This document discusses Total Quality Management (TQM). It begins by listing the class objectives related to TQM, including basic concepts, comparing philosophies, and describing the TQM process. The document then provides definitions and principles of TQM from various thought leaders. It discusses the key components, strategies, tools, and techniques of TQM. The rest of the document focuses on comparing the philosophies and approaches of major TQM leaders like Deming, Juran, Feigenbaum, Ishikawa, and Crosby. It concludes by outlining the key steps in the TQM process, including management commitment, quality councils, education, and quality cost measurement.

1. Class Objectives
s Basic concepts on TQM
Total Quality Management
s Compare TQM philosophies
FScN 4131 Food Quality
s Describe the TQM process
TQM Definitions TQM Definitions
s Total: Everyone should be involved s “Is the set of management processes
and systems that create delighted
s Quality: customers should be provided customers through empowered
with an uniform quality product that employees, leading to higher revenue
meets their expectations and lower cost”
• The Juran Institute, Inc.
s Management: the way Total Quality is
conducted
TQM Definitions TQM Definitions
s “TQM is pure pragmatism” s Total Quality:
• Hutchins, Achieve Total Quality, 1992
“Total dedication to the customer”
s “TQM is not a destination, but a journey
s Goal:
toward improvement”
• Hunt, Managing for Quality, 1991 “Seek business excellence and
competitive leadership to satisfy our
customers expectations”

2. TQM Pre-requisites TQM Principles
s Leadership from the top s Commitment of everybody in the
s Effective management of the cost of organization
quality s The company’s success depends on the
s Focus on customer satisfaction participation of everybody
s Continuous improvement in all aspects s Opportunities for complete participation
of all operations by everybody
s Complete involvement of everyone in s Opportunities to do their job properly
quality improvement
TQM Components TQM Leaders
s W. E. Deming
Tools and People s J. M. Juran
Techniques
s K. Ishikawa
s A. V. Feigenbaum
s P. B. Crosby
Strategies Customer
TQM Leaders: Deming TQM Leaders: Deming
s Central belief: s The Deming circle
94% of problems due to management PLAN
6% ascribed to workers
s Results of Total Quality:
- Higher productivity ACT DO
- Lower costs
- Increased market share
- Long-term stability
Long-
CHECK

3. TQM Leaders: Deming TQM Leaders: Deming
s 14 point plan for Western management: s 14 point plan for Western management:
1. Constancy of purpose 8. Drive out fear
2. The new philosophy 9. Break down barriers
3. Cease mass inspection 10. Eliminate exhortations
4. End “lowest price” purchasing 11. Eliminate targets
5. Constantly improve systems 12. Permit pride of workmanship
6. Train everyone 13. Encourage education
7. Institute leadership 14. Top management’s commitment
TQM Leaders: Juran TQM Leaders: Juran
s 7-Step program:
s Management is responsible for quality 1. Establish quality policies and guides
failure and quality improvement
2. Establish quality goals
3. Design quality plans to reach those goals
s Philosophical trilogy: quality planning,
quality control and quality improvement 4. Assign responsibility for the plans
5. Provide necessary resources
s Introduces the term “internal customers” 6. Review progress against goals
7. Evaluate manager performance vs. goals
TQM Leaders: Feigenbaum TQM Leaders: Feigenbaum
s Control has 4 steps: s 10 benchmarks of Quality:
1. Setting quality standards 1. Q is a company-wide process
2. Appraising conformance to standards 2. Q is what the customer says it is
3. Acting when the standards are 3. Q and cost are a sum not a difference
exceeded 4. Requires individual and teamwork
4. Planning for improvement in the 5. Q is a way of managing
standards

4. TQM Leaders: Feigenbaum TQM Leaders: Crosby
s 10 benchmarks of Quality: s 5 absolutes of quality:
6. Q and innovation are mutually dependent 1. Quality means conformance, not
7. Q is an ethic goodness or elegance
8. Requires continuous improvement 2. There is no such thing as a quality
9. Is the most cost-effective, least capital- problem
intensive route to productivity 3. It is always cheaper to do the job right
10. Is implemented with a total system the first time
connected with customers and suppliers
TQM Leaders: Crosby TQM Leaders: Crosby
s 5 absolutes of quality: s 14-step process:
4. Cost of quality is the only measure of 1. Management commitment
performance 2. Quality improvement team
5. Zero defects is the only performance 3. Quality measurement
standard 4. Cost of quality
5. Quality awareness
6. Corrective action
7. Zero defects
TQM Leaders: Crosby TQM Leaders: Comparison
s 14-step process:
s All but Crosby rely on Statistics
8. Training
s Deming, Juran and Ishikawa blame
9. Zero defects day
management for the lack of quality,
10. Goal setting Crosby blames workers.
11. Error cause removal s Zero defects: Crosby in favor, Deming
12. Recognition against it
13. Quality councils
14. Do it over again

5. Vision
Commitment
TQM Process: Management Commitment
Quality Council Quality audit
Recognition Education s Vital for TQM
Organization s Should be visible and by example
s Should be transmitted to each
Quality improvement Quality cost
Awareness Training
teams measurement
employee
s Ultimate goal: satisfy customers!
Target identification
Investigation s May need selling arguments
Goal setting
Corrective action
Quality Improvement
TQM Process: Quality Council TQM Process: Education
s Coordinates all corporate efforts to TQM s On the business’ own interpretation and
s Members from each unit of the implementation of TQM
company s Will require continuity
s Develops strategic plans s Needs to define who, what, how, how
s Addresses key questions for much, and who is responsible
implementation s Re-education is necessary
s Responsible of the TQM Mission
Statement
TQM Process: Organization TQM Process: Quality cost measurement
s Using the company’s structure an
organization for quality should be s Methods to measure, document and
developed based on:
analyze the cost of quality are required
- Objectives
- Delegation
- Accountability
- Achievement measurement
- Efficient communication

6. TQM Process: Training TQM Process: Training
s What is the difference between s Thorough learning of tools and
Education and Training? techniques for quality improvement
TQM Process: Quality improvement
TQM Process: Target identification
teams (QIT)
s Identify areas of priority s Functions:
1. Implement unit TQM
s Including goals to achieve 2. Solve problems identified by goal
setting
3. Address local issues
TQM Process: Quality improvement TQM Process: Investigation and
teams (QIT) corrective action
s Characteristics s To reach the targets, the QIT should set
- Intradepartmental a system of:
- Membership is open based on knowledge - Procedures
of the operation - Forms
- The leader should know the business - Documentation
- Membership is finite

7. TQM Process: Quality Audit TQM Process: Awareness
s Feedback mechanism of TQM s Continuous communication about the
s Conducted by the quality council or TQM status and advances
senior managers s Employs communication tools
s Goals: s Compatible with the company’s culture
- Verify reported quality improvements
- Verify the achievement of goals
- Confirm that improvements match targets
TQM Process: Recognition TQM Discussion
s Achievements of individuals and groups s How would you decide which philosophy
should be made public or system to use?
s Financial rewards should be included