TQM is a process and philosophy of achieving best possible outcomes from inputs by using them effectively and efficiently to deliver best value for customers while achieving long term organizational objectives. It involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction. Some key principles of TQM include meeting customer requirements, continuous improvement, prevention over detection, and top management commitment and involvement. Barriers to implementing TQM include lack of management commitment, inability to change culture, and lack of employee involvement and training. Quality gurus like Deming, Juran, and Shewhart made important contributions to the development of concepts like statistical process control, continuous improvement cycles, and an emphasis on management responsibility for quality.

1. GEBX 12
Total Quality Management
UNIT – 1
Dr.S.Ravikumar, M.E,MBA, Ph.D
School of Mechanical Sciences

2. Unit – 1
 OBJECTIVES:
 •To understand the various principles, practices ofTQM to achieve quality.
 •To get acquainted with the various statistical tools and approaches for quality
 control and continuous improvement.
 •To get aware of the importance of ISO and Quality Systems.
 MODULE I INTRODUCTION 8
 Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs -
 AnalysisTechniques for Quality Costs, Basic concepts ofTotal Quality
 Management, Historical Review, Principles ofTQM, Leadership – Concepts,
 Role of Senior Management, Quality Council, Quality Statements, Strategic
 Planning, Deming Philosophy, Barriers toTQM Implementation.

3. TQM
TQM is an integrative philosophy of management for continuously
improving the quality of products and processes.
A philosophy that involves everyone in an organization in a
continual effort to improve quality and achieve customer
satisfaction.

4. What is TQM
First we analyse the wordTQM
 TOTAL → Made up of the whole
 QUALITY → Degree of excellence of a product or service
 MANAGEMENT →Act, or manner of handling,
controlling, directing etc..
ThereforeTQM is the act of managing the whole to achieve excellence

5. Why TQM
1. It has become a question of survival in the intense competitive
environment.
2. Increasing customer consciousness all over the world.
3. Need for earning profit instead of marketing profit.
4. Crucial role played by organisational issues, such as leadership,
human resource, revolution in information technology, etc., in
quality management.

6. 10/21/2020
“TQM is a process and philosophy of
achieving best possible outcomes from the
inputs, by using them effectively and
efficiently in order to deliver best value
for the customer, while achieving long
term objectives of the organization”

7. Quality has been defined in various ways
1. Quality is predictable degree of uniformity and dependability, at low
cost and suited to the market (Deming).
2. Quality is fitness for use (Juran).
3. Quality is conformance to requirements (Crosby).
4. Quality is in its essence, a way of managing the organisation
(Feginbaum).
5. Character applies to a peculiar & distinguishing quality of a thing.
- webster’s dictionary
6. Quality means productivity, competitive cost, timely delivery & total
customer satisfaction.
Definitions of Quality

8. Definition of (TQM)
TQM should contain the following characteristics.
 TQM is a customer focused approach.
 Aims at satisfying the customer or delighting them
 Provides best quality product at lowest possible price
 It is company wide strategy
 Involves everyone in the organization
 Prevention of defects is the way and the target is zero defects
 Total quality management is methodical
 It makes moves based on information
 It is a continuous process

9. Quality can be quantified as follows
Q = P/E
Where
Q – Quality
P – Performance
E – expectations
If Q is greater then 1.0, then the customer has a good feeling about
the product or service.
The determination of P and E will most likely be based on perception
with the organisation determining performance and the customer
determining expectations.

10. Dimensions of quality
10/21/2020
Dimension Meaning and examples
Performance Primary characteristics of a product
Features Secondary characteristics of a product
Conformance Meeting specifications or industry standards
Reliability The probabilityof a product failing within a specifiedperiod of time
Durability Useful life, includes repair
Service Resolution of problem and complaints , ease of repair
Response Human to human interface
Aesthetics Sensory characteristics,such a exterior finish
Reputation Past performance and other intangibles,such as being ranked first.

11. Dimensions of Service Quality
Reliability: Perform promised service dependably and
accurately. Example:receive mail at same time each day.
Responsiveness: Willingness to help customers promptly.
Example: avoid keeping customers waiting for no apparent
reason.
Assurance: Ability to convey trust and confidence. Example:
being polite and showing respect for customer.
Empathy: Ability to be approachable.
Example:being a good listener.
Tangibles: Physical facilities and facilitating goods. Example:
cleanliness.

12. Evolution of TQM

13. Gurus
DemingW Edwards
October 14, 1900
Walter A. Shewhart
March 18, 1891
Joseph M. Juran
December 24, 1904
ArmandV. Feigenbaum
(born 1922)
Philip B. Crosby
June 18, 1926
Masaaki Imai
born 1930

14. Quality Gurus and Their Contributions
10/21/2020

15. NEW and OLD cultures
10/21/2020
QUALITY ELEMENT PREVIOUS STATE TQM
Definition Product oriented Customer oriented
Priorities Second to service and cost First among equalsof service
and cost
Decisions Short term Long term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality control Everyone
Problem solving Managers Teams
Procurement Price Life cycle cost , partnership
Manager’s role Plan, assign,control and enforce Delegate,coach, facilitate and
mentor.

16. QM framework
Gurus
Tools and
Techniques
Customer
Product or
service
realisation
Principles and
Practices
People and
relationships
Leadership
Customersatisfaction
Employee satisfaction
Supplier partnership
Benchmarking
Informationtechnology
Quality management systems
Environment management systems
Quality function deployment
Failure mode & effect analysis
Total productive maintenance
Statistical process control
Taguchi’s quality engineering

17. Characteristics of TQM
 TQM is a customer oriented.
 TQM required a long term commitment for continuous
improvement of all processes.
 TQM is team work.
 TQM requires the leadership of top management and continuous
involvement.
 TQM is a strategy for continuous improving performance at all levels
and all areas of responsibility.

18. Basic concepts of TQM
1. Top management commitment: Committed and involved
management to provide long term top to bottom organisational
support.
2. Focus on the customer: An unwavering focus on the customer both
internally and externally.
3. Effective involvement and utilisation of entire work force.
4. Continuous improvement of business and production process.
5. Treating suppliers as partners.
6. Establishing performance measures for the processes.

19. Elements of TQM
1. The philosophical elements of TQM stress the operation of the
company using quality as the integrating element.
2. The generic tools consist of various statistical process control
(SPC) methods that are used for problem solving and continuous
improvement by quality teams. Quality function deployment is
typically used by managers to drive the voice of the customer into
the organisation.
3. Tools of the QC department consists of statistical quality control
(SQC)methods such as sampling plans, process capability and
taguchi methods.

21. Principles of TQM
 Customers requirements must be meet first time and every time.
 There must be agreed requirements, for both internal and external
customers.
 Everybody must be involved, from all levels and across all functions.
 Communication with staff at all level is must. Two way
communication at all levels must be promoted.
 Identifying training needs and relating them with individual
capabilities and requirements is must.
 A culture of continuous improvement must be established.

22.  Top management’s participation and commitment is must.
 Emphasis should be placed on purchasing and supplier management.
 Every job must add value.
 Quality improvement must eliminate wastes and reduce total cost.
 There must be focus on the prevention of problem.
 A culture of promoting creativity must be established.
 Performance measure is a must at organisation, department at
individual level.
 There must be focus on team work.

23. Barriers to TQM implementation
• Lack of management commitment.
• Lack of faith in and support to TQM activities
among management personnel.
• Inability to change organisational culture.
• Misunderstanding about the concept of TQM.
• Improper planning.
• Poor measurement techniques and lack of access
to data and results.
• Lack of employees commitment.
• Lack of effective communication.

24.  Lack of continuous training and education.
 Lack of teamwork.
 Focus on short term profits.
 High employee turnover.
 Inadequate use of empowerment and team
work.
 Lack of training. No one to lead the company
through the process.
 Management does not reward success.
 Employees are fearful of losing their jobs.
 Inadequate attention to internal and external
customers.

25. Contributions of Quality Gurus
About Shewhart
 Born on 1891 in Illinois.
 1917 – received his doctorate in physics.
 1918 to 1924 – worked as an engineer at western electric.
 1925 to 1956 – served in several capacities at bell telephone
laboratories.
 He also lectured on quality control and applied statistics at the
university of London.
 He also authored the book “economic control of quality of
manufactured product”

26. Shewhart’s contributions
1. Statistical control charts
* inventor of the control chart, which is the main tool of SPC. Also
the originator of concept of SQC.
* reducing variability in the manufacturing processes.
2. PDSA Cycle or Shewhart’s cycle
* developed by Shewhart and popularized by Deming.

27. DemingW Edwards
 Father of quality.
 Born in lowa city, U.S (1900).
 1928 –Awarded degree in mathematical physics.
 Statistics professor at NewYork University during the 40s.
 He studied for several years with Walter Shewhart; this was the
base of his contribution to quality.
 After World War II, Deming was involved in assisting Japanese
companies to reborn from their own ashes.
 His contribution was in improving quality, by setting 14 points
principles which should be the foundation for achieving quality
improvements.

28. DemingW Edwards
 Japanese companies applied extensively these principles; today's
power of Japan and quality of their products has a strong root in
this matter.
 Deming emphasized on the role of management in achieving
quality. He noted that around 15% of poor quality was because
of workers, and the rest of 85% was due to bad management,
improper systems and processes.
 In his opinion, managers should involve employees in solving
the problems, not simply to blame them for poor quality.

29. DemingW Edwards
Contributions
 Deming's 14 principles.
 Deming cycle.
 Seven deadly diseases of management.
 System of profound knowledge.
Deming's 14 principles
1. Create constancy of purpose toward improvement of product and
service (short term reactions have to be replaced by long-term
planning).
2. Adopt the new philosophy (western management must awaken to
the challenge, must learn their responsibilities, and take on
leadership for change).

30. DemingW Edwards
3. Cease dependence on inspection to achieve quality (it concerns to
variation in other words, if there is no variation, no inspection is
needed because all products shows no defects).
4. End the practice of awarding business on the basis of price tag.
Instead, minimize total cost. Move towards a single supplier for
any one item (working with several suppliers, automatically
involves variation in raw materials).
5. Improve constantly and forever the system of production and
service (it refers to decreasing variation,as a key to better quality).
6. Institute training on the job (another source of variation is the lack
of training of workers; train them properly to do a certain job, and
they will do it with far less variation).

31. DemingW Edwards
7. Institute leadership (distinction between leadership and
supervising).
8. Drive out fear (eliminate fear at worker's level to get their support
for improvements. Fear is counterproductive).
9. Break down barriers between departments (here comes the concept
of "internal customer" which is found in TQM; a department is a
supplier for next one.The second one is the client for the first one).
10. Eliminate slogans (usually, it's not the employee who did it wrong,
but it's the system who allowed that. No need to create tension on
worker, as long as the system fails to prevent problems).

32. DemingW Edwards
11. Eliminate management by objectives (as long as workers had to
achieve an established production level, quality will be a secondary
target).
12. Remove barriers to pride of workmanship (bringing problems all
the time to worker's ears, will create a discomfort for them. Lower
satisfaction of workers equals a lower interest for doing good
items).
13. Institute education and self improvement (education is an asset.
Everyone has to improve themselves).
14. Transformationis everyone's job (improvements exist at every
level).

33. DemingW Edwards
Deming Cycle
 Deming encouraged a systematic approach to problem solving and
promoted the widely known Plan, Do, Study andAct (PDSA) cycle.
 It is universal improvement methodology, the idea is to constantly
improve, and there by reduce the difference between the
requirements of the customer and the performance of the processes.
 The cycle is about learning and ongoing improvement, learning what
works and what does not in a systematic way; and the cycle repeats:
after one cycle is complete, another is started.

34. The PDSA Cycle
Plan
Do
Study
Act
Shewhart cycle
Deming wheel
Document process
Collect and analyze data
Develop a plan
Implement plan
Collect data for
evaluation
Using data to
check: results
match the goal?
Standardize
successful
method, revise
unsuccessful
plan

37. Joseph M. Juran

40. Joseph M. Juran
 Born in Romania,Europe (1904)
 1951 – published “quality control handbook”
 Mid 1950’s – travelled to japan to conduct top and middle level
executive seminars on planning, organisational issues, management
responsibilities for quality and need to set and monitor improvement
target goals.
 Authored hundreds of papers and 12 books including Juran’s quality
control handbook, quality planning and analysis and juran on
leadership for quality.
 Awarded over 30 medals and fellowships world wide, including
Japan’s highest honour for a non-japaneses citizen, the second order
of the sacredTreasurepresented by the Emperor.

41. Joseph M. Juran
Jurans Contributions
1. Internal Customer
2. Cost of quality
3. Quality trilogy
4. Juran’s 10 steps for quality improvement and
5. The breakthrough concept

42. Joseph M. Juran
Jurans Contributions
1. Internal Customer
2. Cost of quality
3. Quality trilogy
4. Juran’s 10 steps for quality improvement and
5. The breakthrough concept

43. Joseph M. Juran

44. Joseph M. Juran

45. Joseph M. Juran

47. Joseph M. Juran

48. Joseph M. Juran

49. Joseph M. Juran

50. Joseph M. Juran

51. Joseph M. Juran