This document discusses the principles and techniques of Total Quality Management (TQM). It explains that TQM requires commitment from all levels of management and employees to be effective. One key concept is that of a "quality chain" where each process in a company relies on the successful completion of the previous process. The document also outlines various tools that can be used to collect and analyze data to identify issues and drive continuous quality improvement, including check sheets, control charts, brainstorming, matrix analysis, and Pareto analysis.

2. Total Quality Management Principles
• Commitment to Quality
• To successfully promote business efficiency and effectiveness, TQM
must be company-wide. TQM must be initiated by top management
who must demonstrate that they are serious about quality. Middle
management must grasp the principles of TQM and explain them to
the people for whom they are responsible; while doing so, they
must also communicate their commitment to quality. It is also the
responsibility of middle management to ensure that the efforts and
achievements of their subordinates obtain the recognition and
reward they deserve. If this level of commitment to quality is
achieved, then TQM will spread effectively throughout the
organisation. The successful implementation of TQM results in
employees who are committed to quality by taking pride in their
work, only then will the full benefits of TQM be realised. TQM is
therefore not a set of procedures to achieve quality, but is instead a
state of mind, based on pride in the job.

3. Total Quality Management Principles
• Quality Chains
• One of the fundamental concepts of TQM is the
responsibility of each person to the people they deal with.
Every process is formed by the logical progression through
a number of operations. If any of the operations in a
process is faulty, then the effectiveness of the whole
process collapses. The people involved in operations that
constitute a process therefore form a chain of
responsibility, the success of each relying on the success of
all of the previous. Each operative can be regarded as an
internal customer to the previous operative but also a
supplier to the next operative. The concept of a quality
chain provides an easily understandable concept to aid the
adoption of TQM philosophy

4. Development of TQM in a Company
Deming’s 14 points to achieve TQM

5. Total Quality Management Tools and
Techniques
• The ability of management and employees to control their work
processes, to recognise problems, to trace their root causes and to
implement effective remedies is the cornerstone of a continuous
quality improvement programme.
• Data collection is the foundation on which a TQM programme is
built, it is important that each company selects those tools that
work for it and avoids collecting data as an end in itself. The basic
principles are summarised as follows:
1. Management by fact and not by myth;
2. No process without data collection;
3. No data without analysis;
4. No analysis without a decision;
5. Avoid paralysis by analysis.

6. • Ways to Gather and Display Data
• Check sheets or tally charts;
• Histograms;
• Scatter diagrams;
• Control charts;
• Concentration diagrams.

7. • Brainstorming
• Brainstorming is a technique for encouraging
creative thinking and the generation of ideas
from small groups of people using their
collective thoughts. It is particularly useful in:
generating a list of problems; identifying
causes of problems; identifying possible
solutions; and developing action plans.

8. • Matrix Analysis
• Matrix analysis is a procedure for shortlisting
or ranking using a two-dimensional matrix. It
is useful in obtaining a group consensus in
relation to an agreed set of criteria.

9. • Paired Comparisons
• Paired comparison is a method of prioritising
or ranking a number of alternatives to achieve
a specific goal. It is particularly useful for
achieving group consensus when prioritising
possible causes of problems.

10. • Ranking and Rating
• Ranking is a structured process of placing an
order of preference on a list of options and rating
or scoring each option to give a rating on the
likelihood of achieving change. Ranking and
rating assist with the choice of the best option,
they make the choice less emotional and increase
commitment to the chosen option. This is
particularly useful in deciding which problem to
tackle, or which solution to implement.

11. • Pareto Analysis
• Pareto analysis is a simple technique that helps
separate the major causes of problems from the minor
ones. It is also known as the 80/20 rule, 80% of the
problems are due to 20% of the causes. Plotting
‘magnitude of concern’ vertically against ‘category of
problem’ horizontally in the form of a vertical bar chart
gives a graphic visual display. It is a very effective
means of visually representing major causes of a
problem. Its main use is to focus attention on the really
important issues.

12. • Cause-And-Effect Diagrams
• Failure-Prevention Analysis
• Failure-prevention analysis is a technique
intended to aid the anticipation of problems
before they happen and is designed to promote a
move away from reacting to failure to being
proactive in preventing failure. It is particularly
useful on new activities or whenever significant
changes to a process are planned.

13. • Force-Field Analysis
• Force-field analysis is a technique to aid the
identification of forces that will either help or
obstruct a planned change. It is useful in
gaining an understanding of what is working
for or against any proposal. It is useful in
planning to overcome barriers to change.
• Process Flow Chart