Total Quality Management (TQM) refers to methods used to enhance quality and productivity in organizations. Some key contributors to TQM include W. Edwards Deming, Walter A. Shewhart, and Joseph M. Juran. TQM involves all employees in continual improvement and is focused on customers, processes, integration, and facts-based decision making. Implementing TQM requires top management commitment, identifying customer demands, process mapping, team formation, and constant evaluation and revision. Potential barriers include lack of leadership, resources, and customer focus.

1. JEENU PETTAN
TASMIYA BANU R

2. Total Quality Management (TQM) refers to management methods used
to enhance quality and productivity in business organizations.
It plays a vital role in improving productivity, product quality and
reduces manufacturing cost by reducing rework and scrape.
INTRODUCTION

3. QUALITY GURU MAIN CONTRIBUTION
W. Edwards Deming • Stressed management’s responsibility
for quality
• Developed “14 Points” to guide
companies in quality improvement.
Walter A. Shewhart • Contributed to understanding of
process variability.
• Developed concept of statistical
control charts.
Joseph M. Juran • Defined quality as “fitness for use.”
• Developed concept of cost of quality.
Philip B. Crosby • Coined phrase “quality is free.”
• Introduced concept of zero defects
HISTORY OF TQM

4. Produce quality work the first time
Focus on the customer
Have a strategic approach to improvement
Improve continuously
Encourage mutual respect and teamwork
FIVE PRINCIPLES OF TQM

5. A management system for
a customer-focused
organization that involves
all employees in continual
improvement
• Customer-focused
• Total employee involvement
• Process-centred
• Integrated system
• Strategic and systematic approach
• Continual improvement
• Fact-based decision making
• Communications
PRIMARY ELEMENTS OF TQM

6. IMPLEMENTATION OF TQM
Top
managem
ent learns
about and
decides to
commit to
TQM.
Assesses
current
culture,
customer
satisfaction,
and quality
manageme
nt systems
Identifies
core values
and
principles to
be used,
and
communica
tes them
ATQM
master plan
is
developed
Identifies and
prioritizes
customer
demands and
aligns
products and
services to
meet those
demands
Management
maps the critical
processes
through which
the organization
meets its
customer’s
needs

7. Formation
of teams for
process
improvemen
t efforts
TQM effort
is managed
by the
steering
committee
Managers
contribute
individually to
the effort
through hosting
planning,
training,
coaching, or
other methods
Daily
process
managem
ent and
standardiz
ation take
place
Progress is
evaluated
and the plan
is revised as
needed
Constant
employee
awareness and
feedback on
status are
provided and a
reward/recogniti
on process is
established.
IMPLEMENTATION OF TQM

8. • Competitive markets: This barrier to quality is mainly a mental barrier caused
by a misunderstanding of the definition of quality. Many companies equate
quality with high cost.
• Lack of leadership for quality
• Deficiency of cultural dynamism: Every organization has its own unique way
of doing things. This is defined in terms of culture of the organization.
• Inadequate resources for total quality management: Since most companies
do not involve quality in their strategic plan, little attention is paid to TQM in
terms of human and financial resources.
• Lack of customer focus
IMPEDIMENTS TO IMPLEMENTATION

9. • Lack of effective measurement of quality improvement: TQM is centred
on monitoring employees and processes, and establishing objectives that
anticipate the customer's needs so that he is surprised and delighted
• Poor Planning
• Lack of management commitment
• Resistance of the workforce: A TQM project must be supported by
employee trust
• Lack of proper training/Inadequate Human Resource Development
IMPEDIMENTS TO IMPLEMENTATION

10. Emphasizing the
needs of the market
Assures better
quality performance
in every sphere of
activity
Helps in checking
non-productive
activities and waste
Helpful in meeting
the competition
It helps in
developing an
adequate system of
communication
Continuous review
of progress
ADVANTAGES OF TQM

11. Demands a Change in Culture
Demands Planning,Time and Resources
Quality is Expensive
TakesYears to Show Results
Discourages Creativity
Not a Quick-Fix Solution
DISADVANTAGES OF TQM

12. H&M was one of the first to challenge the retail clothing sector by
delivering fast fashion at low prices
“H&M minimum requirement is that employers shall pay at least the
statutory minimum wage, or the wage negotiated in a collective
agreement, whichever is higher.”
• In November 2013, H&M also has pledged to pay a living wage to
850,000 textile workers in the wake of the Rana Plaza disaster.
Quality Management in H&M and its
effect in its Sale

13. It was reported that these fashion retailers are forcing to continue
operating in that building despite the notable cracks due to the reason
of avoiding huge losses and cancellation of shipment if the factories
are closed.
Karl-Johan Persson, CEO of H&M, when he was interviewed stated
that:
“The horrific catastrophe in Bangladesh led to us to become the
first company to sign a fire protection treaty (which calls for
independent, rigorous safety inspections and calls for companies to
stop doing business with any factory that fails to make needed safety
improvements, among other things) which many others have since
subscribed to”

14. H&M also launched a five-year project aimed at increasing and
strengthening the capacity . The project aims at Improved technical
skills and relevant knowledge of their rights and responsibilities.
Also Every H&M order undergoes a variety of tests before it reaches
the store. For example shrinkage, twisting, color-fastness and
saltwater and chlorinated water tests as well as chemical and
product safety testing like flammability.

15. A business cannot flourish in the long run if it doesn't give its
customer what it promises to.
So, in order to achieve the highest levels of customer satisfaction,
Quality Management Systems including its various tools and
methodologies needs to be applied
Conclusion

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References