1. Seminar
ON
Total Quality Management TQM

2. 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.

3. Elements of TQM

Leadership


Employee involvement


Top management vision, planning and support.
All employees assume responsibility for the quality of their
work.
Product/Process Excellence

Involves the process for continuous improvement.

4. Elements of TQM

Customer Focus on “Fitness for Use”

Design quality


Specific characteristics of a product that determine its value in
the marketplace.
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.
Conformance quality

The degree to which a product meets its design specifications.

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

6. Characteristics
1.Totality – Integration of all areas ,functions ,activities and
employees are important.
2.Documentation – Information should be documented and
it help the employees in visualizing their work
assignments and responsibilities in the quality activity.
3.Improvements – The Improvement of quality activities
helps in achieving highest levels of quality and
competitiveness in operations, products and services.
4.Foundation – The organization must have a solid
foundation. Good organizational systems equip
management and employees of the company to come
to grips to customer requirements and satisfaction.

7. Objectives
Making the organization market and customer
focused
Guiding the organization by its values, vision,
mission, and goals set through ‘strategic
planning process’.
Changing the organization from function focused
to customer focused, where customer priorities
come first in all activities.
Making the organization flexible and learning
oriented to cope with change

8. Making the organization believe in – and
seek– continuous improvement as a new way of
life.
Creating an organization where people are at
the core of every activity, and are encouraged
and empowered to work in teams.
Promoting a transparent leadership process to
lead the organization to excellence in its chosen
field of business

9. Fundamentals of TQM
Focus on Customer
Management by fact
Focus on prevention
Principle of PDCA cycle
Employee involvement

10. Key Activity Areas
Preproduction Quality Evaluation
Quality Planning
Quality Evaluation of Product and Process
Quality Information System
Quality Training and Orientation
Post production Quality Service

11. 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.
Total Quality Management

12. The TQM System
Continuous
Improvement
Objective
Principles Customer
Focus
Process
Improvement
Total
Involvement
Leadership
Education and Training
Supportive structure
Elements
Communications
Reward and recognition
Measurement
Total Quality Management

13. TQM GURUS
1,W.EDWARDS DEMING
2,JOSEPH M.JURAN
3,GENICHI TAGUCHUI
4,PHILIP B.CROSBY

14. Deming’s 14 Points for Management
1. Create constancy of
purpose.
2.Adopt a new philosophy.
3. Cease mass inspection.
4. End awarding business on
the basis of price tag.
5. Constantly improve the
system.
6. Institute training on the job.
7. Improve leadership.
8. Drive out fear.
9. Break down barriers
between departments.
10.Eliminate slogans.
11.Eliminate work standards.
12. Remove barriers to pride.
13. Institute education and
self-improvement.
14. Put everybody to work.

15. Crosby's 14 Steps to
Quality Improvement
1,Management is committed to quality – and this is clear to
all
2,Create quality improvement teams – with (senior)
representatives from all departments.
3,Measure processes to determine current and potential
quality issues.
4,Calculate the cost of (poor) quality

16. Crosby's 14 Steps to
Quality Improvement
5,Raise quality awareness of all employees
6,Take action to correct quality issues
7,Monitor progress of quality improvement –
establish a zero defects committee.
8,Train supervisors in quality improvement

17. Crosby's 14 Steps to
Quality Improvement
9,Hold “zero defects” days
10,Encourage employees to create their own quality
improvement goals
11,Encourage employee communication with
management about obstacles to quality
12,Recognize participants’ effort
13,Create quality councils
14,Do it all over again – quality improvement does
not end

18. Juran’s Ten Steps to
Quality Improvement
1,Build awareness of the need and opportunity for
improvement
2,Set goals for improvement
3,Organize to reach the goals
4,Provide training
5,Carry out projects to solve problems
6,Report progress
7,Give recognition
8,Communicate results
9,Keep score
10,Maintain momentum by making annual improvement part
of the regular systems and processes of the company

19. Genichi Taguchi ‘s eight point approach
1,Identify main functions, side effects and future modes.
2,Identify noise factors and the testing conditions for evaluating
quality loss.
3,The quality characteristics to be observed should be identified
and the objective function to be optimised.
4,The control factors and alternate levels be identified.
5,Design the matrix experiment and define the data analysis
procedure.
6,Conduct the matrix experiment.
7,Analyse data, determine optimum levels for the control factors
and predict performance under these levels.
8, Conduct the verification experiment and plan future actions.

20. Quality System Standards
The quality systems are the organizational structures,
responsibilities ,procedures ,processes and resources for
implementing quality management. The quality system
should function as to provide proper confidence that:
The system is well understand and effective.
The products or services actually do satisfy customer
expectations.
The emphasis is placed on problem-prevention rather than
dependence on detection ,after occurrence.

21. ISO (INTERNATIONAL ORGANISATION FOR
STANDARDISATION)
The International Organization for Standardisation
(ISO) is a specialised agency for standardisation. It is
a world wide federation of national standards bodies in
more than 100 countries. The primary objective of ISO
is coordination and unification of international
standards. The Bureau of Indian Standards (BIS) is
the national standards body of India represented on
ISO.

22. ISO Family of Standards
ISO9000:Quality Management and Quality Assurance
Standards- Guidelines for selection and use.
ISO 9001:Model for quality Assurance in Design
/Development ,Production ,Installation and Servicing.
ISO 9002:Model for Quality Assurance in Production
and Installation
ISO 9003:Model for Quality Assurance in Final
Inspection and Test.
ISO 9004:Quality Management and Quality System
Elements.

23. QUALITY CIRCLE

24. Quality circle
"Quality Circle is a small group of employees who work-in
same work area or doing a similar type of work
who voluntarily meet regularly for about an hour every
week to identify, analyze and resolve work related
problems, leading to improvement, In their total
performance and enrichment of their work life."

25. 3 major quality concepts
Quality circle is a form of participant
management.
Quality circle is a human resource
devolvement technique.
Quality circle is a problem solving
technique.

26. Objectives
Change in attitude
Self development
Development of team spirit
Improved organizational culture
Help in improving the productivity
Promote individuals self-development
Enhanced interest in jobs.

27. Benefits of QC
Improving human relations
Participative culture
Solving quality problems
Reducing defects
Improving productivity
Problem prevention attitudes
Improved communication
Leadership development

28. Benchmarking
Benchmarking is a systematic method by
which organizations can measure
themselves against the best industry
practices. It is the search for best
practices that will lead to superior
performance.

29. Varieties of benchmarking
Internal Benchmarking
External Benchmarking
Competitive Benchmarking
Industry Benchmarking
Process Benchmarking
Performance Benchmarking
Strategic Performance

30. Advantages
Understanding companies
Attainment of competitive position
Meet requirements of users
Establishing goals
Improvement in quality
Determination of training needs of
employees
Improvement of overall performance of the
company

31. Limitations
1.The best in class performance is not
static.
2.Not provide instant sollutions
3.Chance of conflict
4.Lack of planning and leadership

32. BUSINESS PROCESS
REENGINEERING
Reengineering is a systematic critical examination of
existing ways of doing things in an organisation with a
newer and better ways of doing business. They exercise
help in making the function faster , cost effective and
qualitative. It brings out deficiencies of existing system
and attempts to maximise productivity through
restructuring and reengineering human resources as well
as departments.

33. Phases of Reengineering
1, Realisation – Assessment and understanding
organization needs , challenges, threats etc..
2, Requirements – Requirements of customers,
suppliers, owners ,products and services.
3, Rethink – Examining of organization’ s current
objectives and underlying assumptions.
4, Redesign – Analysis of the way the organization
produces the products ,the way the jobs are
structured.

34. Reengineering Process
1, Preparing for change – This step prepares
foundation for the future activity
2, Planning for changes – Enables the
management to forsee the future changes and
plan the things to carry out those changes.
3, Designing change - This step provides a mean
to identify , assess, map and ultimately redesign
business processes.
4, Evaluating change – Evaluate past activities
and develop objectives and priorities for the
coming year.

35. Six Sigma
Six Sigma is a philosophical benchmark or standard
of excellence proposed by Philip Crosby. It provides
techniques and tools to improve the capability and
reduce the defects in any process. This strategy
measures the degree to which any process , has
deviated from its mean without causing errors in the
operation.

36. Advantages of Six Sigma
Indicate the extent to which a process can vary without
causing errors in the operations.
Aims to achieve zero defects product.
Eliminates causes of defects in the operations.
Extensive training to the project team.
Aims to improve process performance.
Improves the work system ,training and the work
environment.
Decreases the cost of inspection and reduces the
rework.

37. Key Roles for Implementing Six Sigma
1,Executive Leadership - Top management will be assigned
for setting up the vision for implementing six sigma.
2,Champions -Take responsibility for implementing six sigma.
3,Master Black Belts – Devote hundred percent of their time
for implementing six sigma.
4,Black Belts – Implement six sigma in specific projects.
5,Green Belts – Implement six sigma along with their other
job responsibilities.

38. KAIZEN
KAIZEN is a philosophy or practice that
focuses upon continuous improvement of
processes in manufacturing, engineering,
game development, and business
development. It is a daily process , the
purpose of which goes beyond simple
productivity improvement.

39. Elements
1, Teamwork
2, Personal discipline
3,Improved morale
4,Quality circles
5,Suggestions for improvement

40. AJITH MK