1. TOTAL QUALITY MANAGEMENT LIMITATIONS AND PITFALLS

2. What is Total Quality Management ??? Total Quality Management (or TQM) is a management concept coined by W. Edwards Deming. The basis of TQM is to reduce the errors produced during the manufacturing or service process, increase customer satisfaction, streamline supply chain management, aim for modernization of equipment and ensure workers have the highest level of training. TQM is an approach to management that seeks continual improvement in everything we do. TQM stresses the creative involvement of everyone from the Chief Executive Officer down, in the quest for quality.

4. TQM can be viewed as an extension of the traditional approach to quality.

5. TQM places the customer at the forefront of quality decision making.

6. Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality.

9. IBM was one of the first companies to implement Six-Sigma.

10. IBM’s estimate was that by implementing six-sigma, they would add $2.4 billion directly to the bottom line.

11. John Fellows Akers, the president of IBM between 1983 and 1989, talked publicly about what the Quality movement could do to reinvigorate American business and held IBM up as an example of how other companies should run their businesses.

13. The second reason was the heavy use of the Carrot-and-Stick i.e. a policy of offering a combination of rewards and punishment to induce behaviour.

15. Company-wide definition of quality

16. Strategic plan for change

17. Customer focus

18. Real employee empowerment

19. A very strong motivation

20. Time to devote to quality initiatives

22. View of quality as a “quick fix”

23. Emphasis on short-term financial results

25. Programs may not be linked to strategies

26. Quality-related decisions may not be tied to market performance

28. Thank You!!!