TOTAL QUALITY MANAGEMENT (TQM) INTRODUCTION

Introduction to TQM, it contains the following contents:
Need for quality, Evolution of quality, Dimensions of quality, Basic concepts of TQM, TQM framework, Barriers to TQM, benefits of TQM

1. TOTAL QUALITY MANAGEMENT (TQM) Prepared by: Mr. MANICKAVASAHAM G Assistant Professor Department of Mechanical Engg . Mookambigai College of Engg .

2. Total Quality Management (TQM) is a comprehensive management approach aimed at improving the quality of products, services, and processes across an organization. It focuses on long-term success through customer satisfaction and involves the participation of all employees in continuous improvement efforts. INTRODUCTION

3. The need for quality in any organization or process is essential for several reasons: Customer Satisfaction : High-quality products and services meet or exceed customer expectations, leading to higher satisfaction and loyalty. Competitive Advantage : Consistently delivering quality helps organizations differentiate themselves in the market, making them more attractive to customers. Efficiency and Cost Reduction : Quality management minimizes errors, rework, and waste, leading to more efficient operations and cost savings. NEED FOR QUALITY

4. Compliance and Standards : Meeting quality standards ensures compliance with industry regulations and legal requirements, avoiding penalties or legal issues. Reputation and Trust : A commitment to quality builds a positive reputation and trust with stakeholders, enhancing the organization's brand value. Long-Term Success : Quality drives continuous improvement, innovation, and sustainable growth, positioning the organization for long-term success. Cont.

5. EVOLUTION OF QUALITY Inspection Quality Control Quality Assurance Quality Management Total Quality Management

6. Cont. Inspection : The earliest phase where quality was ensured by identifying defects through post-production inspections. Quality Control : Evolved from inspection, focusing on identifying and correcting defects during the production process using statistical methods. Quality Assurance : Involves systematically ensuring quality throughout the entire production process, emphasizing defect prevention rather than just detection.

7. Quality Management : Expands the concept of quality to a more holistic approach, integrating management practices across departments to ensure consistent quality. Total Quality Management (TQM) : Represents the most advanced stage, where quality is integrated into the culture of the entire organization, involving continuous improvement, employee involvement, and customer focus. Cont.

8. DIMENSIONS OF QUALITY The Dimensions of Quality is presented separately under two categories as Dimensions of product (or manufacturing) quality Dimensions of service quality.

9. Cont. Dimensions of product (or manufacturing) quality

10. Cont. Performance : The product’s primary operating characteristics and how well it functions according to its intended purpose. Durability : The lifespan of the product before it deteriorates or fails, including its ability to withstand wear and tear over time. Reliability : The likelihood that a product will perform consistently without failure over a specified period under normal conditions. Conformance : The degree to which the product meets established standards and specifications. Features : The additional characteristics or functions that enhance the product's appeal or utility beyond the basic performance.

11. Cont. Aesthetics : The product’s appearance, design, feel, and overall appeal to the senses. Serviceability : The ease of maintenance and repair, including the availability of spare parts and the speed and efficiency of service. Responsiveness: This refers to how quickly and effectively a product's issues can be addressed by the manufacturer or service provider. It reflects the manufacturer’s ability to provide prompt support or assistance when problems arise. Reputation: This is the overall image and credibility of the product or the manufacturer in the market. It encompasses the brand’s history of delivering quality, customer experiences, and the level of trust it commands among consumers.

12. Cont. 2. Dimensions of service quality.

13. Cont. Tangibles : The physical appearance of facilities, equipment, personnel, and communication materials. Tangibles provide the first impression and can influence customer perceptions. Reliability : The ability to consistently deliver the promised service accurately and dependably. This is a core dimension of service quality. Responsiveness : The willingness and readiness of employees to help customers and provide prompt service. It reflects how quickly and effectively customer needs are addressed.

14. Cont. Assurance : The knowledge, courtesy, and credibility of employees, as well as their ability to inspire trust and confidence in the customer. Empathy : The degree of individualized attention and care that the service provider offers to its customers, showing understanding and concern for their needs.

15. Cont. Additional dimensions of service quality Competence : The ability of employees to possess the necessary skills and knowledge to provide the service effectively. Access : The ease with which customers can contact or approach the service provider, including convenience in terms of location and operating hours. Courtesy : The politeness, respect, and friendliness of employees toward customers. Communication : The effectiveness with which the service provider keeps customers informed, explains services clearly, and listens to their concerns. Credibility : The trustworthiness, believability, and honesty of the service provider, which affects the customer’s confidence in the service. Security : The service provider’s ability to guarantee safety, privacy, and confidentiality to customers during the service delivery process.

16. Basic Concepts of TQM Top management commitment Focus on the customer Effective involvement and utilization of the entire work force Continuous improvement Treating suppliers as partners Establishing performance measures for the processes

17. Top Management Commitment : The success of TQM begins with strong commitment from top management. Leaders must drive the quality culture, set clear goals, allocate resources, and support the initiatives needed for continuous improvement. Focus on the Customer : TQM is centered on delivering value to customers by understanding their needs and ensuring that all efforts are aligned toward exceeding customer expectations. Effective Involvement and Utilization of the Entire Workforce : Engaging all employees and utilizing their talents is crucial. TQM emphasizes that every employee, regardless of their position, has a role in improving quality and contributing ideas. Cont.

18. Continuous Improvement : This is the core of TQM, where the organization constantly seeks to make processes, products, and services better. It encourages incremental improvements and breakthroughs alike. Treating Suppliers as Partners : Building strong, long-term relationships with suppliers is essential in TQM. Suppliers are seen as partners in delivering quality, so collaboration and trust are vital to improving the entire supply chain. Establishing Performance Measures for Processes : TQM involves setting measurable goals and performance metrics to track progress. Data is used to evaluate process performance and guide decision-making, ensuring that improvements are based on evidence. Cont.

19. TQM FRAMEWORK The TQM Framework is a structured approach to embedding quality in every aspect of an organization, ensuring continuous improvement and customer satisfaction. The TQM Framework is often divided into two main groups: TQM Principles and Practices TQM Tools and Techniques

20. Cont. 1. TQM Principles and Practices These represent the underlying philosophy and operational practices that guide TQM efforts across an organization. Customer Focus : Prioritizing customer needs and expectations. Leadership : Commitment from top management to drive quality throughout the organization. Employee Involvement : Engaging all employees in quality initiatives. Process Approach : Emphasizing the importance of processes in achieving consistent quality. Continuous Improvement : A culture of ongoing, incremental improvement in all aspects of operations. Fact-Based Decision Making : Utilizing data and analysis to make informed decisions. Supplier Partnerships : Treating suppliers as partners in the quality process.

21. Cont. 2. TQM Tools and Techniques These are the methods and instruments used to implement and achieve TQM goals. They help identify problems, analyze processes, and facilitate improvements. Seven Basic Quality Tools : Cause-and-effect diagram (Ishikawa/Fishbone diagram) Flowcharts Check sheets Pareto charts Control charts Histograms Scatter diagrams

22. Cont. New Quality Tools : Affinity diagrams Tree diagrams Interrelationship diagrams Matrix diagrams Continuous Improvement Tools : PDCA (Plan-Do-Check-Act) cycle Kaizen Six Sigma Lean tools (e.g., Value Stream Mapping)

23. Cont. Benchmarking : Comparing processes and performance against best practices in the industry. Failure Modes and Effects Analysis (FMEA) : Proactively identifying potential failures and their impact on processes or products.

24. BARRIERS TO TQM Implementing Total Quality Management (TQM) can face several barriers that hinder its success. Here are the common barriers: Lack of Management Commitment : Without strong and consistent support from top leadership, TQM initiatives are likely to fail. Resistance to Change : Employees may resist changes to processes, roles, or behaviors, which can impede the adoption of TQM practices. Poor Communication : Ineffective communication of goals, progress, and expectations can cause misunderstandings and reduce the effectiveness of TQM.

25. Inadequate Training : Without proper training in TQM principles and tools, employees may lack the skills to contribute effectively to quality improvement efforts. Lack of Clear Vision and Strategy : Without a clear vision and roadmap for implementing TQM, efforts can become fragmented or lack focus. Short-Term Focus : Organizations that prioritize short-term profits over long-term quality improvement may struggle to sustain TQM initiatives. Insufficient Resources : Lack of necessary resources, such as time, personnel, and budget, can hinder the implementation of quality initiatives. Organizational Culture : A culture that doesn’t prioritize quality or promote continuous improvement can act as a significant barrier to TQM. These barriers can be overcome with strong leadership, a clear strategy, effective communication, and a culture of continuous improvement. Cont.

26. BENEFITS OF TQM The benefits of Total Quality Management (TQM) are numerous and can significantly impact an organization’s performance. Improved Product and Service Quality : TQM leads to higher-quality products and services by focusing on continuous improvement and defect prevention. Increased Customer Satisfaction : By prioritizing customer needs and expectations, TQM helps organizations deliver better value, resulting in enhanced customer satisfaction and loyalty. Greater Efficiency : TQM reduces waste, rework, and inefficiencies in processes, leading to more streamlined operations and lower costs.

27. Employee Involvement and Morale : TQM encourages employee participation in quality initiatives, fostering a sense of ownership and improving motivation and job satisfaction. Better Decision Making : Fact-based decision-making in TQM improves accuracy and effectiveness by relying on data and analysis rather than assumptions. Competitive Advantage : Organizations that consistently deliver high-quality products and services gain a competitive edge in the market. Long-Term Profitability : The cumulative effect of increased efficiency, reduced costs, and higher customer satisfaction contributes to long-term financial success. Cont.

28. Stronger Supplier Relationships : Treating suppliers as partners helps ensure better quality inputs and more reliable supply chains. Overall, TQM helps organizations build a sustainable culture of quality, driving continuous improvement and long-term success. Cont.

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