Total Quality Management (TQM) is a methodology derived from Japanese industry that focuses on continuous improvement and customer satisfaction. It involves organizing the entire organization around quality principles from top management down. Some key aspects of TQM include participative management, following Deming's 14 principles, using tools like PDCA cycles, and implementing aspects like training, teamwork, and leadership. Companies like Apple, Xerox, and Ford have benefited from implementing TQM through improved quality, productivity, and profitability.

1. By: Srishti Singh
Neeharika Tripathi
TOPIC: Total Quality Management
(TQM)
PARTICIPATIVE MANAGEMENT

2. Methodology derived from Japanese industry.
This method of quality control has been around since the 1950s.
Customer-based. i.e.; it looks to customers to define quality.
An approach to improve the effectiveness and flexibilities of business as
a whole.
Way of organizing and involving the whole organization, every
department, every activity and every single person at every level.
Ensures that the management adopts a strategic overview of the quality
and prevention rather than inspection.
Depends upon a hierarchy; those in the top managerial positions of a
company must implement model TQM principles for employees.
Improvement is seen as a continuous, not a static, state of affairs.
(TQM)
Total Quality Management

3. Principles
Father of TQM
W. E Deming’s 14 principles
1. Create purpose for improvement.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. Work with one supplier to reduce cost.
5. Continuous improvement.
6. On-the-job training.
7. Leadership.
8. Drive out fear.
9. Break down silos.
10. No slogans.
11. No quotas or numerical goals.
12. Remove annual ratings or merit system.
13. Institute education and self-improvement program.
14. Involve all workers in the transformation.

4. Elements
Foundation
Building
Bricks
Binding
Mortar
Roof
Integrity
Trust
Ethics
Training
Team
work
Leadership
Communication
Recognition

5. ToolsPDCA
control
charts
scatter
diagrams
Pareto
charts
Sampling
histograms
run charts
Classification
 Consist mainly of
subjective inputs.
 Do not intend to
measure
something of a
numerical nature.
Qualitative

6. •Take action
act
•Decide the objective & target.
•Decide the method of achieving the
objective & target.
plan •Evaluation & training.
•Do the work.
do
•Check the result.
check
 PDCA was originally the idea of Dr. Shewhart but later it was framed by
W. E Deming.
 As it was formulated by W. E Deming so the structure was named as
DEMING WHEEL.
PLAN DO CHECK ACT

7.  Involve either the
extension of historical
data or the analysis
of objective data.
 Avoid personal biases
that sometimes
contaminate
qualitative tools.
Quantitative
Toolsbrainstorming
flow
charts
cause-
and-effect
diagrams
multi-
voting
affinity
diagram
election
grids
process
action
teams
task lists

8. IMPLEMENTATION
Purchase quality control.
New product evaluation.
Information sharing & statistical thinking
Quality circle.
Process quality control.
Education & training
Quality planning & organization.
Functional responsibilities.
Establishing aims & objectives.
Quality policy.

9. COMPANIES BENEFITED FROM TQM
 It has helped the leaders of Apple
understand the needs of the employees
needs and fulfill them in the best way
possible.
 TQM encourages the proper training of
the employees at Apple.
 Apple had many training programs like
they train their workforce at the factories
where their products are assemble.
Source: Supplier Responsibility- Apple
2016.
 The strict procurement and application
process in Apple has brought in many
talented people who have high chance to
become a long term asset.
APPLE
 Xerox implemented TQM by
opening the Palo Alto Research
Center (PARC). Which focused
on ways to emerge as a leader
in the printer/fax/copy.
 Xerox focused on leadership
and re-thought their suppliers
to come up with best quality
products that could compete
globally.
 Xerox also won an award
“Baldridge Award” for their
TQM efforts.
XEROX

10.  Currently FORD needs to downsize and it needs to have realistic
economic goals.
 Downsizing would help to scale down FORD’S operation to a size that
is more easily manageable so that it can serve its customer more
efficiently and remain profitable.
 Downsizing would guarantee the company’s competitiveness in the
long-term.
 After setting goals, the company has integrated TQM principles.
 The overall reasons of creating these goals are to streamline operation
and increase productivity.
 In above context, FORD improved assembly line practices to
manufacture even more vehicles, while keeping quality levels high.
 Today at Ford Motor Company, their most popular slogan is “Ford Has
a Better Idea”.
FORD

11. BENEFITS OF TQM
 Team work
 Communication
 Profitability
 Market share
 Improved quality
Managing supplier quality
Employee empowerment
Higher customer satisfaction
Better moral of workforce
Better efficiency of operation
Continuous improvement

12. REASONS FOR FAILURE
Lack of genuine quality culture.
Lack of top management support and commitment.
Over and under reliance on statistical process control methods.
Anti-competitive.
Lack of customer focus.
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.

13. CONCLUSION
 TQM encourages participation amongst employees, managers and
organization as whole.
 Work culture and complete engagement of the employees at the work
place.
 Thus, quality is critically important ingredient to organizational success
today which can be achieved by TQM, an organizational approach that
focusses on quality as an over achieving goals, aimed at the prevention
of defects rather than detection of defects.