This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.

1. TOTAL QUALITY MANAGEMENT VS QUALITY CIRCLES, TOOLS,
ADVANTAGES OF TOTAL QUALITY MANAGEMENT
YASIR HASHMI 01

2. TOTAL QUALITY MANAGEMENT:
According to John Gilbert,
Total Quality Management is "A process designed to focus on customer expectations,
preventing problems, building commitment to quality in the workforce and promoting
open decision-making."

3. QUALITY CIRCLES:
According to Maurice Alston,
"Quality Circles are small groups of people doing similar work who, together with their
supervisors volunteer to meet for an hour a week to study and solve work related
problems which affect them. Circle leaders and members are trained in simple problem
solving techniques which identify causes and develop solutions. At an appropriate
time, presentations are made by the quality circles to the management who decide
whether to accept, modify or decline the proposals".

4. DIFFERENCE BETWEEN TOTAL QUALITY MANAGEMENT &
QUALITY CIRCLES:
• TQM is a system that not only emphasises on the quality of product but the
application of high quality standards such as ISO 9000 etc in all the aspects of
business management.
• Quality circles is an employee based tool, which is a primary area for
implementation of tools.

5. Objectives of Quality Circles:
• Promote job involvement
• Create problem solving capability
• Improve communication
• Promote leadership qualities
• Promote personal development
• Develop a greater awareness for
cleanliness
• Develop greater awareness for safety
• Improve morale through closer identity
of employee objectives
• Reduce errors.
• Enhance quality
• Inspire more effective team work
• Build an attitude of problem prevention
• Promote cost reduction
• Develop harmonious manager,
supervisor and worker relationship
• Improve productivity
• Reduce downtime of machines and
equipment
• Increase employee motivation

6. Other Names of Quality Circles
• Small Groups
• Action Circles
• Excellence Circles
• Human Resources Circles
• Productivity Circles

7. Quality Circle Meetings
• Meetings are attended by all the members of the quality circle.
• In general, meetings take place once a week or once in a fortnight.
• Each meeting lasts for approximately one hour, though variations are possible.
• Apart from the frequency of the meetings, what is important is the regularity of the
meetings.

8. Areas of interest to quality circle
• Quality improvement.
• Efficiency improvement in service organization.
• Cost reduction.
• Process control during manufacturing.
• Safety in materials handling and equipment operations.
• Equipment and manpower utilization.
• Reduction in work in progress.
• Job improvement.
• Reduction in machine maintenance problems
• Reduction in human errors.

9. Co-ordinating
agency
Top
management
Steering
commettee
Facilitator
Leader
Members
Non
members
Structure of quality circle program
For total
administrative,
technical and
secreterial
coordination
1
2
3
4
5
6
7

10. Process of operation of quality circles
Problem identification
Problem slection
Problem analysis
Generate alternative
solutions
Select the most
appropriate solution
Prepare plan of
action
Implementation of
the solution
Identifying a number
of problems
Deciding the need and
so select the problem
Explained and analysed
by basic problem solving
techniques
Discussing and evaluating
so as to choose the most
effective one
Converting the most
suitable plan for action
Doing it in a full scale

11. WHY QALITY CIRCLE ?
It is said that 95% of the problems in workshops can be solved through Quality circle
control tools. The Japanese have experienced this! The quality control tools which are
useful for QCCs are Pareto Diagrams, Cause-and-Effect Diagrams, Stratification,
Check Sheets, Histograms, Scatter Diagrams, Graphs and Control Charts. Also,
logical thinking and experience are a must ingrediant for solving problems.

12. TOOLS OF TOTAL QUALITY MANAGEMENT:
Total quality management (TQM) tools help organizations to identify, analyze and
assess qualitative and quantitative data that is relevant to their business. These tools
can identify procedures, ideas, statistics, cause and effect concerns and other issues
relevant to their organizations.

13. CLASSIFICATION OF TOOLS:
• Qualitative tools: Consist mainly of subjective inputs, which often do not intend to
measure something of a numerical nature.
• Quantitative tools: Involve either the extension of historical data or the analysis of
objective data, which usually avoid personal bases that sometimes contaminate
qualitative tools.

14. CATEGORIES OF TOOLS:

15. TQM TOOLS AS A PRIMARY AREA OF IMPLEMENTATION:
1. Customer-based
2. Management-based
3. Employee-based
4. Supplier-based
5. Process-based
6. Product-based

16. TQM TOOLS AS A PRIMARY AREA OF IMPLEMENTATION:

17. TQM TOOLS IMPLEMENTATION ROADMAP:
Documenting
Process
Data Collection
And Process
Management
Problem Finding
And Solving
Quality
Stabilization
Take Action To A
High Quality Of
Management
Continuous Quality
Improvement

18. ADVANTAGES OF TOTAL QUALITY MANAGEMENT:
• Customer satisfaction
• Quality improvement
• Absence of additional investment
• Raises competitiveness
• Facilitates expansion and diversification
• Provides trained and motivated employees

19. ADVANTAGES OF TOTAL QUALITY MANAGEMENT:
• Miscellaneous Advantages
1. Long-term consumer support,
2. Prestigious position in international marketing,
3. High standard of living to employees, and
4. Cost control

20. THANKS