This document provides an overview of Total Quality Management (TQM). It discusses that TQM originated in Japan in the 1950s and focuses on continuous organizational improvement and customer satisfaction. The document outlines the key elements of TQM, including its foundation of ethics, integrity and trust, building blocks of training, teamwork and leadership, binding mortar of communication, and roof of recognition. It also describes the PDCA (plan, do, check, act) cycle and compares TQM to the ISO 9000 standard, noting TQM's greater focus on customers and continuous improvement.

1. TOTAL QUALITY MANAGEMENT
( TQM )
Presented By :
Parth Rana
M.Pharm ( SEM-1)
Guided By :
Dr.Ashwin Dudhrejiya
Head of department
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2. CONTENT
 Introduction
 Implementation
 PDCA cycle
 Element of TQM
 Benefits
 Difference between TQM & ISO 9000
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3. TQM is composed of three paradigms :
Total : (Overall) Oraganization wide
Quality : Degree of excelance of a product or services.
Management : Act/ Art of planning, directing and
controlling.
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4. INTRODUCTION
TQM originated in Japan in the 1950 s.
 TQM is a management approach which involves all employees and
also a customer for continuous improvement and customer satisfaction.
 TQM originated in the manufacturing sector,but can be applied to
almost all organizations.
W.E dwards deming, Jpseph M juran and Armand v , Feigenbaum
jointly developed the concept of TQM.
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5.  TQM is simply defined as an holistic management
philosophy that strives for continuous organizational
improvement,achieving excellence,meeting and exceeding
customer expectations
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8. TQM can be divided into four categories
I. Plan
II. Do
III. Check
IV. Act
Referred to as PDCA cycle
 Planning phase
 The most crucial phase of TQM.
 In this phase employees have to come up with their problems
and queries which need to be addressed.
 They need to come up with the various challenges they face in
their day to day operations and also analyse the problem’s root
cause.
 Employees are required to do necessary research and collect
relevant data which would help them find solutions to all the
problems
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9.  Doing phase
 Employees develop a solution for the problems defined
in planning phase.
 Strategies are devised and implemented to overcome
the challenges faced by employees.
 The effectiveness of solutions and strategies is also
measured in this stage
 Checking phase
 Is the stage where people actually do a comparison
analysis of before and after data to confirm the
effectiveness of the processes and measure the results
 Acting phase
 Employees document their results and prepare
themselves to address other problems.
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10. THE EIGHT ELEMENTS
OF TQM
To be successful implementing TQM,an organization
must concentrate on the eight key elements :
I. Ethics
II. Integrity
III. Trust
IV. Training
V. Teamwork
VI. Leadership
VII. Recognition
VIII.communication
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11.  These elements can be divided into four
groups according to their function.
 The groups are :
 Foundation : ethics,integrity,trust
 Building bricks : training,teamwork,leadership
 Binding mortar : communication
 Roof : recognition
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12. FOUNDATION
 It fosters openness,fairness and sincerity and allows
involvement by everyone.
 This is the key to unlocking the ultimate potential of TQM.
 These 3 move together,however,each element offers
something different to the TQM concept.
 Ethics :
 is the discipline concerned with good and bad in any
situation.
 It is a two-faceted subject represented by organizational and
individual ethics.
 Organizational ethics establish a business code of ethics that
outlines guidelines that all employees are to adhere to in the
performance of their work
 Individual ethics include personal rights or wrongs
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13.  Integrity :
 Implies honesty,morals,values,fairness and adherence
to the facts and sincerity.
 The characteristic is what customers expect and
deserve to receive.
 Trust
 Is a byproduct of integrity and ethical conduct
 Without trust,the framework of TQM cannot be built.
 It allows empowerment that encourages pride
ownership and it encourages commitment
 It allows decision making at appropriate levels in the
organization,fosters individual risk taking for continuous
improvement and helps to ensure that mesurements focus
on improvement of process.
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14. BRICKS
 Are placed to reach the roof of recognition.
 Training
 Is very important for employees to be highly productive
 Training that employees require are interpersonal skills,the
ability to function within teams, problem solving,decision
making,job management performance analysis and
improvement,bussiness economics and technical skills.
 Teamwork
 Teams provide more permanent success.
 Better problem solving.
 In teams,people feel more comfortable bringing up problems
that may occur and can get help from other workers to find a
solution and put into place
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15.  Leadership
 Leadership in TQM requires the manager to provide an
inspiring vision,make strategic directions that are
understood by all and to instill values that guide
subordinates.
 The supervisor must be committed in leading his
employees.
 A supervisor must understand TQM,believe in it and
then demonstrate their belief and commitment through their
daily practices of TQM
 The supervisor makes sure that
strategies,philosophies,values and goals are transmitted
down through out the organization to provide focus,clarity
and direction.
 A key point is that TQM has to be intoduced and lead
by top management.
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16. BINDING MORTAR
 Communication
 Starting foundation to roof of the TQM house,everything is
bound by strong mortar of communication.
 It acts as a vital link between all elements of TQM.
 The success of TQM demands communication with and
among all the organization members,suppliers and customers.
 For communication to be credible the message must be
clear and receive must interpret in the way the sender intended
There are different ways of communication such as
 Upward communication
 Downward communication
 Sideways communication
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17. ROOF
 Recognition
 It should be provided for both suggestions and
achievements for teams as well as individuals
 Detecting and recognizing contributors is the most
important job of a supervisor
 Recognition comes in its best from when it is
immediately following an action that an employee has
performed
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18. BENEFITS OF TQM
 Improve quality at every level in organization
 Financial benefits:lower costs,higher returns on sales
and investment and the ability to charge higher rather than
competitive prices
 Ensure customer satisfaction and customer loyalty
 Reduce waste and inventory
 Improve design
 Eliminate defects
 Increased productivity
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19. DIFFERENCE IN TQM AND ISO
9000
TQM ISO
Definitely customer focused Not necessarily customer focused
Employee involvement is
necessary
Employee involvement is not
necessary
Continuous improvement No continuous improvement
Focus on all department Can be depatmentally focused
Everyone is reponsible for quality Quality department is responsible
for quality
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