The document outlines key principles of Total Quality Management (TQM) as developed by Dr. W. Edwards Deming, focusing on enhancing industrial production and management practices. It emphasizes the importance of creating a supportive work environment, fostering collaboration across departments, promoting continuous education, and prioritizing quality over numerical targets. Overall, TQM is presented as a holistic approach requiring collective commitment from all organizational levels to achieve continuous improvement and quality goals.

1. TOTAL QUALITY MANAGEMENT
PRINCIPLES
BY - ABOLI PUNDE

2. TOTAL QUALITY MANAGEMENT
PRINCIPLES
 Deming's 14 points for Total Quality Management (TQM) are a set of principles
developed by Dr. W. Edwards Deming, a renowned management consultant, to
improve industrial production in the United States and later applied more
broadly to management practices. Here's a brief explanation of last 8
principle:

3. 8 DRIVE OUT FEAR
 Drive out fear: Create an environment where employees feel safe to contribute
ideas, ask questions, and identify problems without fear of reprisal.
 Create a culture where employees feel safe to voice concerns, suggest
improvements, and take calculated risks without fear of punishment or
reprisal. Open communication and trust are essential for fostering innovation
and problem-solving.
 Examples - Encouraging open communication and transparency within the
hospital environment to prevent errors and improve patient safety.

4. 9. BREAK DOWN BARRIERS AMONG
STAFF AREAS
 Break down barriers between departments: Encourage teamwork and
collaboration across departments to improve communication and
effectiveness.
 Encourage collaboration and teamwork across different functions within the
organization. Removing silos and promoting cross-functional cooperation can
improve communication, efficiency, and overall organizational effectiveness
 Examples - Promoting interdisciplinary collaboration among healthcare
professionals to enhance patient care and treatment outcomes.

5. 10. REMOVE BARRIERS THAT ROB PEOPLE
OF PRIDE IN THEIR WORK. REMOVE THE
BARRIERS THAT ROB PEOPLE IN
LEADERSHIP OF THEIR RIGHT TO PREIDE
IN THEIR WORK .
 Provide employees with the resources and support they need to take pride in their
work and produce high-quality outputs.
 Create an environment that encourages employees to take pride in their work and
strive for excellence. Recognize and celebrate achievements to foster a sense of
accomplishment and motivation
 Example -

6. 11. ELIMINATE SLOGANS , EXHORTIONS,
AND TARGETS THAT DEMAND ZERO
DEFECTS AND NEW PRODUCTIVITY
 Instead, focus on providing employees with the tools, training, and support they
need to achieve quality.
 Instead of relying on motivational slogans or arbitrary targets, focus on providing
employees with the necessary tools, resources, and support to achieve quality
objectives. Clear expectations and empowerment drive sustainable improvements.
 Examples - Focusing on meaningful metrics that directly impact patient health
outcomes rather than arbitrary targets.

7. 12. ELIMINATE NUMERICAL QUOTAS FOR
THE STAFF AND GOALS FOR
MANAGEMENT
 Remove arbitrary targets and instead focus on continuous improvement and
quality.
 Avoid setting arbitrary numerical targets that can lead to suboptimal decision-
making and undermine quality. Instead, focus on quality metrics and
continuous improvement processes.
 Examples - Prioritizing patient well-being over meeting quotas for procedures
or treatments.

8. 13. INSTITUTE A VIGOROUS PROGRAM OF
EDUCATION AND RETRAINING EVERYONE
 Promote learning and development opportunities for all employees to enhance
skills and contribute to quality improvement efforts.
 Promote continuous learning and development for all employees. Investing in
education and skill development enhances employee capabilities, fosters
innovation, and supports ongoing quality improvement efforts.
 Example - Supporting ongoing professional development for healthcare
professionals to stay updated with the latest medical knowledge and
technologies.

9. TO WORK TO ACCOMPLISH THE
TRANSFORMATION
 Total Quality Management is a holistic approach that involves everyone in the
organization, from top management to the frontline workers, in achieving
quality goals and continuous improvement.
 Total Quality Management requires collective effort and commitment from all
levels of the organization. Engage employees in the quality improvement
process and empower them to contribute to organizational success.
 Example - Engaging all hospital staff in quality improvement initiatives to
foster a culture of collective responsibility for patient care and safety.

10. THANK YOU.............!!