Total quality management (TQM) is an enhancement to traditional business management that transforms organizational culture through changes in management actions. TQM focuses on meeting customer needs, continuous process improvement, and involving all employees. It requires a long-term commitment from top management, an emphasis on preventing errors, and treating suppliers as partners. TQM aims to make quality the first priority through approaches like statistical process control and cross-functional teams.

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TQM
QUALITY
MANAGEMENT
TOTAL

2. DEFINITION
 Total quality management (TQM) is an enhancement
to the traditional way of doing business. Only by
changing the actions of management will the culture
and actions of an entire organization be transformed.
Total Made up of the whole
Quality Degree of excellence a product or service provides
Management Act, art, or manner of handling, controlling, directing,
etc
THREE WORDS: total – quality – management:-
theory

3. SIX BASIC CONCEPTS
 A committed and involved management to
provide long-term top-to-bottom organizational
support.
 An unwavering focus on the customer, both
internally and externally.
 Effective involvement and utilization of the entire
work force.
 Continuous improvement of the business and
production process.
 Treating suppliers as partners.
 Establish performance measures for the
processes.

4. NEW AND OLD CULTURES
SL
NO
QUALITY
ELEMENT
PREVIOUS STATE TQM
1 Definition Product-oriented Customer-oriented
2 Priorities Second to service and
cost
First among equals
of service and cost
3 Decisions Short-term Long-term
4 Emphasis Detection Prevention
5 Errors Operations System
6 Responsibility Quality control Everyone
7 Problem solving Managers Teams
8 Procurement Price Life-cycle costs,
partnership
9 Manager’s role Plan, assign, control
and enforce
Delegate, coach,
facilitate and monitor

5. TQM FRAME WORK
GURUS
CUSTOMER
PRODUCT OR
SERVICE
REALIZATION
PRINCIPLES AND
PRACTICES
TOOLS AND
TECHNIQUES
Shewhart
Deming
Juran
Figenbaum
Ishikawa
Crosby
Taguchi
Benchmarking
Information technology
Quality management system
Environmental management
system
Quality function deployment
Quality by design
Failure mode & Effect analysis
Products & Service liability
Total productive maintenance
Management tools
Statistical process control
Experimental design
Taguchi’s quality engineering
People and relationships: Approach:
Leadership continuous process improvement
Customer satisfaction
Employee involvement Measure:
Supplier partnership performance measures

6. DEFINING QUALITY
Note: If Q is greater than 1.0, then the customer has a good feeling about the
product or service. Of course, the determination of P and E most likely be based
on perception with the organization determining performance and customer
determining expectations.
Q=P/EQuality can be quantified
as;
Where Q = Quality
P = Performance
E = Expectations
DEFINITION:-
It is defined as the degree to which a set of inherent
characteristics fulfills requirements.
Degree Quality can be used with adjectives such as poor, good and
excellent
Inherent Existing in something, especially as a permanent characteristic
Characteristic Quantitative or qualitative
Requirement Need or expectation that is stated; generally implied by the
organization, its customers, and other interested parties or
obligatory

7. THE DIMENSIONS OF
QUALITY
DIMENSION MEANING AND EXAMPLE
Performance Primary product characteristics, such as brightness of
the picture.
Features Secondary characteristics, added features, such as
remote control.
Conformance Meeting specifications or industry standards,
workmanship.
Reliability Consistency of performance overtime, average time
for the unit to fail.
Durability Useful life, includes repair.
Service Resolution of problems and complaints, ease of repair.
Response Human-to-human interface, such as the courtesy of
the dealer.
Aesthetics Sensory characteristics, such as exterior finish.
Reputation Past performance and other intangibles, such as
being ranked first.

8. NINE OBSTACLES
 Lack of management commitment
 Inability to change organizational culture
 Improper planning
 Lack of continuous training and education
 In compatible organizational structure and
isolated individuals and departments
 Ineffective measurement techniques and lack
of access to data and results
 Paying inadequate attention to internal and
external customers
 In adequate use of empowerment and team
work
 Failure to continually improve