Total Quality Management, TQM

1. The Fantastic Five
Presents

2. TOTAL QUALITY
MANAGEMENT

3. Introduction
Competition is getting harder and
becoming global. Companies now have to be
more responsive, offer a better product and keep
improving. Total quality management (TQM)
increases customer satisfaction by boosting
quality. It does this by motivating the workforce
and improving the way the company operates.
In an increasingly competitive market, firms
with a continuous improvement culture and
external focus are more likely to survive and
prosper. TQM is considered an important
catalyst in this context.

4. INTRODUCTION TO TQM
What is TQM?
TQM is the integration of all functions and processes within
an organization in order to achieve continuous improvement
of the quality of goods and services. The goal is customer
satisfaction.

5. What is Total Quality
Management ?
TQM is an approach to improving the
effectiveness and flexibilities of business as a
whole. It is essentially a way of organizing and
involving the whole organization, every
department, every activity and every single
person at every level. TQM ensures that the
management adopts a strategic overview of the
quality and focuses on prevention
rather than inspection.

6. Characteristics of TQM Leader
 Visible, Committed and Knowledgeable
 A Missionary Zeal
 Aggressive Targets
 Strong Drivers
 Communication of Values
 Organization
 Customers Contact

8. T Q M I S A D E S C R I P T I O N O F T H E C U L T U R E A T T I T U D E A N D
O R G A N I Z A T I O N O F A C O M P A N Y T H A T P R O V I D E S
C U S T O M E R S W I T H P R O D U C T S A N D S E R V I C E S T H A T
S A T I S F Y T H E I R N E E D S .
T Q M I S A M E T H O D B Y W H I C H M A N A G E M E N T A N D
E M P L O Y E E S C A N B E C O M E I N V O L V E D I N T H E C O N T I N U O U S
I M P R O V E M E N T O F T H E P R O D U C T I O N O F G O O D S A N D
S E R V I C E S .
S O M E O F T H E C O M P A N I E S W H O H A V E I M P L E M E N T E D T Q M
I N C L U D E F O R D M O T O R C O M P A N Y , P H I L L I P S
S E M I C O N D U C T O R .
Concept Of TQM

9. • TQM is a management philosophy that’s seeks to integrate
all organizational functions like markerting , finance , design
, engineering and production ,customer service ETC…
• The simple objective of TQM is “Do the right things , right
the first time , every time .
• TQM is mainly concerned with the continuous improvement
in all the work from high level strategic planning and
decision making.

10. CULTURE
COMMITMENT
CONTROL
CUSTOMER
FOCUS
COOPERATION CONTINUOUS
IMPROVEMENT
TQM

11. The Process Of TQM
0 COMMITMENT :commitment is a great social value ,
everyone top to bottom , wants to have this value .
Commitment can be view as a state of attachment that
defines the relationship between an actor and entity . The
actor maybe a single individual , a group of person or an
organization . Unfortunately , commitment is not a tangible
item , so make it certain , one must have strong procedures .
0 CULTURE : TQM is a description of the culture attitude and
organization of the company that strives to provide
customers with products and services that satisfy their need
. Culture requires quality in all aspects of the companies
operation , with process being done right the first time and
defect and waste eradicated from operations .a cooperate
culture is recognition as an un tapped acid for managers and
companies alike .

12.  CUSTOMER FOCUS: there are two type of
customers they are internal customers and external
customers . Internal customer are within the company
of the colleagues working together for delivering a
service or product for the external customer and
maybe an individual or enterprise that hires or
purchase the product or services from another person
or business in exchange of money .
 CONTROL: control can be defined as a process by
means of which we observe the actual performance
and compare it with some standard . Quality control
is a systematic control of various factor that effect the
quality of the product . It depends on material , tools ,
machines , types of labor , working conditions,
measuring instrument etc .

13. CONTINUOUS IMPROVEMENT : Continuous improvement must
deal not only with improving results, but more importantly with
improving capabilities to produce better result in the future
,the five major areas of focus for capability of improvement
are demand generating , supply generating , technology ,
operation and people capability continuous improvement is a
circular process that links the diagnostic , planning ,
implementation and evaluation phases.

14. ELEMENTS OF TOTAL QUALITY
MANAGEMENT

15. Total quality is a description of the culture,
attitude and organization of a company that
strives to provide customers with products and
services that satisfy their needs. The culture
requires quality in all aspects of the company’s
operations, with processes being done right the
first time and defects and waste eradicated from
operations.
To be successful in implementing TQM, an
organisation must concentrate on the 8 KEY
elements.

16. 8 KEY ELEMENTS OF TQM
 ETHICS
 INTEGRITY
 TRUST
 TRAINING
 TEAMWORK
 LEADERSHIP
 RECOGNITION
 COMMUNICATION

17. TQM has been coined to describe a philosophy that makes
quality the driving force behind leadership, design, planning
and improvement initiatives. TQM requires the 8 key
elements which can be subdivided and put into 4 groups
according to their function. The groups are:
 FOUNDATION : It includes ETHICS,INTEGRITYAND
TRUST
 BUILDING BRICKS : It includes TRAINING, TEAMWORK
and LEADERSHIP
 BINDING MORTAR : It includes COMMUNICATION
 ROOF: It includes RECOGNITION.

18. THE FOUNDATION OF TQM
TQM is built on a foundation of ethics , integrity and trust. It
fosters openness, fairness and sincerity and allows
involvement
Each of the elements offers something different to the TQM
concept.
 ETHICS: Ethics is the discipline concerned with good and
bad in any situation. It is a two-faceted subject represented
by organizational and individual ethics.
 INTEGRITY : Integrity implies honesty, morals, values,
fairness, and adherence to the facts and sincerity. The
characteristic is what customers (internal or external)
expect and deserve to receive. People see the opposite of
integrity as duplicity. TQM will not work in an atmosphere
of duplicity.

19.  TRUST : Trust is a by-product of integrity and
ethical conduct. Without trust, the framework
of TQM cannot be built.
Trust fosters :
 Full participation of all members
 Helps in decision making
 Customer Satisfaction
 Continuous Improvement

20. THE BRICKS OF
TOTAL QUALITY
MANAGEMENT
a) TRAINING- Training is very important for the
employees to be highly productive. Supervisors are
solely responsible for implementing TQM.
Within their departments , and teaching their
employees the philosophies of TQM. During the
creation and formation of TQM, employees are
trained so that they can become effective employees
for the company.
b) TEAM WORK -- To be successful in business,
team work is also a key element of TQM. With the
use of teams , the business will receive quicker and
better solutions to problems that may occur , and
can get help from other workers to find the
solutions. There are mainly three types of teams that

21. Quality Improvement Teams or Excellence Teams (QITS) —
These are temporary teams with the purpose of dealing with specific
problems that often recur . These teams are setup for period of three
to twelve months .
 ii) Problems Solving Teams (PSTS)– these are temporary teams to
solve certain problems and also to identify and overcome causes of
problems. They generally last from one week to three months .
 Natural Work Teams (NWTS) – these teams consists of small
groups of skilled workers who share tasks and responsibilities . These
teams use concepts such as employee involvement teams , self
managing teams and quality circles. These teams generally work for
one to two hours a week
Customer Expectations
Company Operations
(Processes) Customer Satisfaction

22. c) Leadership – it is possibly the most important
element in TQM . Leadership in TQM requires the
manager to provide an inspiring vision, makes strategic
directions that are understood by all and to instill the
values that guide subordinates. For TQM to be
successful in the business , 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 the daily practices
of TQM .

23. The TQM System Flow Chat
Total Quality
Management
Customer
Focus
Process
Improvement
Total
Involvement
Leadership
Education and Training Supportive structure
Communications Reward and recognition
Measurement
Continuous
Improvement
Objective
Principles
Elements

24. THE BINDING MORTAR OF
TOTAL QUALITY MANAGEMENT
Communication– it binds everything together. Starting from
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 . Communication means a
common understanding of ideas between the sender and the
receiver. The success of TQM demands communication with
and among all the organization members , suppliers and
customers .
i) Downward communication – this is the dominant form
of communication in an organization . Presentations and
discussions basically do it . By this the supervisors are able to
make the employees clear about TQM

25. ii) Upward communication – by this the lower level of
employees are able to provide suggestions to upper
management of the effects of TQM . As employees
provide insight and constructive criticism, supervisors
must listen effectively to correct the situation that
comes about through the use of TQM . This forms a
level of trust between supervisors and employees . This
is also similar to empowering communication , where
supervisors keep open ears and listen to others .
iii) Diagonal communication – this type of communication
is important because it breaks down barriers between
departments . It also allows dealing with customers
and suppliers in a more professional manner.

26. THE ROOF OF TOTAL
QUALITY MANAGEMENT

27. The element that comes under the roof of total
quality management is RECOGNITION this is the last
element .
 RECOGNITION : It is the last and final element in the
entire system. It should be provided for both
suggestions and achievements for teams as well as
for individuals. Employees strive to be recognized
Recognition helps in :
• Change in self-esteem of individuals
• Huge change in productivity
• Huge changes in quality of work

28. Recognition comes in different WAYS, PLACES and
TIME such as:
 WAYS : It can be way of personal letter from top
management. Also by award banquets, plaques,
trophies etc.
 PLACES : Good performers can be recognised in
front of departments, on performance boards and
also in front of top management.

29.  TIME : Recognition can be given at any time like in
staff meeting, annual award banquets , etc.
We can conclude that these 8 elements is the key
to ensuring the success of TQM in an organisation.
Without these elements, the business entities
cannot be successful TQM implementers.

30. DEFINITION OF QUALITY
 The concept and vocabulary of quality are elusive. Different
people interpret quality differently. Few can define quality in
measurable terms that can be proved operationalized.
 When asked what differentiates their product or service;
The banker will answer” service”
The healthcare worker will answer “quality health care”
The hotel employee will answer “customer satisfaction”
The manufacturer will simply answer “quality product”
In simple terms quality of any thing in any field can be
improved upon.

31. » Greater customer loyalty
» Market share improvement
» Higher stock prices
» Reduced service calls
» Higher prices
» Greater productivity

32. TQM fails because:
• Top management sees no reason for change.
• Top management is not concerned for its staff.
• Top management is not committed to the TQM
programme.
• The company loses interest in the programme after
six months.
Reasons for FAILURE

33. • The workforce and the management do not agree on
what needs to happen.
• Urgent problems intervene.
• TQM is imposed on the workforce, which does not
inwardly accept it.
• No performance measure or targets are set, so
progress cannot be measured.
• Processes are not analyzed, systems are weak and
procedures are not written down.

34. Conclusion
Remember the earth revolves around the
CUSTOMER.
Quality begets customers and customers
begets quality. Let us all have action plans to
support quality, this will make the consumer
happy and by following TQM success will be
achieved.