This document discusses Total Quality Management (TQM). It defines TQM as a philosophy and set of guiding principles for a continuously improving organization that applies quantitative methods and human resources to improve all processes. TQM requires the responsibility of achieving quality to rest with everyone in an organization. The document reviews the history of quality control, outlines the scope and principles of TQM, and discusses benefits, obstacles, and effects of poor quality. It emphasizes that TQM requires a cultural change and commitment from senior management and all employees.

2. CLASS M.Ed
ROLL NO# 539
UNIVERSITY OF EDUCATION
FAISALABAD

3. Total Quality Management (TQM)
WHAT IS ???
Any Answers

4. Quality in simple definition can be defined as a measure of
excellence or a state of being free from defects &
deficiencies.
For example:
 Bike needs periodic check up!!
 Senior citizen needs regular health check up!!
 A newly upgraded computer is known for user friendly!!
 Subject Content for educator.

5. Do we understood about the word Quality??
But,
What is TQM???
OOPS!!!!  I’ve no answer for this!!!!

6. TQM stand as….
Total: Made up of the whole.
Quality: Degree of excellence of a product or service
provides
Management: Act/ Art, Manner of handling, controlling
& directing it
 You are aware about it now  

7. Significance of the term TQM
 Total - The responsibility for achieving Quality rests with everyone a
business no matter what their function. It recognises the necessity to
develop processes across the business, that together lead to the
reliable delivery of exact, agreed customer requirements. This will
achieve the most competitive cost position and a higher return on
investment.
 Quality - The prime task of any business is to understand the needs
of the customer, then deliver the product or service at the agreed time,
place and price, on every occasion. This will retain current customers,
assist in acquiring new ones and lead to a subsequent increase in
market share.
 Management - Top management lead the drive to achieve quality for
customers, by communicating the business vision and values to all
employees; ensuring the right business processes are in place;
introducing and maintaining a continuous improvement culture.

8. Now we can define that Total Quality Management is an
enhancement to the traditional way of doing things.
TQM is defined as both philosophy and set of guiding
principles that represent the foundation of a
continuously improving organization. It is application
of quantitative methods & human resources to
improve all the processes within an organization and
customers.
Thus TQM integrates fundamental management
techniques, existing improvement efforts.

9. Historical Review of Quality Control
 In 1924, W.A.Shewhart of Bell Telephone Labs
developed a statistical chart for the control of
product variables – the beginning of SQC and SPC.
 In the same decade, H.F.Dodge and H.G.Romig of
Bell Telephone Labs developed statistical
acceptance sampling instead of 100% inspection.
 In 1946,the American Society for Quality Control
was formed.
 In 1950, W. Edwards Deming,who learnt SQC from
Shewhart,taught SPC & SQC to Japanese engineers
and CEO’s

10. Historical Review of Quality Control
 In 1954,Joseph M.Juran taught Japanese managements
their responsibility to achieve quality .
 In 1960, the first quality control circles were formed.
SQC techniques were being applied by Japanese
workers.
 1970’s US managers were learning from Japan Quality
implementation miracles.
 In 1980’s TQM principles and methods became
popular.(also in auto industry)
 In 1990’s ,the ISO 9000 model became the world-wide
standard for QMS.

11. -The culture of the company has a major impact
on the opportunities of TQM applying.
-The applying of TQM requires a cultural change
of the company.
-The employees and managers have to be
convinced about the importance of TQM.
-If companies feel the necessity to change, and
- have the capacity to carry out the change, then
- TQM gets greater support and is easier to be
-implemented.
The Culture of TQM

12. Scope of TQM
TQM is the foundation for activities, which includes:
 Commitment by senior management and all employees
 Meeting customer requirements
 Reducing development cycle times
 Just In Time/ Flow Manufacturing
 Improvement teams
 Reducing product and service costs
 Systems to facilitate improvement
 Employee involvement and empowerment
 Recognition and celebration
 Challenging quantified goals and benchmarking
 Focus on processes / improvement plans
This shows that TQM must be practiced in all activities, by all
personnel, in Manufacturing, Marketing, Engineering, R&D, Sales,
Purchasing, HR, etc.

13. 5 Principles of TQM
 Produce quality work the first time.
 Focus on the customer.
 Have a strategic approach to improvement.
 Improve continuously.
 Encourage mutual respect and teamwork.

14. Benefits of TQM
 Greater customer loyalty
 Market share improvement
 Higher stock prices
 Reduced service calls
 Higher prices
 Greater productivity

15. Benefits of Quality
 Higher customer satisfaction
 Reliable products/services
 Better efficiency of operations
 More productivity & profit
 Better morale of work force
 Less wastage costs
 Less Inspection costs
 Improved process
 More market share
 Spread of happiness & prosperity
 Better quality of life for all.

16. Intangible Benefits of Implementing TQM
 Image of the organization has improved.
 Reduction in inventory.
 Shorter lead time in design, manufacturing,
procurement service etc.,
 Reduction in rejections and complaints.
 Customer satisfaction.
 Quality cost % to turnover reduction.
 Lower manufacturing cost.
 Reduction in deviation.
 Continuous improvement.
 Drastic reduction in defectives and number of defects.

17. Effects of poor Quality
 Low customer satisfaction
 Low productivity, sales & profit
 Low morale of workforce
 More re-work, material & labour costs
 High inspection costs
 Delay in shipping
 High repair costs
 Higher inventory costs
 Greater waste of material

18. Obstacles of TQM
1. Lack of management Commitment
2. Inability to change organizational culture
3. Improper planning
4. Lack of continuous training & Education
5. Incompatible organizational structure
6. Ineffective measurement techniques & Lack of access to
data & results.
7. Paying inadequate attention to internal & external
customers.
8. Inadequate use of empowerment & Teamwork
9. Failure to continually improve.

19. TQM:
lAn approach to the art of management (philosophy).
lIt is an Improvement tool.
lIt is direct you to achieving goals.
lIt is a lifestyle for successful people.
Conclusion

20. FINALLY…..
PROF R.S.VERMA