Total Quality Management

Total Quality Management (TQM) is an integrated

organizational approach in delighting customers (both
internal and external) by meeting their expectations
all the time through everyone involved within the
organization working on continuous improvement in
all products/services/processes along with structured
methodology.
In TQM, Total involvement of all levels in the
organization
Quality conformance to agreed upon requirements of
customers and Management best use of available
resources to achieve total quality .

Total Quality Management

Quality is The totality of features and characteristics
of a product or service that bear on its ability to
satisfy stated or implied needs.

Gurus of TQM
Walter.A.Shewhart -TQC &PDSA
W.Edwards Deming- PDCA and 14 Points Methodology
Joseph.M.Juran-Jurans Trilogy
A.Feiganbaum-Customer requirement,CWQC,(Company Wide
Quality Control),Employee Involvement, TQC.
Kaoru Ishikawa-Disciple of Juran & Feigenbaum. TQC in Japan,
SPC, Cause &Effect Diagram,QC.
Philips.B.Crosby. Four Absolutes-Quality-Req, Prevention of
NC,Zero Defects & Measure of NC.
Taguchi.G-Loss Function.

Total Quality Management

Total Made up of the whole(or) Complete.
Quality Degree of Excellence a product or service
provides to the customer in present and future.
Management Act , art, or manner of handling ,
controlling, directing, etc. TQM is the art of
managing the whole to achieve excellence.

Total Quality Management

Five Pillars of TQM
Product
Process
System
People
Leadership

Quality Guru- Deming's 14

Points
Create constancy of purpose for improvement of
product and service. (Plan to stay in business.)
Adopt the new philosophy. (Stop tolerating poor
quality.)
Cease dependence on inspection to achieve
quality. (Improve the process.)
End the practice of awarding business on the basis
of price tag alone. (Seek longer-term supplier
relationships; reduce the number of suppliers.)
Improve constantly and forever every process in
the system of planning, production, and service.
Institute modern training (for everybody)

Quality Guru
Institute modern methods of supervision.
(The responsibility of foremen must be changed from sheer
numbers to QUALITY.)
Drive out fear. (Encourage employees to speak up.)
Break down barriers between departments.
Eliminate slogans, exhortations, and targets for the work
force.
Eliminate work standards that prescribe numerical quotas.
Remove barriers to pride in workmanship. (Poor supervisors,
poor materials, inadequate equipment, lack of training, etc.)
Institute a vigorous program of education and selfimprovement for everyone.
Place everybody in the company to work to accomplish the
transformation and create a structure in top management that
will push every day on the above points.

TQM-PDCA

4. Act
Institutionalize
improvement;
continue cycle.
How to improve
next time ?

1. Plan
Identify problem
and develop plan
for improvement.
What to Do?
How to Do ?

3. Study/Check

2. Do

Assess plan; is it
working?
Things as per plan ?

Implement plan on
a test basis.
Do as planned.

Quality Guru
Joseph.M.Juran- Jurans Triology
1. Quality Planning
2. Quality Improvement
3. Quality Control

1. Quality Planning
Identify the customers
Determine their needs
Translate those needs into our language.
Develop the product that can respond to those
needs
Optimize the product features to meet our and
customer needs

Total Quality Management

2. Quality Improvement
Develop a process , which is able to produce the product
Optimize the process

3. Quality control

Provide that the process can be produce the product under the
operating conditions

Transfer the process to operation

Juran propounded the following message on quality

Quality control must be integral part of management

Quality is not accident

Quality must be planned

There are no shortcuts to quality

Use problems as sources of improvement

Quality Guru
Philips B Crosby's name is best known in relations
to the concepts of Do It Right First time and
Zero Defects. He considers traditional quality
control, acceptable quality limits and waivers of
sub-standard products to represent failure rather
than assurance of success.
Crosby therefore defines quality as conformance to
the requirements which the company itself has
established for its products based directly on its
customers' needs.

Quality Guru
Four absolutes of quality requirements
The definition-Quality is conforming to the
requirements
The system-prevention not appraisal
The performance standards-Zero defects
The measurement the price of non conforming to
the requirements

Crosbys 14 steps
1. Management commitment
2. Quality improvement teams
3. Quality measurements
4. Cost of quality
5. Quality awareness
6. Corrective action
7. Zero defect planning
8. Supervisor training
9. ZD day
10.Goal setting
11.Error cause removal
12.Recognition
13.Quality council
14.Do it over again

Quality Guru
Ishikawa defines quality as the development,
design, production and service of a product that is
most economical, most useful, and always
satisfactory to the consumer.
He argues that quality control extends beyond the
product and
encompasses after-sales service, the quality of
management, the quality of individuals and the
company itself.

Quality Guru-Kaoru Ishikawa

Steps in Constructing a Cause and Effect Diagram
Write the issue (problem or process condition) on the right side of the
Cause and Effect Diagram.
Identify the major cause categories and write them in the four boxes on
the Cause and Effect Diagram. You may summarize causes under
categories such as:
1.
2.
3.

Methods, Machines, Materials, People

Places, Procedures, People, Policies,
Surroundings, Suppliers, System, Skills
Brainstorm potential causes of the problem. As possible causes are
provided, decide as a group where to place them on the Cause and
Effect Diagram. It is acceptable to list a possible cause under more than
one major cause category.
Review each major cause category. Circle the most likely causes on the
diagram.
Review the causes that are circled and ask Why is this a cause?
Asking why will help get to the root cause of the problem.
Reach an agreement on the most probable causes.

Quality Guru- Genichi

Taguchi

He calls it the concept of robust design.Taguchi eight points

approach is presented below
Identify the main function ,side effects and failure mode
Identify the noise factor and testing conditions for evaluating
the quality loss
Identify the quality characteristics to be observed and the
objective function to be optimised
Identify the control factors and their alternative levels.
Design matrix experiment and define data analysis procedures.
Conduct the matrix.
Analyse the data , determine the optimum level of control
factors , and predict performance under their levels.
Conduct verification experiments and plan future actions.

Quality Guru- Shigeo Shingo

Shigeo Shingo propounded the following principle of
quality
Just in Time : Moving goods, components and
documents to the correct and useful place , only at
the time movements needs to take place.
Zero defects :Eliminating sources of errors in each
task so that it is impossible to perform the task
wrongly.
Single minute exchange of die : Minimising the
machine set up time through proper design of
equipments.

QC Tools

Process flow chart

Check sheet
Histogram
Pareto chart
Cause - effect diagram (Ishikawa diagram)
Scatter diagram
Control chart.

Quality Guru

Feigenbaum defines quality as the total composite product

and service characteristics of marketing, engineering,
manufacture and maintenance through which the product and
service in use will meet the expectations of the customer

Effective total quality control requires, therefore, a high degree of

functional integration. Furthermore, it guides the coordinated
actions of people, machines and information to achieve quality
goals. He stresses a system approach to quality. The total
quality control consists, he claims, of four main stages. They
are described as follows.
Setting quality standards
Appraising conformance to these standards
Acting when standards are not met
Planning for improvement in these standards

Quality Guru
Taguchi emphasizes an engineering approach to
quality. Taguchi defines quality as the loss
imparted to the society from the time a product is
shipped.
Examples of loss include: failure to reach ideal
performance, failure to meet the customers
requirements, breakdowns, and harmful sideeffects caused by products. Thus, the smaller the
loss, the more desirable the product.
The key elements of Taguchis quality concepts are
briefly stated below.

Quality Guru
(1) Quality improvement should concentrate on reducing the
variation of the products key performance characteristics with
regard to their target
values .
(2) The loss suffered by a customer due to a products performance
variation is often approximately proportional to the square of the
deviation of the performance characteristics from its target value.
(3) The final quality and cost of manufactured products are
determined to a large extent by the engineering design of the
product and the manufacturing process.
(4) A products or processs performance variation can be reduced
by
exploiting the non-linear effects of the product or process
parameters on
the performance characteristics.
(5) Statistically planned experiments can be used to identify the
settings of
product/process parameters that reduce performance variation.

Advantages of TQM
Helps to focus clearly on the needs of the market
Facilitate to aspire for top quality performer
Channelises the procedures necessary to achieve quality
performance
Helps examine critically and continuously all processes
to remove non-productive activities and waste
Gears organization to fully understand the competition
and develop an effective combating strategy
Helps develop good procedures for communication
Helps revive the process needed to develop the strategy
of never ending improvement

Advantages of TQM Cont..

TQM Focus

TQM focuses on:- Customer satisfaction

Leadership
Quality policy
Organizational structure
Training for TQM
Quality cost
Supplier selection and development
Employee involvement
Quality Circles
Recognition and reward

TQM Focus

(1) Customer Satisfaction

Quality is what customer wants
Effective customer feedback and employee feedback mechanism
(2) Leadership
Identify and encourage potential
Accept the responsibility
To play role model
Remove roadblocks
(3) Quality Policy and Mission Statement
Should be definite, clear and easily understood by the whole
organization
Should be well written and documented
Should provide rallying point, uniting people towards
achievement of total quality
Should be communicated properly to one and all in the
organization

TQM Focus

(4) Organizational Structure

Facilitator OR
TQM promotion corrective
Committee action teams
Quality steering commitee
Quality improvement teams
(5) Training For TQM
Fundamentals of TQM taught from top to bottom
(6) Cost Of Quality
(7) Supplier Selection And Development
Quality depends on quality of purchased product
8) Employee Involvement
Participation and Teamwork

TQM Focus

(9) Quality Circles

Conceived by Dr. Kaoru Ishikawa in 1961
Optimum size of 7-8 members
Membership strictly voluntary
Problem identification, selection, analysis, solution
formation, management presentation and approval
(10) Recognition and Reward
ISO 9000 -Beginning of journey towards TQM
ISO 9001, 9002 & 9003
Tools For TQM
Business Process Re-Engineering (BPR)
Benchmarking
Empowerment

Contribution of Quality
Gurus
Quality Guru
Major Contribution
Walter A Shewart

Developed the concept of control

chart, contribution to process
variability

W.Edwards Deming

14 points to guide companies in

quality improvements

Joseph M Juran

Fitness for Use ,cost of quality and

Triology

Armand V Feigenbaum

Introduced concept of total quality

control , CWQC

Philip B Crosby

Introduced the concept Zero

Defects, Coined the phase quality
is free

Kaoru Ishikawa

Developed the Cause and Effect

Diagram
Identified the concept of internal
customer

Genichi Taguchi

Developed Taguchi Loss function

Focused on robust design by

TQMEX Model

In order to have a systematic approach to TQM, it is

necessary to develop a conceptual model. Generally, a model
is a sequence of steps arranged logically to serve as a
guideline for implementation of a process in order to achieve
the ultimate goal. The model should be simple, logical and
yet comprehensive enough for TQM implementation. It also
has to sustain the changes in business environment of the
new era. The Model also reflects teachings of the
contemporary quality gurus.
The idea was to develop a universally applicable step-bystep guideline by including recognized practices in TQM:
Japanese 5-S Practice (5-S)
Business Process Re-engineering (BPR)
Quality Control Circles (QCCs)
ISO 9001/2 Quality Management System (ISO)
Total Productive Maintenance (TPM)

TQMEX Model
MODEL -

5-S Practice (5-S)

(BPR)

(QCCs)

QMS

TPM

TQM

5S
JAPANESE

ENGLISH

MEANING

SEIRI

STRUCTURISE

ORGANISE

SEITON

SYSTEMATISE

NEATNESS

SEISO

SANATISE

CLEANLINESS

SEIKETSU

STANDARDISE

STANDARDISATION

SHITSUKE

SELF-DISCIPLINE

DISCIPLINE

Business Process ReEngineering

BPR is a management process used to re-define

the mission statement, analyze the critical success

factors, re-design the organizational structure and
re-engineer the critical processes in order to
improve customer satisfaction.
Companies using these techniques have reported

significant bottom-line results, including better

customer relations, reductions in cycle time to
market,

increased

productivity,

defects/errors and increased profitability.

fewer

Business Process ReEngineering

The key to grasping the way BPR differs from other
improvement studies lies in understanding the
focus, breadth and duration of the re-engineering
process.
The primary focus is on the customers -those people
who pay the money which keeps the business going.

Business Process ReEngineering

This makes BPR economical in terms of
investigation time when compared with
conventional methods, in which highly-detailed
studies are usually undertaken before any change
is made. A high-level in-house team, working with
experienced consultants, would be able to
provide the necessary expertise.
A further facet of the BPR approach concerns the
speed with which changes are introduced.

Quality Circles

A QCC is a small group of staff working together to contribute to

the improvement of the enterprise, to respect humanity and to
build a cheerful workgroup through the development of the
staff's infinite potential. A quality control circle (QCC) team of
people usually coming from the same work area who voluntarily
meet on a regular basis to identify, investigate, analyze and
solve their work-related problems.
It has been the Japanese experience that 95% of the problems
in the workshop can be solved with simple quality control
methods such as the 7 quality control tools [Ishikawa, 1986].
They are: Pareto diagrams, cause-and-effect diagrams, Process
flow charts , check sheets, histograms, scatter diagrams, &
control charts. These tools will help QCCs to do brain-storming
systematically and to analyze the problems critically. Then,
through logical thinking and experience, most problems can be
solved.

Total Productive
Maintenance(TPM)

TPM involves everyone, from top executive to shop

floor workers to promote productive maintenance
through building management and small group
activities in an effort to maximize equipments
efficiency. Basically,TPM implies utilizing plant
capability to its fullest extent to ;
Reduce equipment stoppages (both line stoppages
and stoppages for reworking)
Quantitatively and qualitatively enhance equipment
capability .

Total Productive
Maintenance(TPM)
TPM aims to maximize overall equipment
effectiveness
TPM establishes thorough system of planned
maintenance for the equipment entire life span.
TPM should be implemented by cross functional
teams from various department.
TPM involves every single employees from the top
management to workers on the shop floor.
TPM is based on the promotion of planned
maintenance through autonomous small group
activities