Total Quality Management (TQM) aims to manage the whole organization to achieve excellence by focusing on customer satisfaction. TQM requires commitment from top management and the involvement of the entire workforce to continuously improve processes, products and services. It emphasizes preventing poor quality, meeting customer requirements, and aiming for continuous improvements.
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Total Quality Management (TQO)
1. TOTAL QUALITY MANAGEMENT
Presented by
LINGESWARA RAO.PUNATI
Associate professor,
Pharmaceutical Analysis,
Mizan – Tepi university, Ethiopia
2. TOTAL QUALITY MANAGEMENT
Total - made up of the whole
Quality - degree of excellence a product or service
provides
Management - act, art or manner of planning,
controlling, directing,….
Therefore, TQM is the art of managing the whole to
achieve excellence.
3. QUALITY:
In general, the quality can be defined as degree of customer
satisfaction.
As per ISO, standard quality is defined as “the totality of
characteristics of an entity that bear on its ability to satisfy stated
and implied needs”.
Dimensions of Quality:
Three dimensions of quality
Quality Design
Quality Conformance
Quality Peformance
4. Quality Dimensions:
It means the intentions of designers to include or exclude feature in a
product or service i.e the degree to which the quality characteristics
are embedded into the product or service.
Quality Conformance:
It means how well the product or service meet the specification
determined by designer
Quality Performance:
The quality performance is associated with reliability of the product
or service.
• It means the product, part or system is performing its intended
function under a prescribed set of conditions.
• It has an impact on repeated sales, reflects on the products image
and if it poor, it can create legal implications.
5. Quality means:
meeting patient requirements (stated or implied)
Through the totality of product or service.
By conforming to a specified standard.
At a given time over a period of time.
At a price the patient can afford and is willing to pay
7. Quality System’s Organization
Design Controls
Material
Controls
Records,
Documents, &
Change Controls
Equipment &
Facility Controls
Production &
Process Controls
Corrective &
Preventive
Actions
Management
8. Quality Control
The sum of all factors which contribute directly or
indirectly to the safety, effectiveness and reliability
of the product.
These properties are built into drug products through
research and during the manufacturing process by
procedures collectively referred to as Quality
Control.
9. Quality control limits
i. Free of impurities
ii. Physically and chemically stable
iii. The amount of active ingredient(s) as stated on
the label
iv. Provides optimal release of active ingredient(s)
when the product is administered.
10. Quality control following
characteristics
1. A drug should be genuine quality and good nature.
2. A drug should be physically and chemically pure.
3. The drug should contain the same amount of
ingredient as stated on the label.
4. The drug should be rendered in such a form that it
is effective after administration.
5. A drug should retain quality in terms of shelf – life
or stability
6. A drug should not have toxic impurities which
render it practically useless.
11. Importance of Quality Control
The drugs which are used for the life saving and
treatment of diseases are derived from
animal, plants or synthesised in the laboratory
(synthetic drugs). The life is at stake and the
doctors who wants to cure patients must get
quality drugs.
12. What does TQM mean?
Total Quality Management means that the
organization's culture is defined by and
supports the constant attainment of customer
satisfaction through an integrated system of
tools, techniques, and training. This involves
the continuous improvement of organizational
processes, resulting in high quality products
and services.
13.
14. What’s the goal of TQM?
“Do the right things right the first
time, every time.”
15.
16. Six basic concepts of TQM
TQM requires six basic concepts:
They are
1. A committed and involved management to provide
long term top – to – bottom organization support.
2. An unwavering focus on the customer, both
internally and externally.
3. Effective involvement and utilization of the entire
work force.
17. Contd. …
4. Continuous improvement of the business and
production process.
5. Treating suppliers of the business and
production process .
6. Establishing the performance measures.
18.
19. Another way to put it
• At it’s simplest, TQM is all managers leading
and facilitating all contributors in everyone’s
two main objectives:
(1) total client satisfaction through quality
products and services; and
(2) continuous improvements to processes,
systems, people, suppliers, partners, products,
and services.
20. Productivity and TQM
• Traditional view:
– Quality cannot be improved without significant
losses in productivity.
• TQM view:
– Improved quality leads to improved productivity.
21. Basic Tenets of TQM
• 1. The customer makes the ultimate determination
of quality.
• 2. Top management must provide leadership and
support for all quality initiatives.
• 3. Preventing variability is the key to producing
high quality.
• 4. Quality goals are a moving target, thereby
requiring a commitment toward continuous
improvement.
• 5. Improving quality requires the establishment of
effective metrics. We must speak with data and
facts not just opinions.
22. The three aspects of TQM
Counting
Customers
Culture
Tools, techniques, and training in their use
for analyzing, understanding, and solving
quality problems
Quality for the customer as a
driving force and central concern.
Shared values and beliefs, expressed by
leaders, that define and support quality.
23. Total Quality Management
and Continuous Improvement
• TQM is the management process used to
make continuous improvements to all
functions.
• TQM represents an ongoing, continuous
commitment to improvement.
• The foundation of total quality is a
management philosophy that supports
meeting customer requirements through
continuous improvement.
24. Continuous Improvement versus
Traditional Approach
• Market-share focus
• Individuals
• Focus on ‘who” and “why”
• Short-term focus
• Status quo focus
• Product focus
• Innovation
• Fire fighting
• Customer focus
• Cross-functional teams
• Focus on “what” and “how”
• Long-term focus
• Continuous improvement
• Process improvement focus
• Incremental improvements
• Problem solving
Traditional Approach Continuous Improvement
25. Quality Throughout
• “A Customer’s impression of quality begins with
the initial contact with the company and continues
through the life of the product.”
– Customers look to the total package - sales, service
during the sale, packaging, deliver, and service after the
sale.
– Quality extends to how the receptionist answers the
phone, how managers treat subordinates, how
courteous sales and repair people are, and how the
product is serviced after the sale.
• “All departments of the company must strive to
improve the quality of their operations.”
28. • The essence of TQM is improvement of the
PROCESS.
• The foundation of carrying out process is the
employees involved in the process.
• For the TQM to be successful, the management
must give the encouragement to the employees to
share their ideas, and act on them.
• Therefore, the TQM process requires high degree of
communication and contact, response and
adaptation coordination and sequencing, this them
is the environment that should be created in a
superior work team.
29. Problem solving
a. The team should be small enough to be efficient
and effective.
b. Proper training should be given to the members in
the skills required.
c. Should be provided with adequate time work on
the problem.
d. Should be empowered to solve and implement the
solution.
e. The team should have a designated “champion” to
help the team to clear the road – blocks.
30. HOLSTIC APPROACH
Unlike the concept of QC or QA, which is focused
towards the products / services offered as the main
business of organization, TQM focuses on the whole
organization or enterprise.
All interrelated functions of the organization come
under its purview.
Therefore, the common denominator, i.e human
resource which populates very nook and corner of
the organization is addressed.
31. How to harness of the human capital
This rests on three pillars:
1. Information sharing and transparency of operation
2. Involvement in decision making
3. Cultural transformation for excellence in all
spheres of activity.
32. Tool and techniques of TQM
1. Information sharing & transparency of operation:
Divide between “management” and “employees” is
bridged by establishing several institutionalized
mechanisms / platforms for information sharing.
Example:
Departmental
notice board
magazines
organizational newsletter
33. Contd. …..
• The focus is both on internal and external
information. External information and news
(example, market information, competitors activity
etc..) as well as internal information (example,
company’s strategic plans, company’s annual
budgets, company’s periodic performance, major
orders won/ lost, company’s periodic cost,
performance and contribution profit performance
etc..
34. 2. Involvement in decision making
Institutionalized platforms for interaction at various
levels between employees and management.
Small group of activity (SGA): cross functional team
for problem solving at inter – departmental level or
organizational level.
Quality circle for problem solving at departmental
level.
KAIZEN for unleashing the innovative / creative
Potential at the individual employee level.
35. 3. Cultural transformation for excellence in all spheres
of activity :
Top management administering commitment to
TQM by practicing what is preached.
Appointing champions as torch bearers for various
movements, like time management, cost control
energy saving, waste reduction, house keeping etc..
Recognizing and eulogizing hero‘s for excellence in
performance in various forms of activity, kaizen,
house keeping, energy saving etc…
36. MANAGEMENT OF
PROCESS QUALITY
HUMAN RESOURCE
DEVELOPMENT AND
MANAGEMENT
STRATEGIC QUALITY
PLANNING
INFORMATION
AND ANALYSIS
CUSTOMER
FOCUS
AND
SATISFACTION
QUALITY
AND
OPERATIONAL
RESULTS
SENIOR
EXECUTIVE
LEADERSHIP
System Approach for TQM
Driver
System
