Intro to The Total Quality Management (TQM)

Slides on Chapter 1 of Total Quality Management provide an introduction to the core principles, history, and key concepts of TQM. This overview sets the foundation for understanding how quality management practices can be applied to improve processes and achieve excellence in any organization.

1. Chapter 1
Introduction to
Quality
1
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

2. Defining Quality
2
Perfection
ConsistencyEliminating waste
Fast delivery
Compliance with policies and procedures
Providing a good, usable product
Doing it right the first time
Delighting or pleasing customers
Total customer service and satisfaction
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

3. Formal Definitions of Quality
Transcendent definition: excellence
Product-based definition: quantities of
product attributes
User-based definition: fitness for intended
use
Value-based definition: quality vs. price
Manufacturing-based definition:
conformance to specifications
3
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

4. Contemporary Influences on
Quality
Globalization
Innovation/creativity/change
Outsourcing
Consumer sophistication
Value creation
Changes in Standards
4
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

5. Quality Perspectives
5
Customer
Distribution
products
and
services
needs
transcendent &
product-based
user-based
manufacturing-
based
value-based
Marketing
Design
Manufacturing
Information flow
Product flow

6. Key Idea
6
Because individuals in different business
functions speak different “languages,”
the need for different views of what
constitutes quality at different points
inside and outside an organization is
necessary to create products of true
quality that will satisfy customers’ needs.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

7. Customer-Driven Quality
“Meeting or exceeding customer
expectations”
Customers can be...
◦Consumers
◦External customers
◦Internal customers
7
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

8. Total Quality
People-focused management system
Focus on increasing customer
satisfaction and reducing costs
A systems approach that integrates
organizational functions and the entire
supply chain
Stresses learning and adaptation to
change
Based on the scientific method
8
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

9. Principles of Total Quality
Customer and stakeholder focus
Participation and teamwork
Process focus supported by continuous
improvement and learning
9
…all supported by an integrated organizational
infrastructure, a set of management practices,
and a set of tools and techniques
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

10. Customer and Stakeholder
Focus
Customer is principal judge of quality
Organizations must first understand
customers’ needs and expectations in
order to meet and exceed them
Organizations must build relationships
with customers
Customers include employees and
society at large
10
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

11. Key Idea
11
To meet or exceed customer expectations,
organizations must fully understand all
product and service attributes that
contribute to customer value and lead to
satisfaction and loyalty.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

12. Participation and Teamwork
Employees know their jobs best and
therefore, how to improve them
Management must develop the systems and
procedures that foster participation and
teamwork
Empowerment better serves customers, and
creates trust and motivation
Teamwork and partnerships must exist both
horizontally and vertically
12
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

13. Key Idea
13
In any organization, the person who
best understands his or her job and
how to improve both the product and
the process is the one performing it.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

14. Process Focus and Continuous
Improvement
A processis how work creates value for
customers
Processes transform inputs (facilities,
materials, capital, equipment, people,
and energy) into outputs (goods and
services)
Most processes are cross-functional
14
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

15. Key Idea
15
A process is a sequence of activities
that is intended to achieve some result
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

16. Continuous Improvement
Enhancing value through new products
and services
Reducing errors, defects, waste, and
costs
Increasing productivity and effectiveness
Improving responsiveness and cycle
time performance
16
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

17. Key Idea
17
Major improvements in response time may
require significant simplification of work
processes and often drive simultaneous
improvements in quality and productivity.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

18. Deming’s View of a
Production System
18
Suppliers of
materials and
equipment
Receipt and test
of materials
Design and
Redesign
Consumer
research
A
B
C
D
Production, assembly
inspection
Tests of processes, machines, methods
Distribution
Consumers
INPUTS PROCESSES OUTPUTS
Feedback

19. Learning
The foundation for improvement …
Understanding why changes are successful
through feedback between practices and
results, which leads to new goals and
approaches
Learning cycle:
◦Planning
◦Execution of plans
◦Assessment of progress
◦Revision of plans based on assessment findings
19
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

20. Infrastructure, Practices, and
Tools
20
Leadership Strategic HRM Process Information and knowledge
Planning mgt. management
Performance Training
appraisal
Trend chartTools
Practices
Infrastructure
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

21. TQ Infrastructure
Customer relationship management
Leadership and strategic planning
Human resources management
Process management
Information and knowledge management
21
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

22. Competitive Advantage
Is driven by customer wants and needs
Makes significant contribution to business
success
Matches organization’s unique resources with
opportunities
Is durable and lasting
Provides basis for further improvement
Provides direction and motivation
22
Quality supports each of these characteristics
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

23. Quality and Profitability
23
Improved quality
of design
Higher perceived
value
Increased market
share
Higher
prices
Increased
revenues
Improved quality
of conformance
Lower
manufacturing and
service costs
Higher profitability

24. Key Idea
24
Considerable evidence exists that
quality initiatives positively impact
bottom-line results.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

25. Three Levels of Quality
Organizational level: meeting external
customer requirements
Process level: linking external and
internal customer requirements
Performer/job level: meeting internal
customer requirements
25
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

26. Key Idea
26
An organization that is committed to total
quality must apply it at three levels: the
organizational level, the process level, and
the performer/job level.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

27. Quality and Personal Values
Personal initiative has a positive impact on business
success
Quality-focused individuals often exceed customer
expectations
Quality begins with personal attitudes
Attitudes can be changed through awareness and
effort (e.g., personal quality checklists)
Unless quality is internalized at the personal level, it
will never become rooted in the culture of an
organization. Thus, quality must begin at a personal
level (and that means you!).
27
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.

28. Key Idea
28
In the daily attempt to bring about change in the
individual parts of the organizational universe,
managers, employees, professors, and students
can find that personal quality is the key to unlock
the door to a wider understanding of what the
concept really is all about.
DR. TAYYAB QAZI,
Ph.D. (Japan), MBA (Pak), COM (Malaysia)
Director & Tech Solutions Consultant,
KAROBAR KLINIK PVT. LTD.