This document provides an overview of Total Quality Management (TQM). It defines TQM as a management approach focused on long-term customer satisfaction through organizational participation and process improvement. The document outlines the principles, evolution over time, elements, and advantages/disadvantages of TQM. It describes TQM as having a foundation of ethics, integrity and trust, with "bricks" of training, teamwork, leadership and communication, held together by communication, leading to the "roof" of recognition.

1. Managerial Accounting
Presentation
term paper

2. Presented By Sampreeti Saha ( 046 )
Farhana Yasmin ( 090 )
Zahid Asgar ( 048 )
Farzana Yasmin ( 022 )
Ehteshum Anjum ( 066 )
Muhib Nawar ( 115 )
Group - 02

3. What is TQM

4. What is TQM
Total Quality Management TQM, also known as total productive maintenance, describes a
management approach to long-term success through customer satisfaction. In a TQM
effort, all members of an organization participate in improving processes, products,
services, and the culture in which they work.

5. Principles of TQM

6. Customer focused
Total employee
involvement
Process
centered
Integrated
system
Strategic and
systematic
approach
Continual
Improvement
Fact based
decision making
Communications

7. Evolution of TQM

8. Evolution of tqm
The history of total quality management (TQM) began initially as a term coined
by the Naval Air Systems Command to describe its Japanese-style
management approach to quality improvement. An umbrella methodology for
continually improving the quality of all processes, it draws on a knowledge of
the principles and practices of:
• The behavioral sciences
• The analysis of quantitative and non-quantitative data
• Economics theories
• Process analysis

9. Evolution of Total Quality Management: TQM Timeline
& History of TQM

10. 1920’s
• Some of the first seeds of quality management were planted as the principles of scientific management
swept through U.S. industry.
• Businesses clearly separated the processes of planning and carrying out the plan, and union opposition
arose as workers were deprived of a voice in the conditions and functions of their work.
• The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by
participation.
1930’s • Walter Stewart developed the methods for statistical analysis and control of quality.
1950’s
• W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese engineers
and executives. This can be considered the origin of TQM.
• Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
• Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present understanding of TQM,
was published.
• Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies.
1968
• The Japanese named their approach to total quality companywide quality control. It is around this time
that the term quality management systems arises.
• Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
Today
• TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.
• Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and
the Award specify principles and processes that comprise TQM.

11. Elements of TQM

12. Elements Of TQM
Elements
Ethics
Integrity
Trust
Training Team work
Leadership
Recognition
Communication

13. Recognition
Training
Team work
Leadership
Integrity and
Ethics
Communication
Communication
Communication
Communication
Communication

14. Foundation
TQM is built on a foundation of ethics, integrity and trust.
Ethics – The discipline concerned with good and bad in any situation.
o A two-faceted subject represented by organizational and individual ethics.
o Organizational Establish a business code of guidelines
Integrity -
• Implies honesty, morals, values, fairness, and adherence to the facts and sincerity.
• What customers (internal or external) expect and deserve to receive.
Trust –
• A by-product of integrity and ethical conduct.
• Fosters full participation of all members.
• Allows empowerment that encourages pride ownership
• Allows decision making at appropriate levels in the organization,
• Fosters individual risk-taking for continuous improvement.

15. Bricks
Basing on the strong foundation of trust, ethics and integrity, bricks are placed to
reach the roof of recognition. It includes:
Training –
• Highly productive.
• Interpersonal skills, the ability to function within teams, problem solving,
decision making, job management performance analysis and improvement,
business economics and technical skills.
Teamwork –
A key element of TQM.
Quicker and better solutions to problems.
More permanent improvements in processes and operations

16. 3 types of team
A. Quality improvement teams or excellence teams (QITs) –
temporary teams with the purpose of dealing with specific problems that often
recur. These teams are set up for period of three to twelve months.
B. Problem solving teams (PSTs) –
• temporary teams to solve certain problems.
• identify and overcome causes of problems.
• last from one week to three months.
C. Natural work teams (NWTs) –
• small groups of skilled workers who share tasks and responsibilities.
• use concepts such as employee involvement teams, self-managing teams and
quality circles.
• work for one to two hours a week.

17. Bricks
Leadership –
• The most important element in TQM.
• Appears everywhere in organization.
• Manager provides an inspiring vision, make strategic directions ,guide
subordinates.
• The supervisor makes sure that strategies, philosophies, values and goals are
transmitted down through out the organization to provide focus, clarity and
direction.

18. Binding Mortar
Communication – binds everything together. vital link between all
elements of TQM.
There are different ways of communication such as:
A. Downward communication
B. Upward communication
C. Sideways communication

19. Roof
Recognition –
Last and final element in the entire system.
Changes in self-esteem, productivity, quality
Recognition comes in different ways, places and time such as,
• Ways – It can be by way of personal letter from top management. Also by
award banquets, plaques, trophies etc.
• Places – Good performers can be recognized in front of departments, on
performance boards and also in front of top management.
• Time – Recognition can given at any time like in staff meeting, annual award
banquets, etc.

20. Advantages of TQM

21. Lower
Production
costs
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
competition
Helps in
developing an
adequate system
of communication
Continuous
review of
progress

22. DisAdvantages of TQM

23. 1
2
3
4
5
6
7
8
Production
Disruption
Employee
Resistance
Demands a
change in
culture
Demands
Planning, Time
and Resources
Quality is
Expensive
Takes Years
to Show
Results
Discourages
Creativity
Not Quick-
Fix Solution
Disadvantages
of
Tqm

24. Recommendations

25. Conclusion

26. Any question?

27. thank you