision making, and effective communication. TQM aims to hold all parties accountable for quality and can improve profitability, customer satisfaction, productivity, and employee morale. Quality by design (QbD) is a concept where quality is planned and designed into products and processes from the development stage to reduce issues and meet customer needs.
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
This document provides an introduction to key concepts in quality assurance and engineering design for quality. It discusses total quality management (TQM) and quality management systems. The principles of TQM include being customer-focused, having total employee involvement, taking a process-centered approach, integrating systems, using strategic and systematic approaches, continual improvement, fact-based decision making, and effective communications. It also discusses the writings and contributions of quality leaders like Deming, Crosby, Feigenbaum, Ishikawa and Juran. Finally, it covers engineering design for quality and safety, including human factors engineering and ergonomics.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
Total Quality Management (TQM) is a management approach focused on long-term customer satisfaction through processes involving all employees. The primary elements of TQM are being customer-focused, having total employee involvement, focusing on processes, and integrating systems. TQM also emphasizes continual improvement, fact-based decision making, effective communication, and commitment from senior management and employees to implement systems that facilitate continuous improvement.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document outlines Sello Mosai's presentation to the Manufacturing Indaba on using productivity as a tool for industrial development. It discusses that continuous productivity growth can lead to increased output, employment, wages, and living standards. Productivity involves efficiently converting inputs to outputs using resources. The presentation then covers ways to improve productivity by reducing waste, increasing efficiency and utilization. It also discusses myths about productivity and 10 best practice principles for productivity improvement including continuous improvement, teamwork, and developing exceptional leaders. The presentation emphasizes that all companies should focus on improving productivity to lower costs and increase long-term output.
Total Quality Management (TQM) is an organizational approach that aims to delight customers through continuous improvement. It involves everyone in the organization working to meet customer expectations with high quality products and processes at low cost. The presentation discusses the origins and principles of TQM, including Deming's 14 principles. It provides examples of how TQM has been implemented at Rashtriya Ispat Nigam Limited to improve quality, productivity, and performance. Six Sigma is also introduced as a data-driven approach and methodology used within the TQM framework to reduce variation and solve problems scientifically.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. Companies that successfully implement TQM strive for customer and employee satisfaction, continuous improvement, and data-driven decision making.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, training, teamwork and leadership. Successful TQM companies strive for customer and employee satisfaction through measurement, employee involvement, communication and continuous improvement.
This document discusses definitions of quality and approaches to quality management. It provides definitions of quality from different perspectives and lists the five main approaches to defining quality. It then discusses total quality management (TQM) and its key elements - the foundation of ethics and trust, building blocks like training and teamwork, the binding mortar of communication, and the roof of recognition. The document also outlines eight principles of TQM and discusses various quality management thinkers like Deming, Juran, Crosby, Taguchi, Ishikawa, and Shewhart and their contributions.
Total Quality Management - Diana Priscila Montesdeoca BenitezPriscila Montesdeoca
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
The document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM aims to satisfy customer needs, enable employee problem-solving, eliminate waste, prevent defects, pursue continuous improvement, and ensure safety. It originated from ideas developed in the 1920s-1950s and was further advanced in Japan. TQM focuses on quality in all aspects of an organization through a customer-centric approach, employee involvement, and continuous improvement processes. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication.
This document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM refers to satisfying customer needs, enabling employees to solve problems, eliminating waste, and preventing defects through continuous improvement and ensuring safety. The history of TQM traces back to the 1920s with the development of statistical analysis methods and Deming's work teaching quality control techniques to Japanese businesses in the 1950s. TQM follows the PDCA cycle of planning, doing, checking, and acting. Its principles include a focus on customers, employee involvement, a process-centered approach, and continuous improvement. Key elements that enable successful TQM implementation are ethics, integrity, trust, training
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
This document discusses the concepts and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to continuously improve quality through customer satisfaction. The key concepts of TQM include continuous improvement, customer focus, operations improvement, and human resource development. The objectives of TQM are total customer satisfaction through addressing quality in all aspects of the organization. TQM consists of putting customers first, continuous improvement, aiming for zero defects, and training & development. Implementing TQM can lead to benefits like lower costs, satisfied customers, and well-defined cultural values. Examples of successful TQM implementations include Toyota and Tata Steel.
This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
This document provides an introduction to key concepts in quality assurance and engineering design for quality. It discusses total quality management (TQM) and quality management systems. The principles of TQM include being customer-focused, having total employee involvement, taking a process-centered approach, integrating systems, using strategic and systematic approaches, continual improvement, fact-based decision making, and effective communications. It also discusses the writings and contributions of quality leaders like Deming, Crosby, Feigenbaum, Ishikawa and Juran. Finally, it covers engineering design for quality and safety, including human factors engineering and ergonomics.
This document provides an overview of several quality management principles and methodologies, including:
- Lean manufacturing, which aims to eliminate waste and improve efficiency. Key aspects are flow, value streams, and eliminating muda (waste).
- The seven types of waste in lean manufacturing: overproduction, queues, transportation, inventory, motion, overprocessing, and defects.
- Just-in-time manufacturing, which supplies customers with exactly what they want when they want it by pulling supplies through the system as needed.
- Six Sigma, which identifies and removes defects from processes to improve quality using a DMAIC methodology of define, measure, analyze, improve, and control.
- Total quality management, which takes
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
Total Quality Management (TQM) is a management approach focused on long-term customer satisfaction through processes involving all employees. The primary elements of TQM are being customer-focused, having total employee involvement, focusing on processes, and integrating systems. TQM also emphasizes continual improvement, fact-based decision making, effective communication, and commitment from senior management and employees to implement systems that facilitate continuous improvement.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
Introduction to Total Quality Management[TQM]SM Parvej Islam
Total Quality Management (TQM) is a management approach that seeks to long-term success through customer satisfaction. It requires committed leadership to transform organizational culture. TQM focuses on meeting customer needs, continuous improvement, and involving all employees. The basic TQM approach includes management commitment, focusing on customers, effective workforce involvement, continuous process improvement, treating suppliers as partners, and establishing performance measures. Many quality pioneers contributed principles to TQM, including Deming, Juran, Crosby, Ishikawa, and Taguchi. Their work established concepts like statistical process control, continuous improvement, and preventing defects.
The document outlines Sello Mosai's presentation to the Manufacturing Indaba on using productivity as a tool for industrial development. It discusses that continuous productivity growth can lead to increased output, employment, wages, and living standards. Productivity involves efficiently converting inputs to outputs using resources. The presentation then covers ways to improve productivity by reducing waste, increasing efficiency and utilization. It also discusses myths about productivity and 10 best practice principles for productivity improvement including continuous improvement, teamwork, and developing exceptional leaders. The presentation emphasizes that all companies should focus on improving productivity to lower costs and increase long-term output.
Total Quality Management (TQM) is an organizational approach that aims to delight customers through continuous improvement. It involves everyone in the organization working to meet customer expectations with high quality products and processes at low cost. The presentation discusses the origins and principles of TQM, including Deming's 14 principles. It provides examples of how TQM has been implemented at Rashtriya Ispat Nigam Limited to improve quality, productivity, and performance. Six Sigma is also introduced as a data-driven approach and methodology used within the TQM framework to reduce variation and solve problems scientifically.
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continuous process improvement involving all employees. The document discusses the history and key concepts of TQM, including defining quality, total quality, ISO standards, the PDCA cycle, TQM principles and implementation challenges. It also provides examples of how TQM has improved efficiency in healthcare organizations. Overall, the document provides a comprehensive overview of the TQM approach for quality management.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. Companies that successfully implement TQM strive for customer and employee satisfaction, continuous improvement, and data-driven decision making.
TQM is a management philosophy focused on meeting customer needs through continuous improvement. It emphasizes quality in all aspects of an organization and empowering all employees. Key elements include ethics, training, teamwork and leadership. Successful TQM companies strive for customer and employee satisfaction through measurement, employee involvement, communication and continuous improvement.
This document discusses definitions of quality and approaches to quality management. It provides definitions of quality from different perspectives and lists the five main approaches to defining quality. It then discusses total quality management (TQM) and its key elements - the foundation of ethics and trust, building blocks like training and teamwork, the binding mortar of communication, and the roof of recognition. The document also outlines eight principles of TQM and discusses various quality management thinkers like Deming, Juran, Crosby, Taguchi, Ishikawa, and Shewhart and their contributions.
Total Quality Management - Diana Priscila Montesdeoca BenitezPriscila Montesdeoca
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
This document provides an overview of Total Quality Management (TQM). It discusses key aspects of TQM including quality definitions, levels of quality management, competitive advantage, quality philosophies by Deming, Juran and Crosby, ISO 9000 standards, TQM principles, tools and techniques, Just-in-Time manufacturing, waste elimination, and continuous improvement methods like kaizen. The document serves as an introduction to TQM concepts and frameworks for quality assurance, quality control, and achieving high quality products and customer satisfaction.
The document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM aims to satisfy customer needs, enable employee problem-solving, eliminate waste, prevent defects, pursue continuous improvement, and ensure safety. It originated from ideas developed in the 1920s-1950s and was further advanced in Japan. TQM focuses on quality in all aspects of an organization through a customer-centric approach, employee involvement, and continuous improvement processes. Key elements include ethics, integrity, trust, training, teamwork, leadership, recognition, and communication.
This document provides an overview of Total Quality Management (TQM), including its definition, history, categories, principles, elements, and importance in industries. TQM refers to satisfying customer needs, enabling employees to solve problems, eliminating waste, and preventing defects through continuous improvement and ensuring safety. The history of TQM traces back to the 1920s with the development of statistical analysis methods and Deming's work teaching quality control techniques to Japanese businesses in the 1950s. TQM follows the PDCA cycle of planning, doing, checking, and acting. Its principles include a focus on customers, employee involvement, a process-centered approach, and continuous improvement. Key elements that enable successful TQM implementation are ethics, integrity, trust, training
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
This document discusses the concepts and principles of Total Quality Management (TQM). It defines TQM as a management approach that aims to continuously improve quality through customer satisfaction. The key concepts of TQM include continuous improvement, customer focus, operations improvement, and human resource development. The objectives of TQM are total customer satisfaction through addressing quality in all aspects of the organization. TQM consists of putting customers first, continuous improvement, aiming for zero defects, and training & development. Implementing TQM can lead to benefits like lower costs, satisfied customers, and well-defined cultural values. Examples of successful TQM implementations include Toyota and Tata Steel.
This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressions
total quality management
1. GROUP MEMBER
1 ABEYOU BELETE
2ABIYU YESHAMBEL
3 BRUK TIGISTU
4 TSINAT PETIROS
5 TEWELDEBRHAN
TSEGAYEA
DEPARTMENT OF
ARCHITECTURE
አርክቴክቸር ት/ት ክፍል
Total Quality Management (TQM)
Group Assignment
WOLKITE UNIVERSITY
2. Introduction
•Total — Made up of the whole(or) Complete.
•Quality — Degree of Excellence a product or
service provides to the customer in present and
future.(customer satisfaction and loyalty.)
• Management — Act , art, or manner of
handling , controlling, directing, TQM is the art
of managing the whole to achieve excellence.
3. Before Industrial Revolution, skilled craftsmen served
both as manufacturers and inspectors, building quality
into their products through their considerable pride in
their workmanship
Industrial Revolution changed this basic concept to
interchangeable parts. Likes of Thomas Jefferson and F.
W. Taylor (“scientific management” fame) emphasized on
production efficiency and decomposed jobs into smaller
work tasks. Holistic nature of manufacturing rejected
4. WHAT IS TOTAL QUALITY MANAGEMENT (TQM)?
• TQM describes a management approach to long-term
success through customer satisfaction all members of
an organization participate in improving processes,
products, services, and the culture in which they work.
Definitions and concepts
• It is the practice of promoting and ensuring excellence and
safety in products by involving all relevant stakeholders,
including but not limited to:
Employees Leadership
Suppliers Manufacturers
Customers
5. CONT………
• Total quality management (TQM) is an ongoing process of detecting
and reducing or eliminating errors.
• It is a management strategy aimed at embedding awareness of
quality in all organizational processes.
• It is used to streamline supply chain management, improve customer
service, and ensure that employees are trained
• The focus is to improve the quality of an organization's outputs,
including goods and services, through the continual improvement of
internal practices.
• Special emphasis is put on fact-based decision making, using
performance metrics to monitor progress; high levels of organizational
communication are encouraged for the purpose of maintaining
employee involvement and morale
6. Fundamental principles
The eight principles of total quality management are
as follow
1. Customer-focused:
The customer ultimately determines the level of
quality. No matter what an organization does to foster
quality -- employees, integrating quality into the
design process, or upgrading computers or software --
the customer determines whether the efforts were
worthwhile.
7. 2. Total employee involvement
• All employees work toward common goals. To gain total
employee commitment, fear must be driven from the
workplace,
• employees must feel empowered, and management must
provide the proper environment.
• Self-managed work teams are one form of empowerment.
High-performance work systems integrate continuous
improvement efforts with normal business operations.
CONT………
8. 3. Process-centered
• 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 (internal or
external).
• The steps required to carry out the process are defined,
and performance measures are continuously monitored in
order to detect unexpected variation.
CONT………
9. 4. Integrated system
• Although an organization may consist of many different
functional specialties often organized into vertically
structured departments, it is the horizontal processes
interconnecting these functions that are the focus of TQM.
• Micro-processes add up to larger processes, and all processes
aggregate into the business processes required for defining and
implementing strategy. Everyone must understand the vision,
mission, and guiding principles as well as the quality policies,
objectives, and critical processes of the organization. Business
performance must be monitored and communicated
continuously.
CONT………
10. 5. Strategic and systematic approach
• A critical part of the management of 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.
CONT………
11. 6. Continual improvement
• A core aspect of TQM is continual process
improvement. Continual improvement drives an
organization to be both analytical and creative in
finding ways to become more competitive and more
effective at meeting stakeholder expectations.
CONT………
12. 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 analyze data in order to
improve decision making accuracy, achieve consensus, and
project future outcomes based on past history
CONT………
8. Communications
• During times of organizational change, as well as part of
day-to-day operation, effective communications is crucial in
maintaining morale and in motivating employees at all
levels. Communications involve strategies, method, and
timeliness
13. Aim and objectives
i. Total customer satisfaction
ii. Totality of functions
iii.Total range of products and services
iv.Addressing all aspects of dimensions of quality
v. Addressing the quality aspect in everything – products, services,
processes, people, resources and interactions.
vi.Satisfying all customers – internal as well as external
vii.Addressing the total organizational issue of retaining customers and
viii.Improving profits, as well as generating new business for the future.
ix.Involving everyone in the organization in the attainment of the said
objective.
x. Demanding total commitment from all in the organization towards the
achievement of the objective
14. Importance of Quality Management
• Quality is one of the most important factors
determining the success of a business. Customers
always consider the quality of a business’s goods and
services while purchasing them. In fact, in some
cases, quality gets prominence over price as well
• Good quality of products always gives
every organization a strong edge over its competitors.
It also rewards the business with customer
patronage, word of mouth and goodwill. It is because
of these benefits that total quality management has
become so important.
15. Framework and approach
• The total quality management concept has undergone many
changes and developments ever since it has been evolved. The
modification of TQM has produced Six Sigma. It is a new face
on the TQM canvas
• The Six Sigma is based on five principals. DMAIC – Define,
measure, analyze, improve and control.
• His study revealed that this approach of TQM encourages team
work to attain organization success. The companies using Six
Sigma have two teams i.e., green belt and Black belt
16. • The green belts undergo 1-2 weeks training. This is learning
and knowledge transference where the trainees learn effective
project management, problem solving, data analysis
• Black belts trained on specialized skills and knowledge. The
training is designed to teach them computer aided statistical
applications and technologies
• The training to black belts is spread over 5 weeks’ time. Such
courses and training demand a strong background of
mathematics and statistics education at college or university
level
CONT………
17. Core Values, Principles and Concepts
• W. Edwards Deming’s 14 Points for Total Quality
Management, or the Deming Model of Quality Management
• A core concept on implementing TQM, is a set of
management practices to help companies increase their
quality and productivity.
Deming's 14 Points for TQM
1. Create constancy of purpose for improving products and
services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality
18. 4. End the practice of awarding business on price alone;
instead, minimize total cost by working with a single
supplier.
5. Improve constantly and forever every process for
planning, production, and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for the
workforce.
CONT………
19. 11. Eliminate numerical quotas for the workforce and
numerical goals for management.
12. Remove barriers that rob people of pride of
workmanship and eliminate the annual rating or merit
system.
13. Institute a vigorous program of education and self-
improvement for everyone.
14. Put everybody in the company to work accomplishing
the transformation.
CONT………
20. Merits/ Benefits
Some of the Benefits of Total Quality Management are:
Cost Reduction and Increased Profitability
Facilitates Productivity
Reduces Redundant Activities
Promotes Innovation Process
Market-Specific Products/Services
Holistic Approach to Management
Promotes Continual Improvement
Facilitates Competitive Edge
Promotes Good-Will
Facilitates Effective Communication and Employee Morale
21. Conclusion
Generally Quality is having different meanings for
different people. In spite of this any organization aiming
for sustainable competitive advantage needs to assess
customer’s needs to fix a quality objective. Immaculate
planning is required to attain the pre decided quality
goals. Proper monitoring and people’s involvement can
ultimately enable an organization to achieve the desired
results. In the long run the good quality always wins the
customer’s heart.
22. Recommendations
• TQM is a time-consuming process as it involves proper evaluation of the
process of manufacturing a product or service. This is not atypical of other
models, and for any real systematic change, an organization needs to remain
committed and be realistic that not all changes will occur immediately.
Another cited critique is that it can be costly to maintain the quality of the
product. It requires the cost of training the employees, improving the
infrastructure of the organization, charges of the consultancy firm to aid in
improving quality. Lastly, some argue that there is a danger of hindering
creativity and innovation. If an organization focuses on the satisfaction of the
customer only and the product satisfies the needs of the customer, then it is
not necessary, that the innovative product will also satisfy. Thus, the
management cannot use creative ideas as it may result in losing the customer.