This document contains four case studies related to Total Quality Management (TQM). Each case study is followed by four questions. The first case study discusses the importance of customer satisfaction in TQM and how organizations can measure customer satisfaction. The second case study covers the role of leadership in setting direction and motivating employees to implement TQM. The third case study is about benchmarking as a tool to measure performance against best practices. The fourth case study provides an overview of TQM concepts and contributors to the philosophy. Contact information is provided at the end to request the answer sheet for this question paper.

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Total Quality Management
CASE STUDY : 1
An organization exists because of its customers. Customer satisfaction is a proof of
successful TQM implementation and therefore finds high importance in the Malcolm
Baldrige National Quality Award criteria and quality system certification standards.
Quality is defined from customer’s perspective. TQM requires focus or both external as
well as internal customers. Customer perception of quality depends on many aspects,
such as performance, service, warranty price and reputation. Organizations need to set
up a feedback mechanism for measuring level of customer satisfaction. Organizations
must listen to each complaint, analyze root causes and take corrective and preventive
action to resolve the same.
Q1) Is the main concern of most consumers the price of the product or service? Explain.
Q2) Explain the importance of customer and customer services?
Q3) Explain customer code of ethics?
Q4) How does employee satisfaction relate to customer satisfaction?
CASE STUDY : 2
Senior leadership of an organization should set direction, creative clear vision, inculcate
customer focus, nurture values and set clear expectations to motivate employees and
suppliers. Stephen Convey’s The Seven Habits of highly Effective People provides a
foundation of ethical and principle centered leadership to drive TQM implementation.
Deming’s 14 points also provide guidance to decide the policies and direction. It is
critically important that leadership and senior management demonstrates their
commitment and involvement through their actions for the success of TQM. A quality
committee consists of leadership and functional leaders. This committee establishes the
objectives and roadmap and provide resources for TQM implementation.
Q1) Define leadership?
Q2) Select one or more of Deming’s 14 points and describe how you would achieve or
implement it?
Q3) “Seek first to understand, then to be understood”, Explain briefly.

2. Q4) Discuss the role of TQM leaders?
CASE STUDY : 3
The organizations which have intentions to grow and perform well should measure
themselves against the best industry practices. Bench marking provides a systematic
approach to achieve this purpose. It primarily contains two elements first doing
comparative performance measure on the basis of well established metrices and second
understanding why their own performance differs from the targeted value.
Benchmarking can be adapted to any business or production process. The organization
must identify critical processes or business measures, which it wants to benchmark and
at the end achieve it. Several techniques are available to carry out the benchmark
studies. Organizations must ensure that business ethics are maintained in obtaining
such data and should avoid copying the processes blindly.
Q1) Explain how an organization might benefits from benchmarking organizations in a
completely different industry?
Q2) Identify and explain the three main types of benchmarking?
Q3) In which circumstances would above each type be most appropriate?
Q4) What are the advantages to using benchmarking as an improvement tool?
CASE STUDY : 4
TQM encompasses all aspects of business. Its key concepts are emphasis on
management commitment, customer focus, involvement of all, continuous
improvement, treating suppliers as partners and performance metrics. The philosophy
of TQM has evolved through the contribution of many quality gurus, including
Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby, & Taguchi. The principles
and tools laid down by these experts provide a solid foundation for the TQM
frameworks. The journey to TQM starts when the management realizes the need. The
need could be due to same external factors such as loss of market share or some interna
factors such as a loss of productivity. These are nine different dimensions to qualify.
These are several obstacles in implementing TQM, the most important being the lack of
management commitment. Substained implementation of TQM can result in benefits
such as improvement in quality, productivity, reliability, market share, revenue, profits
and growth. In spite of this, the proportion of companies implementing TQM is low.
Q1) Explain the TQM concepts and of the six basic TQM concepts which were the most
effective in world war II? Explain.
Q2) Which of the gurus would be the father of quality control & why?

3. Q3) Why the proportion of companies implementing TQM is low?
Q4) Define the term Quality?
Need Answer Sheet of this Question paper, contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224