1. Total Quality Management - TQM
Standards in Action
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Total Quality Management - TQM
The quality journey continues……..
Author:
Dr Rhys Rowland-Jones

2. Total Quality Management - TQM
Standards in Action
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n
Session Plan
• Introduction to concepts of TQM
• Standards and TQM
• TQM Reasons for failure
• Measurement of Quality

3. Total Quality Management - TQM
Standards in Action
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n
Total Quality Management
• TQM is a philosophy which applies equally to all parts of the
organization.
• TQM can be viewed as an extension of the traditional approach
to quality.
• TQM places the customer at the forefront of quality decision
making.
• Greater emphasis on the roles and responsibilities of every
member of staff within an organization to influence quality.
• All staff are empowered.

4. Total Quality Management - TQM
Standards in Action
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n
Total Quality Management
Doing things right…..
….FIRST time.
Internetix (2005)

5. Total Quality Management - TQM
Standards in Action
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n
British Standards on TQM
BS 7850-1:1992
• Total quality management.
Guide to management principles.
BS 7850-2:1994,
ISO 9004-4:1993
• Total quality management. Guidelines for quality
improvement.

6. Total Quality Management - TQM
Standards in Action
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n
Elements of TQM
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.

7. Total Quality Management - TQM
Standards in Action
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n
Elements of TQM
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey
with no end and that there is a need for continually looking for new
approaches for improving quality.
• Customer Focus on “Fitness for Use”
– Design quality
• Specific characteristics of a product that determine its value in the
marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.

8. Total Quality Management - TQM
Standards in Action
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n
A fundamental concept of TQM
from BS 7850 - a ‘Process’
• “A set of inter-related resources and activities which
transform inputs into outputs.” (ISO 8402).
• “Any activity that accepts inputs, adds values to these
inputs for customers, and produces outputs for these
customers. The customers may be either internal or
external to the organization.” (BS 7850)

9. Total Quality Management - TQM
Standards in Action
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n
Controls
Proces
s
OutputsInputs
Resources
"The Simple Process"
(Source: BS 7850: 1992, “Total Quality Management”)

10. Total Quality Management - TQM
Standards in Action
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n
Changing Role of the Process Owner
As customer
Process owner
As customerAs supplier
Process owner
As supplier
Process 1
Process 1
InputOutput
Output to
customer
Input from
supplier
(Source: BS 7850: 1992, “Total Quality Management”)

11. Total Quality Management - TQM
Standards in Action
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TQM & organizational Cultural Change
Traditional Approach
Lack of communication
Control of staff
Inspection & fire fighting
Internal focus on rule
Stability seeking
Adversarial relations
Allocating blame
TQM
Open communications
Empowerment
Prevention
External focus on customer
Continuous improvement
Co-operative relations
Solving problems at their roots

12. Total Quality Management - TQM
Standards in Action
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Customers’
expectationsfor
theproductor
service
Customers’
perceptionsof
theproductor
service
Customers’
perceptionsof
theproductor
service
Customers’
expectations
fortheproduct
orservice
Customers’
perceptionsofthe
productorservice
Gap
Perceived quality
is poor
Perceived quality is
good
Expectations >
perceptions
Expectations =
perceptions
Expectations <
perceptions
Perceived quality is governed by the gap between customers’
expectations and their perceptions of the product or service
Customers’
expectationsof
theproductor
service
Gap
Source: Slack et al. 2004

13. Total Quality Management - TQM
Standards in Action
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Additional views of Quality in Services
• Technical Quality versus Functional Quality
– Technical quality — the core element of the good or service.
– Functional quality — customer perception of how the good functions or
the service is delivered.
• Expectations and Perceptions
– Customers’ prior expectations (generalized and specific service
experiences) and their perception of service performance affect their
satisfaction with a service.
• Satisfaction = (Perception of Performance) – (Expectation)

14. Total Quality Management - TQM
Standards in Action
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Customer’s
expectations
concerning a
product or service
Customer’s
perceptions
concerning the
product or service
Previous
Experience
Word of mouth
communications
Image of product
or service
Customer’s own
specification of
quality
Management’s
concept of the
product or service
organization’s
specification of
quality
The actual product
or serviceGap 1
Gap 2
Gap 3
Gap 4
A “Gap” model
of Quality
Source: Parasuraman, Zeithman and Berry. 1985

15. Total Quality Management - TQM
Standards in Action
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n
Continuous Improvement
• Philosophy that seeks to make never-ending
improvements to the process of converting inputs into
outputs.
• Kaizen: Japanese
word for continuous
improvement.

16. Total Quality Management - TQM
Standards in Action
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Implementing TQM
• Successful Implementation of TQM
–Requires total integration of TQM into day-to-day operations.
• Causes of TQM Implementation Failures
–Lack of focus on strategic planning and core competencies.
–Obsolete, outdated organizational cultures.

17. Total Quality Management - TQM
Standards in Action
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Obstacles to Implementing TQM
• Lack of a company-wide definition of quality.
• Lack of a formalized strategic plan for change.
• Lack of a customer focus.
• Poor inter-organizational communication.
• Lack of real employee empowerment.
• Lack of employee trust in senior management.
• View of the quality program as a quick fix.
• Drive for short-term financial results.
• Politics and turf issues.

18. Total Quality Management - TQM
Standards in Action
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Some criticisms of TQM
1. Blind pursuit of TQM programs
2. Programs may not be linked to strategies
3. Quality-related decisions may not be tied to market
performance
4. Failure to carefully plan a program

19. Total Quality Management - TQM
Standards in Action
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n
PDCA Cycle repeated to create continuous
improvement
Time
Performance
“Continuous”
improvement
Plan
Do
Check
Act

20. Total Quality Management - TQM
Standards in Action
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Recognizing and rewarding Quality
• Promotion of high quality goods and services
–Malcolm Baldrige National Quality Award (MBNQA) (United
States)
–Deming Prize (Japan)
–European Quality Award (European Union)
–ISO9000 certification

21. Total Quality Management - TQM
Standards in Action
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The integrated framework of the Baldrige Award criteria
Source: 2004 Criteria for Performance Excellence, U.S. Dept. of Commerce, Baldrige National Quality Program, National Institute of Standards and Technology, Gaithersburg, MD 20899. (www.quality.nist.gov)

22. Total Quality Management - TQM
Standards in Action
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Product
Continual improvement of the quality management systemContinual improvement of the quality management system
Customers
(and other
interested
parties)
Requirements
Management
responsibility
Resource
management
Measurement,
analysis and
improvement
Product
realisation
Output
Satisfaction
Input
Source: BS EN ISO
9001:2000
Key:
Value adding activity
information flow
Customers
(and other
interested
parties)

23. Total Quality Management - TQM
Standards in Action
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Overview of the EFQM Excellence Model

24. Total Quality Management - TQM
Standards in Action
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Quality Award common elements
• All take holistic approach
• Customers/people
• Measurable characteristics
• Visible
• Basis taken from TQM

25. Total Quality Management - TQM
Standards in Action
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n
Summary
• TQM – a way of working
• Involves everyone
• High prominence on ‘customer’
• Awards based upon TQM