the degree to which an objects or entity

the degree to which an object or entity (e.g., process, product, or service) satisfies a specified set of attributes or requirements.

1. Introduction to TQM Engr. Darlene Gayle D. Dela Fuente, MSEM, CLSSGB Industrial Engineering Department

2. What is Quality?

3. Quality the degree to which an object or entity (e.g., process, product, or service) satisfies a specified set of attributes or requirements. Managing quality means constantly pursuing excellence

4. Quality The ability of a product or service to consistently meet or exceed customer expectations “The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs” (adopted by the American Society for Quality) Quality = Performance/Expectations

5. History of Quality 2024 TQM 5

6. What is the difference between Quality Control and Quality Assurance?

7. Basic definitions

8. Quality Assurance vs. Quality Control

9. Total Quality Management TOTAL – made up of the whole QUALITY – degree of excellence in a product or service provides MANAGEMENT – act, art, or manner of handling, controlling, directing, etc. “TQM is the art of managing the whole to achieve excellence.”

10. TQM describes a management approach to long-term success through customer satisfaction. Managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.

11. Elements of TQM TQM can be summarized as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate quality discipline into the culture and activities of the organization.

12. Deming Cycle Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revival Aka as PDCA Cycle , is a four-step iterative technique used to solve problems and improve organizational processes. this integrated learning – improvement model was first introduced to Dr. Deming by his mentor, Walter Shewhart of the famous Bell Laboratories in New York. His message is that the cause of inefficiency and poor quality is the system and not the employees. He felt it is management’s responsibility to correct the system to achieve the desired results

13. PDCA Cycle

14. When to use pdca cycle? 1. Starting a new improvement project 2. Developing a new or improved design of a process, product, or service 3. Defining a repetitive work process 20XX Pitch Deck 14 4. Planning data collection and analysis in order to verify and prioritize problems or root causes 5. Implementing any change 6. Working toward continuous improvement

15. P lan Recognize an opportunity and plan a change. The planning stage is for mapping out what you are going to do to try to solve a problem or otherwise change a process. What is the core problem we need to solve? Is this the right problem to work on? What information do we need to fully understand the problem and its root cause? Is it feasible to solve it? What resources do we need? What resources do we have? What are some viable solutions? What are the measures of success? How will the results from a small trial translate to a full-scale implementation? 2024 TQM 15

16. Deming Philosophy known as Dr. Deming's “theory of management” and later his “System of Profound Knowledge,” represents a holistic approach to leadership and management. Deming's business philosophy is summarized in his famous "14 Points".

17. Deming’s 14 Points Deming's business philosophy is summarized in his famous "14 Points". Can be applied to any organization regardless of size, product, or service provide a strategic path for management to implement process improvement. They reinforce that quality is more than statistical process control. provide consistency of purpose, ensure well-designed and monitored processes, and foster pride of work for the people running the processes.

18. Deming’s 14 Points “ 94% of problems in business are systems driven and only 6% are people driven.” - W. Edwards Deming

19. What are the essential benefits of total quality management? IMPROVED PRODUCTIVITY CUSTOMER Satisfaction Reducing errors Raising moral Applying TQM, employees' time usually spent detecting and correcting errors is significantly reduced, and performance and productivity will dramatically increase, which means an increase in profits To provide better services and products, and interaction between them and their customers is error-free at a significant rate, so there is less chance of complaints from customers, and therefore their level of satisfaction increases. TQM aims to improve quality in operations rather than checking quality, which not only reduces error repair time but also reduces the need to hire a specialized quality assurance team. The continued success and demonstration of comprehensive quality management in the company or organization and its engagement with employees will positively reflect the team's morale. 2024 TQM 19 COST REDUCTION When TQM is adopted as a continuous policy in the company, this is reflected in all kinds of costs and reduces them, especially in field services, scrap, re-business, and warranty.

20. Obstacles of tqm LACK OF COMMITMENT The primary responsibility of TQM rests with the top management. Therefore, there must be substantial commitment by top management for TQM. LACK OF TRAINING AND EDUCATION This gives rise to confusion about the various aspects of the program. Training and education is an ongoing process for everyone in the organization.  IMPROPER PLANNING Planning accounts for more than 50% of the job. Planning works well when all the concerned people are involved. TQM is no exception. INADEQUATE USE OF EMPOWERMENT AND TEAMWORK TQM is all about teamwork, participative management, and empowerment of employees. Further employees need to be empowered to take decisions that affect the efficiency of their process.  2024 TQM 20

21. Obstacles of tqm INABILITY TO CHANGE ORGANIZATIONAL CULTURE Individuals resist change. The resistance has to be overcome. It is very difficult to change an organization’s culture and it takes time. INCOMPATIBLE ORGANIZATIONAL STRUCTURE AND ISOLATED INVIDIVUALS AND DEPT. the organizational structure may not be conducive to team building. It can create differences between various departments and between individuals. These differences may create implementation problems. INEFFECTIVE MEASUREMENT TECHNIQUES AND LACK OF ACCESS OF DATA AND RESULTS Effective Measurement acts as a booster to the improvements made. It would also inspire and encourage the participants to achieve more on the hand and to rectify and improve on the other hand. PAYING INADEQUATE ATTENTION TO INTERNAL AND EXTERNAL CUSTOMERS The needs and expectations of customers will be changing over time. If we want to take care of the ultimate external customer, it is essential that the internal customer’s en route have to be properly attended to. 2024 TQM 21

22. Obstacles of tqm FAILURE TO CONTINUALLY IMPROVE One of the cardinal principles of TQM is continuous improvement. This continuous improvement is a journey and not a destination. A lack of continuous improvements of the process, product, and/or service is bound to make the implementation a failure. APPARENT TO LACK OF BUSINESS EXPERIENCE AND KNOWLEDGE Every mistake is a valuable lesson in experience. People have to upgrade not only their knowledge about the product and process but also about customer’s perception changes. TAKING NARROW DOGMATIC APPROACH Some organizations are determined to follow the Deming approach or Juran approach or Crosby approach, etc. It must be remembered that the each of the quality gurus and other experts have made valuable contribution.  2024 TQM 22

23. THANK YOU ANY QUESTIONS? 2024 TQM 23