Unit 1. quality, total quality, tqm
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Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 1
Sub: TOTAL QUALITY MANAGEMENT
(06ME758) VII SEM BE (MECH)
QUALITY, TOTAL QUALITY, TQM:
Introduction-Definition, Basic Approach, TQM framework, Historical Review, Benefits of TQM.
NOTES By:
S.B. MALLUR, Mechanical Engineering Dept, STJ Institute of Technology, Ranebennur- 581 115
[email protected], [email protected]
If you are planning for ONE year, grow rice
If you are planning for TEN years, grow trees
If you are planning for HUNDRED years, EDUCATE your children…………………………- Confucius
There is a direct relationship between quality and sales, quality and productivity, quality
and profit, quality and competitive position. Good quality will lead to good things, such
as increased profits, improved productivity, lower cost, and loyal customers. Quality is
the responsibility of management. Charles H. Schmauch
1.1 INTRODUCTION
Till 300 years ago, people used the power of their own muscles, animals or the force of wind and
flowing water to do all works. With the invention of the ‘steam engine’ they got a powerful method of
running their machines. This provided a tremendous boost to Industry. Goods started getting produced
in larger quantities using machines. This led to the beginning of the factory system. The significant
change from hand-made goods to machine-made goods, which began in Britain in 18th century, is
known as the Industrial Revolution. Why it was called Revolution? Because of the large scale changes it
brought about our economy, society and culture. IR soon spread to other nation like Germany, France,
and Portugal. As these countries became industrialized, they needed two things:
1. Raw materials for manufacturing and
2. New markets to sell the goods they made.
They found both raw materials as well as new markets to sell their goods in the non-
industrialised countries of Asia and Africa. So they started annexing to meet the needs of their new
factories. Soon they became jealous of each other, and wanted their own empires to grow. They
started fighting among themselves. This finally led to a great war in which several nations of the world
were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other
people were killed or wounded. Cities were destroyed and there was shortage of food and everything
else. In 1939, there was another war, called World War II. It lasted for 6 years and ended in 1945 after
USA dropped atomic bombs over two Japanese cities – Hiroshima and Nagasaki. After world war – II,
most Japanese companies had to start literally from Scratch. Everyday brought new challenges to
managers and workers alike, and everyday meant progress. They observed hard working ability and
bringing new-new technologies are not enough need a culture change towards “TOTAL COMMITMENT
and TOTAL IMPROVEMENT”. They also felled that human resource of Japan is highest important and
precious but they need more training for continuous development. Fortunately Japan called / invited
American Experts like Edward Deming, Joseph M.Juran and others in 1950s and early 1960s.
In quality movement world wide the Globalization took an important role in 2000. Due to
transmission to open economy, a domestic and international competition starts. Gradually TQM
UNIT - 1 UNIT - 1
Sub: TOTAL QUALITY MANAGEMENT
(06ME758) VII SEM BE (MECH)
QUALITY, TOTAL QUALITY, TQM:
Introduction-Definition, Basic Approach, TQM framework, Historical Review, Benefits of TQM.
NOTES By:
S.B. MALLUR, Mechanical Engineering Dept, STJ Institute of Technology, Ranebennur- 581 115
[email protected], [email protected]
If you are planning for ONE year, grow rice
If you are planning for TEN years, grow trees
If you are planning for HUNDRED years, EDUCATE your children…………………………- Confucius
There is a direct relationship between quality and sales, quality and productivity, quality
and profit, quality and competitive position. Good quality will lead to good things, such
as increased profits, improved productivity, lower cost, and loyal customers. Quality is
the responsibility of management. Charles H. Schmauch
1.1 INTRODUCTION
Till 300 years ago, people used the power of their own muscles, animals or the force of wind and
flowing water to do all works. With the invention of the ‘steam engine’ they got a powerful method of
running their machines. This provided a tremendous boost to Industry. Goods started getting produced
in larger quantities using machines. This led to the beginning of the factory system. The significant
change from hand-made goods to machine-made goods, which began in Britain in 18th century, is
known as the Industrial Revolution. Why it was called Revolution? Because of the large scale changes it
brought about our economy, society and culture. IR soon spread to other nation like Germany, France,
and Portugal. As these countries became industrialized, they needed two things:
1. Raw materials for manufacturing and
2. New markets to sell the goods they made.
They found both raw materials as well as new markets to sell their goods in the non-
industrialised countries of Asia and Africa. So they started annexing to meet the needs of their new
factories. Soon they became jealous of each other, and wanted their own empires to grow. They
started fighting among themselves. This finally led to a great war in which several nations of the world
were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other
people were killed or wounded. Cities were destroyed and there was shortage of food and everything
else. In 1939, there was another war, called World War II. It lasted for 6 years and ended in 1945 after
USA dropped atomic bombs over two Japanese cities – Hiroshima and Nagasaki. After world war – II,
most Japanese companies had to start literally from Scratch. Everyday brought new challenges to
managers and workers alike, and everyday meant progress. They observed hard working ability and
bringing new-new technologies are not enough need a culture change towards “TOTAL COMMITMENT
and TOTAL IMPROVEMENT”. They also felled that human resource of Japan is highest important and
precious but they need more training for continuous development. Fortunately Japan called / invited
American Experts like Edward Deming, Joseph M.Juran and others in 1950s and early 1960s.
In quality movement world wide the Globalization took an important role in 2000. Due to
transmission to open economy, a domestic and international competition starts. Gradually TQM
UNIT - 1 UNIT - 1
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 2
considered as the ultimatum for continuous improvement and sustainable growth in present day
business.
However, in 21 st century, high growth of economy- the new millennium brought about
increased emphasis on worldwide quality and the Internet. Japanese and other worlds business
organization started not only for quality product and services for External customer satisfaction but
started satisfying them by trying to achieve the highest business excellence model – Deming Award,
Malcolm Baldrige National Quality Award, CII – EXIM Award and TPM Award and others. Thanks –
QUALITY.
What is this Quality Then?
Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These
expectations are based on the intended use and selling / service price. It is somewhat of an intangible
based on perception. That is why quality is a relative term and each person has his or her own
definition.
As per ISO – 9000:2000: Quality means “The degree to which a set of inherent characteristics fulfills
requirements”. Here,
Degree – quality such as poor, good, and excellent
Inherent – Permanent attribute
Requirement – need based or expectation.
According to the oxford dictionary for the business world, “quality is defined as the degree of
excellence”.
Quality means a totality of characteristics of an entity that bear on its ability to satisfy stated and
implied needs. In some references, Quality is referred to as "fitness for use", "fitness for purpose",
"customer satisfaction", or "conformance to the requirements."
The father of Total Quality Management, Dr. William Edward Deming defined Quality should be aimed
at the needs of the customer, present and future (continuous Improvement)
1.2 Definition of Quality by quality gurues:
Quality Guru, J.M.Juran defined quality as: “Fitness for use / Purpose”
Quality Guru Philip Crosby defined quality as: “Conformance to specifications”
Quality guru Dr. Kaoru Ishikawa defined quality as: Most economical, useful and always satisfactory
to the customer / audience.
Eminent Japanese Scientist Armand V.Feigenbaum defined: Quality is the total composite of product
and services characteristics of marketing, engineering, manufacturing and maintenance through which
the product and service in use will meet the expectations of the customer.
Therefore, from its definitions we can assume what QUALITY stands for:
Q Quest for excellence
U Understanding customer’s Needs
A Action to achieve Customer’s appreciation
L Leadership – determination to be a leader
I Involving all People
T Team spirit to work for common goal and
Y Yardstick to measure Progress
The dictionary has many definitions of “quality”. A short definition that has achieved acceptance is:
“Quality is Customer Satisfaction”. “Fitness for use” is an alternative short definition. Here, customer
means anyone who is impacted by the product or process.
considered as the ultimatum for continuous improvement and sustainable growth in present day
business.
However, in 21 st century, high growth of economy- the new millennium brought about
increased emphasis on worldwide quality and the Internet. Japanese and other worlds business
organization started not only for quality product and services for External customer satisfaction but
started satisfying them by trying to achieve the highest business excellence model – Deming Award,
Malcolm Baldrige National Quality Award, CII – EXIM Award and TPM Award and others. Thanks –
QUALITY.
What is this Quality Then?
Quality is an attribute of a product or service that fulfills or exceeds the human expectations. These
expectations are based on the intended use and selling / service price. It is somewhat of an intangible
based on perception. That is why quality is a relative term and each person has his or her own
definition.
As per ISO – 9000:2000: Quality means “The degree to which a set of inherent characteristics fulfills
requirements”. Here,
Degree – quality such as poor, good, and excellent
Inherent – Permanent attribute
Requirement – need based or expectation.
According to the oxford dictionary for the business world, “quality is defined as the degree of
excellence”.
Quality means a totality of characteristics of an entity that bear on its ability to satisfy stated and
implied needs. In some references, Quality is referred to as "fitness for use", "fitness for purpose",
"customer satisfaction", or "conformance to the requirements."
The father of Total Quality Management, Dr. William Edward Deming defined Quality should be aimed
at the needs of the customer, present and future (continuous Improvement)
1.2 Definition of Quality by quality gurues:
Quality Guru, J.M.Juran defined quality as: “Fitness for use / Purpose”
Quality Guru Philip Crosby defined quality as: “Conformance to specifications”
Quality guru Dr. Kaoru Ishikawa defined quality as: Most economical, useful and always satisfactory
to the customer / audience.
Eminent Japanese Scientist Armand V.Feigenbaum defined: Quality is the total composite of product
and services characteristics of marketing, engineering, manufacturing and maintenance through which
the product and service in use will meet the expectations of the customer.
Therefore, from its definitions we can assume what QUALITY stands for:
Q Quest for excellence
U Understanding customer’s Needs
A Action to achieve Customer’s appreciation
L Leadership – determination to be a leader
I Involving all People
T Team spirit to work for common goal and
Y Yardstick to measure Progress
The dictionary has many definitions of “quality”. A short definition that has achieved acceptance is:
“Quality is Customer Satisfaction”. “Fitness for use” is an alternative short definition. Here, customer
means anyone who is impacted by the product or process.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 3
Quality is “a predictable degree of uniformity and dependability, at low cost and suited to the market”.
Quality is a relative term, generally used with reference to the end-use of a product. Quality should be
aimed at the needs of the consumer, present and future.
According to ISO 8402, quality is “the totality of features and characteristics of a product or service
that bear on its ability to satisfy stated or implied needs”.
However, there is an international definition of quality: ‘Totality of characteristics of an entity that
bears on its ability to satisfy stated and implied needs’ (BS EN ISO 8402, 1995)
Now, Quality can be quantified as follows: Q=P/E Where, Q = Quality, P = Performance and E =
Expectations. If Q is greater than 1.0 then the customer has a good feeling about the product or
service.
Broadly quality is:
a) Fitness for use
b) Grade
c) Degree of preference
d) Degree of excellence
e) Conformity to requirements
To achieve satisfactory quality we must concern all stages of the product or service cycle. In the
first stage quality is due to a definition of needs. In the second stage it is due to product design and
conformance. In the last stage quality is due to product support throughout its lifetime.
There are two major aspects of quality: quality of design and quality of conformance. Quality of
design involves the variations of a product or services in grades or levels of quality. This includes the
types of materials used in construction, tolerance in manufacturing, reliability, etc. Quality of
conformance concerns how well the product conforms to the specifications and tolerances required by
the design. Quality of conformance is influenced by the choices of manufacturing processes, training
and supervision of the workforce, the type of quality-assurance system used, and the motivation of the
workforce to achieve quality.
Quality can be interpreted as “Customer’s expressed and implied requirements are met fully”.
This is a core statement from which some eminent definitions of quality have derived. Some of the
definitions are: “the totality of features and characteristics of a product or service that bears on its
ability to meet a stated or implied need” (ISO standards of 1994), “fitness for use” (Juran and Gryna,
1998), and “conformance to requirement” (Crosby, 1979).
It is important to note that satisfying the customer’s needs and expectations is the main idea
behind these definitions. Therefore it is imperative for a company to identify such needs early in the
product/service development cycle. The ability to define accurately the needs related to design,
performance, price, safety, delivery, and other business activities and processes will place a firm ahead
of its competitors in the market. In 1992 Crosby broadened his definition for quality by adding an
integrated notion to it: “Quality meaning getting everyone to do what they have agreed to do and to
do it right the first time is the skeletal structure of an organisation, finance is the nourishment, and
relationships are the soul”. Some Japanese companies find that ‘conformance to a standard’ reflects
too narrowly to the actual meaning of quality and consequently have started to use a newer definition
of quality as “providing extraordinary customer satisfaction”.
Quality is “a predictable degree of uniformity and dependability, at low cost and suited to the market”.
Quality is a relative term, generally used with reference to the end-use of a product. Quality should be
aimed at the needs of the consumer, present and future.
According to ISO 8402, quality is “the totality of features and characteristics of a product or service
that bear on its ability to satisfy stated or implied needs”.
However, there is an international definition of quality: ‘Totality of characteristics of an entity that
bears on its ability to satisfy stated and implied needs’ (BS EN ISO 8402, 1995)
Now, Quality can be quantified as follows: Q=P/E Where, Q = Quality, P = Performance and E =
Expectations. If Q is greater than 1.0 then the customer has a good feeling about the product or
service.
Broadly quality is:
a) Fitness for use
b) Grade
c) Degree of preference
d) Degree of excellence
e) Conformity to requirements
To achieve satisfactory quality we must concern all stages of the product or service cycle. In the
first stage quality is due to a definition of needs. In the second stage it is due to product design and
conformance. In the last stage quality is due to product support throughout its lifetime.
There are two major aspects of quality: quality of design and quality of conformance. Quality of
design involves the variations of a product or services in grades or levels of quality. This includes the
types of materials used in construction, tolerance in manufacturing, reliability, etc. Quality of
conformance concerns how well the product conforms to the specifications and tolerances required by
the design. Quality of conformance is influenced by the choices of manufacturing processes, training
and supervision of the workforce, the type of quality-assurance system used, and the motivation of the
workforce to achieve quality.
Quality can be interpreted as “Customer’s expressed and implied requirements are met fully”.
This is a core statement from which some eminent definitions of quality have derived. Some of the
definitions are: “the totality of features and characteristics of a product or service that bears on its
ability to meet a stated or implied need” (ISO standards of 1994), “fitness for use” (Juran and Gryna,
1998), and “conformance to requirement” (Crosby, 1979).
It is important to note that satisfying the customer’s needs and expectations is the main idea
behind these definitions. Therefore it is imperative for a company to identify such needs early in the
product/service development cycle. The ability to define accurately the needs related to design,
performance, price, safety, delivery, and other business activities and processes will place a firm ahead
of its competitors in the market. In 1992 Crosby broadened his definition for quality by adding an
integrated notion to it: “Quality meaning getting everyone to do what they have agreed to do and to
do it right the first time is the skeletal structure of an organisation, finance is the nourishment, and
relationships are the soul”. Some Japanese companies find that ‘conformance to a standard’ reflects
too narrowly to the actual meaning of quality and consequently have started to use a newer definition
of quality as “providing extraordinary customer satisfaction”.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 4
1.3 Definition of Quality
Quality” is defined as :
(i) “The ability of a product or service to meet customer needs”.
(ii) “The totality of features and characteristics of a product or service that bears on its ability to
satisfy stated or implied needs”- definition adopted by the American Society for Quality.
(iii) “Meeting or exceeding customer requirements now and in the future”. This means that the
product or service
(iv) “The quality of a product or service is a customer’s perception of the degree to which the
product or service meets his or her expectation”
(v) “Quality is meeting or exceeding customer’s expectations”
(vi) Quality requires continuous improvement
(vii) Quality is the single most important force leading to organizational success and company
growth in national and international markets.
(viii) Quality is a measure of how closely a good or service conforms to specified standards or
specifications.
(ix) “Quality is every one’s concern, it is job one”
(x) “Quality can be described as doing the right thing, doing it the right way, doing it on time,
doing it right the first time and doing it right every time”
(xi) Quality is a critical factor in strategic performance.
(xii) Quality is what is in the eye of the customer.
(xiii) Quality is the basic customer’s decision factor for an explosively growing number of products
and services today.
(xiv) Quality is in its essence a way of managing the organization.
(xv) Quality is what the customer say it is-not what the company says.
(xvi) Quality means meeting customer’s (agreed) requirements, formal and informal, at the lowest
cost, first time and every time.
(xvii) Quality means meeting customer’s (agreed) requirements, formal and informal, at the lowest
cost, first time and every time.
(xviii) Quality is a means to an end.
(xix) A study that asked managers of 86 firms in the eastern United States to define quality
produced the following different responses: Perfection, Constancy, Eliminating waste, Speed of
delivery
(xx) “Quality is not an art, it is a habit” – ristotle
(xxi) Quality is a company-wide process
(xxii) Quality is what the customer says it is
(xxiii) Quality and cost are a sum, not a difference
(xxiv) Quality requires both individual and team zealotry
(xxv) Quality is a way of managing
(xxvi) Quality and innovation are mutually dependent
(xxvii) Quality is an ethic
(xxviii) Quality requires continuous improvement
(xxix) Quality is the most cost-effective, least capital-intensive route to productivity
(xxx) Quality is implemented with a total system connected with customers and suppliers
Early definitions of quality include “fitness for use” and “conformance to requirements”. More
recently, Vallabhaneni defines software quality in terms of Features the software must exhibit
including:
1. Satisfy a broad spectrum of user requirements,
1.3 Definition of Quality
Quality” is defined as :
(i) “The ability of a product or service to meet customer needs”.
(ii) “The totality of features and characteristics of a product or service that bears on its ability to
satisfy stated or implied needs”- definition adopted by the American Society for Quality.
(iii) “Meeting or exceeding customer requirements now and in the future”. This means that the
product or service
(iv) “The quality of a product or service is a customer’s perception of the degree to which the
product or service meets his or her expectation”
(v) “Quality is meeting or exceeding customer’s expectations”
(vi) Quality requires continuous improvement
(vii) Quality is the single most important force leading to organizational success and company
growth in national and international markets.
(viii) Quality is a measure of how closely a good or service conforms to specified standards or
specifications.
(ix) “Quality is every one’s concern, it is job one”
(x) “Quality can be described as doing the right thing, doing it the right way, doing it on time,
doing it right the first time and doing it right every time”
(xi) Quality is a critical factor in strategic performance.
(xii) Quality is what is in the eye of the customer.
(xiii) Quality is the basic customer’s decision factor for an explosively growing number of products
and services today.
(xiv) Quality is in its essence a way of managing the organization.
(xv) Quality is what the customer say it is-not what the company says.
(xvi) Quality means meeting customer’s (agreed) requirements, formal and informal, at the lowest
cost, first time and every time.
(xvii) Quality means meeting customer’s (agreed) requirements, formal and informal, at the lowest
cost, first time and every time.
(xviii) Quality is a means to an end.
(xix) A study that asked managers of 86 firms in the eastern United States to define quality
produced the following different responses: Perfection, Constancy, Eliminating waste, Speed of
delivery
(xx) “Quality is not an art, it is a habit” – ristotle
(xxi) Quality is a company-wide process
(xxii) Quality is what the customer says it is
(xxiii) Quality and cost are a sum, not a difference
(xxiv) Quality requires both individual and team zealotry
(xxv) Quality is a way of managing
(xxvi) Quality and innovation are mutually dependent
(xxvii) Quality is an ethic
(xxviii) Quality requires continuous improvement
(xxix) Quality is the most cost-effective, least capital-intensive route to productivity
(xxx) Quality is implemented with a total system connected with customers and suppliers
Early definitions of quality include “fitness for use” and “conformance to requirements”. More
recently, Vallabhaneni defines software quality in terms of Features the software must exhibit
including:
1. Satisfy a broad spectrum of user requirements,
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 5
2. Has few errors,
3. Functions efficiently,
4. Operates easily to, and
5. Has good user documentation [Vallabhaneni90].
1.4 EVOLUTION OF QUALITY
The requirement for Quality Control dates back to the time when human race wanted to replicate an
object. The desire to control quality is as old as human’s ability to produce things the forerunning
attempts to control quality resulted in rather crude replicas of original objects. These replicas were
produced in a way that could easily be discerned by the necked eye.
As time passed, human’s developed the competence to duplicate objects so that they become
indistinguishable from one another. The drawback for this was that the assembly with any alternation
or adjustment was not possible.
Eli Whitney conceived the idea of perfect interchangeability of parts. He emphasized that if
proper raw material, methods and equipment are used and if workmen exercised the right amount of
course, items can be produced somewhat in an identical manner. In 1799, he contracted to supply
rifles to the army. Mr. Whitney was partially successful in getting each workman to make one part of
the exact specification he could still do only selective assembly. But did establish the fact that
production time can be reduced.
Perhaps this was the germs of man production. It was not until the early 1800s that man began
to realize the necessity of tolerance in parts. The interchangeability in industrial activity resulted in
many problems on measurements. A Swedish engineer named Johansson conceived the idea of a hard
metal block that could be machined and polished to exact dimension, which can be used as points of
reference. These blocks were referred to as ‘Jo’ blocks. In the middle of the 17 century, Pascal, the
French philosopher and mathematician become quite talker by the games of chance. He formulated
that theory of probability in association with Pierre Fermat. During the 1800s, considerable progress
was made in the development of the sampling theory.
Modern quality control or statistical quality control (SQC) as we know it today started with
invention of quality control chart by Walter A Shewhart of Bell Telephone Labs, USA in 1930s. Dr.
Shewhart proposed the statistical methods could be effectively used for examining whether the items
produced by any process were of uniform quality or not. The real impetus for the application of these
methods on a massive scale resulted from the economic pressure for more efficient utilization of
equipment and resources during World War II Dr. Shewhart wrote a book economic control of quality
of manufactured products, which was published in 1931. The objective explicitly put-forth in the title
was ‘‘Economic Control’’.
The influence of the US military services on the adoption of sampling acceptance techniques
was well established. World War II was the catalyst that made the control charts applicable in the US.
By applying quality control, the US was able to produce military requirements inexpensively and in high
volumes. The wartime standards published in those days was known as ‘‘Z–1 standards’’.
1.5 Importance of Quality:
Good quality of goods and services can provide an organization with competitive edge.
Good quality reduces costs due to product returns, rework and scrap.
Good quality increases productivity, profits and other measures of success such as brand image,
product image and company goodwill.
Most importantly, good quality generates satisfied customers today and tomorrow.
Good quality creates an atmosphere for high employee morale, which improves productivity.
2. Has few errors,
3. Functions efficiently,
4. Operates easily to, and
5. Has good user documentation [Vallabhaneni90].
1.4 EVOLUTION OF QUALITY
The requirement for Quality Control dates back to the time when human race wanted to replicate an
object. The desire to control quality is as old as human’s ability to produce things the forerunning
attempts to control quality resulted in rather crude replicas of original objects. These replicas were
produced in a way that could easily be discerned by the necked eye.
As time passed, human’s developed the competence to duplicate objects so that they become
indistinguishable from one another. The drawback for this was that the assembly with any alternation
or adjustment was not possible.
Eli Whitney conceived the idea of perfect interchangeability of parts. He emphasized that if
proper raw material, methods and equipment are used and if workmen exercised the right amount of
course, items can be produced somewhat in an identical manner. In 1799, he contracted to supply
rifles to the army. Mr. Whitney was partially successful in getting each workman to make one part of
the exact specification he could still do only selective assembly. But did establish the fact that
production time can be reduced.
Perhaps this was the germs of man production. It was not until the early 1800s that man began
to realize the necessity of tolerance in parts. The interchangeability in industrial activity resulted in
many problems on measurements. A Swedish engineer named Johansson conceived the idea of a hard
metal block that could be machined and polished to exact dimension, which can be used as points of
reference. These blocks were referred to as ‘Jo’ blocks. In the middle of the 17 century, Pascal, the
French philosopher and mathematician become quite talker by the games of chance. He formulated
that theory of probability in association with Pierre Fermat. During the 1800s, considerable progress
was made in the development of the sampling theory.
Modern quality control or statistical quality control (SQC) as we know it today started with
invention of quality control chart by Walter A Shewhart of Bell Telephone Labs, USA in 1930s. Dr.
Shewhart proposed the statistical methods could be effectively used for examining whether the items
produced by any process were of uniform quality or not. The real impetus for the application of these
methods on a massive scale resulted from the economic pressure for more efficient utilization of
equipment and resources during World War II Dr. Shewhart wrote a book economic control of quality
of manufactured products, which was published in 1931. The objective explicitly put-forth in the title
was ‘‘Economic Control’’.
The influence of the US military services on the adoption of sampling acceptance techniques
was well established. World War II was the catalyst that made the control charts applicable in the US.
By applying quality control, the US was able to produce military requirements inexpensively and in high
volumes. The wartime standards published in those days was known as ‘‘Z–1 standards’’.
1.5 Importance of Quality:
Good quality of goods and services can provide an organization with competitive edge.
Good quality reduces costs due to product returns, rework and scrap.
Good quality increases productivity, profits and other measures of success such as brand image,
product image and company goodwill.
Most importantly, good quality generates satisfied customers today and tomorrow.
Good quality creates an atmosphere for high employee morale, which improves productivity.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 6
1.6 Dimensions of Quality:
Quality has different dimensions; these dimensions are somewhat – Independence. Therefore a
product can be excellent in one dimension and average or poor in another. Very few, if any, products
excel in all dimensions now- a -days. In his Book - Managing quality: The strategic and competitive edge
(1988), David A.Garvin has developed a list of nine dimensions of product quality:
1. Conformance: Meeting the specifications of the customer or Industry standards, workmanship.
2. Performance: Primary product functions such as clarity of voice received in Mobile phone, Radio.
3. Features: Added functions (secondary functions) to a product such as recording system in a elevision
set.
4. Durability: Lifetime of the products, which include repairs.
5. Reliability: The probability of a product performing its intended duty under stated conditions
without failure for a given period of time.
6. Serviceability: speed, courtesy, competence and ease of repair
7. Reputation: Customer’s perception about the product which can be understood from a market
research survey.
8. Aesthetics: The external finish given to a product to attract the customer.
9. Response: Human to Human interface, such as the courtesy of the dealer
These dimensions were proposed to facilitate strategic quality analysis by breaking down the word
quality into manageable parts so that the management can define the quality niches in which to
complete.
The following are the components reveal the dimensions of quality.
Manufacturing Industries Service Industries
Product Features Accuracy
Performance Timeliness
Reliability Completeness
Durability Friendliness and courtesy
Ease of use Anticipating customer needs
Serviceability Knowledge of server
Esthetics Esthetics
Availability Reputation
Reputation
1.7 Factors Affecting Quality
(1) Men, Materials and Machines
(2) Manufacturing conditions
(3) Market research in demand of purchases
(4) Money in capability to invest
(5) Management policy for quality level
(6) Production methods and product design
(7) Packing and transportation
(8) After sales service
1.6 Dimensions of Quality:
Quality has different dimensions; these dimensions are somewhat – Independence. Therefore a
product can be excellent in one dimension and average or poor in another. Very few, if any, products
excel in all dimensions now- a -days. In his Book - Managing quality: The strategic and competitive edge
(1988), David A.Garvin has developed a list of nine dimensions of product quality:
1. Conformance: Meeting the specifications of the customer or Industry standards, workmanship.
2. Performance: Primary product functions such as clarity of voice received in Mobile phone, Radio.
3. Features: Added functions (secondary functions) to a product such as recording system in a elevision
set.
4. Durability: Lifetime of the products, which include repairs.
5. Reliability: The probability of a product performing its intended duty under stated conditions
without failure for a given period of time.
6. Serviceability: speed, courtesy, competence and ease of repair
7. Reputation: Customer’s perception about the product which can be understood from a market
research survey.
8. Aesthetics: The external finish given to a product to attract the customer.
9. Response: Human to Human interface, such as the courtesy of the dealer
These dimensions were proposed to facilitate strategic quality analysis by breaking down the word
quality into manageable parts so that the management can define the quality niches in which to
complete.
The following are the components reveal the dimensions of quality.
Manufacturing Industries Service Industries
Product Features Accuracy
Performance Timeliness
Reliability Completeness
Durability Friendliness and courtesy
Ease of use Anticipating customer needs
Serviceability Knowledge of server
Esthetics Esthetics
Availability Reputation
Reputation
1.7 Factors Affecting Quality
(1) Men, Materials and Machines
(2) Manufacturing conditions
(3) Market research in demand of purchases
(4) Money in capability to invest
(5) Management policy for quality level
(6) Production methods and product design
(7) Packing and transportation
(8) After sales service
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 7
1.8 Quality Planning:
Quality planning is the pre determined activities in order to achieve conformation to the requirements.
Many organizations are finding that strategic quality plans and business plans are inseparable. The
quality planning procedure given by Joseph.A.Juran has the following steps:
· Identify the customers
· Determine their needs
· Translate those needs into our language.
· Develop a product that can respond to those needs
· Optimize the product features to meet our and customer needs
1.9Customer perception of quality
Before 1988 – Performance, Prize and service
After 1989 – Performance, service and prize
ASQ – American Society for Quality
1. Performance – availability (ready for use), reliability (free from failure), maintainability
2. Features – psychological and technical. Added feature along with main usage
3. Service – intangible, made up of many small things
4. Warranty – Vs guarantee. Customer feels comfortable with this
5. Price – value for money, ready to pay at the same time comparative study to be done
6. Reputation – Branding merges with quality. Good exp reaches 6 bad reaches 15.
2.0 QC - Quality Control
Quality control (QC) is a new way of thinking about and viewing management of product/service
quality. In the JIS (Japanese Industrial Standards) terminology standard Z8101-1981, QC has been
defined as: "a system of methods for the cost-effective provision of goods or services whose quality is
fit for the purchaser's requirement". Kaoru Ishikawa, a leading Japanese expert in QC, views QC as:
"Quality control consists of developing, designing, producing, marketing, and servicing products and
services with optimum cost-effectiveness and usefulness, which customers will purchase with
satisfaction".
The effective implementation of quality control requires the participation and cooperation of all the
employees of a company from top management through middle management and supervisors down to
ordinary workers at every stage of the company's activities, from market research through research
and development, product planning, design, production preparation, purchasing and subcontracting,
production, inspection, sales, and after-sales service, as well as in the financial, personnel, and
education functions. Quality control carried out in this way is known as total quality control (TQC).
Controlling quality does not simply mean studying statistics or preparing control charts. Real quality
control can only be achieved by marshaling all of a company's strengths.
3.0 DEFINITION OF QA/QC
Quality Control (QC) is a system of routine technical activities, to measure and control the quality of
the inventory as it is being developed. The QC system is designed to:
(i) Provide routine and consistent checks to ensure data integrity, correctness, and completeness;
(ii) Identify and address errors and omissions;
1.8 Quality Planning:
Quality planning is the pre determined activities in order to achieve conformation to the requirements.
Many organizations are finding that strategic quality plans and business plans are inseparable. The
quality planning procedure given by Joseph.A.Juran has the following steps:
· Identify the customers
· Determine their needs
· Translate those needs into our language.
· Develop a product that can respond to those needs
· Optimize the product features to meet our and customer needs
1.9Customer perception of quality
Before 1988 – Performance, Prize and service
After 1989 – Performance, service and prize
ASQ – American Society for Quality
1. Performance – availability (ready for use), reliability (free from failure), maintainability
2. Features – psychological and technical. Added feature along with main usage
3. Service – intangible, made up of many small things
4. Warranty – Vs guarantee. Customer feels comfortable with this
5. Price – value for money, ready to pay at the same time comparative study to be done
6. Reputation – Branding merges with quality. Good exp reaches 6 bad reaches 15.
2.0 QC - Quality Control
Quality control (QC) is a new way of thinking about and viewing management of product/service
quality. In the JIS (Japanese Industrial Standards) terminology standard Z8101-1981, QC has been
defined as: "a system of methods for the cost-effective provision of goods or services whose quality is
fit for the purchaser's requirement". Kaoru Ishikawa, a leading Japanese expert in QC, views QC as:
"Quality control consists of developing, designing, producing, marketing, and servicing products and
services with optimum cost-effectiveness and usefulness, which customers will purchase with
satisfaction".
The effective implementation of quality control requires the participation and cooperation of all the
employees of a company from top management through middle management and supervisors down to
ordinary workers at every stage of the company's activities, from market research through research
and development, product planning, design, production preparation, purchasing and subcontracting,
production, inspection, sales, and after-sales service, as well as in the financial, personnel, and
education functions. Quality control carried out in this way is known as total quality control (TQC).
Controlling quality does not simply mean studying statistics or preparing control charts. Real quality
control can only be achieved by marshaling all of a company's strengths.
3.0 DEFINITION OF QA/QC
Quality Control (QC) is a system of routine technical activities, to measure and control the quality of
the inventory as it is being developed. The QC system is designed to:
(i) Provide routine and consistent checks to ensure data integrity, correctness, and completeness;
(ii) Identify and address errors and omissions;
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 8
(iii) Document and archive inventory material and record all QC activities.
QC activities include general methods such as accuracy checks on data acquisition and calculations and
the use of approved standardized procedures for emission calculations, measurements, estimating
uncertainties, archiving information and reporting. Higher tier QC activities include technical reviews of
source categories, activity and emission factor data, and methods.
Quality Assurance (QA) activities include a planned system of review procedures conducted by
personnel not directly involved in the inventory compilation/development process. Reviews, preferably
by independent third parties, should be performed upon a finalized inventory following the
implementation of QC procedures. Reviews verify that data quality objectives were met, ensure that
the inventory represents the best possible estimates of emissions and sinks given the current state of
scientific knowledge and data available, and support the effectiveness of the QC programme.
4.0 TQC - Total Quality Control
Total Quality Control (TQC) is based on the principle that as quality improves, productivity improves
and costs are reduced. The implementation of TQC includes several steps - determining what the
company wants to improve; analyzing the situation and composing a statement of the problem to be
addressed; analyzing the problem; developing measure to address the problem; tracking results;
standardizing processes that effectively solved the problem; and making continuing plans for quality
improvement.
The successful implementation of the TQC strategy depends on several factors that have to be
considered by the companies. These factors are as follows - actions must be guided by principles of
continuous quality improvement; decisions must be based on facts, data, and statistical information;
organization members must be dedicated to serving extended customers; quality progress must be
measured against valid customer requirements; and teamwork must be rewarded.
The positive impact of the TQC strategy arrives from the fact that this is a management tool which is
looking not only at the quality of the product but of every single system in the company. The TQC
concept affects positively inventory through reducing rework and scrap and moving products through
the plant more quickly. The mastering of the TQC management strategy also increases facility's
productivity, reduces costs, increases market share, and enhances the overall profits of the company.
5.0 TQM - Total Quality Management
The concept of Total Quality Management (TQM) was introduced in the 1920’s when the statistical
approach was first used in quality control in the factories in America. This concept was later
introduced to the corporate managers in Japan in the 1950’s, at a time when the country was gearing
itself towards, industrial development. This concept received a further impetus in the 1980’s with the
increasing awareness worldwide on the importance of quality.
These changes have directly affected the views and attitudes of managers in the public and private
sectors on quality management. They have realized that the traditional philosophies and approaches
in quality management could no longer guarantee the production of outputs that conform to the
requirements of their customers. As a result of this, attention was shifted towards TQM which could
assist them in achieving excellence. The application of TQM not only benefits the customers in that
they receive quality products but also benefits the organization in terms of cost savings and enhanced
operational efficiency. This is the key to the success of an organization.
(iii) Document and archive inventory material and record all QC activities.
QC activities include general methods such as accuracy checks on data acquisition and calculations and
the use of approved standardized procedures for emission calculations, measurements, estimating
uncertainties, archiving information and reporting. Higher tier QC activities include technical reviews of
source categories, activity and emission factor data, and methods.
Quality Assurance (QA) activities include a planned system of review procedures conducted by
personnel not directly involved in the inventory compilation/development process. Reviews, preferably
by independent third parties, should be performed upon a finalized inventory following the
implementation of QC procedures. Reviews verify that data quality objectives were met, ensure that
the inventory represents the best possible estimates of emissions and sinks given the current state of
scientific knowledge and data available, and support the effectiveness of the QC programme.
4.0 TQC - Total Quality Control
Total Quality Control (TQC) is based on the principle that as quality improves, productivity improves
and costs are reduced. The implementation of TQC includes several steps - determining what the
company wants to improve; analyzing the situation and composing a statement of the problem to be
addressed; analyzing the problem; developing measure to address the problem; tracking results;
standardizing processes that effectively solved the problem; and making continuing plans for quality
improvement.
The successful implementation of the TQC strategy depends on several factors that have to be
considered by the companies. These factors are as follows - actions must be guided by principles of
continuous quality improvement; decisions must be based on facts, data, and statistical information;
organization members must be dedicated to serving extended customers; quality progress must be
measured against valid customer requirements; and teamwork must be rewarded.
The positive impact of the TQC strategy arrives from the fact that this is a management tool which is
looking not only at the quality of the product but of every single system in the company. The TQC
concept affects positively inventory through reducing rework and scrap and moving products through
the plant more quickly. The mastering of the TQC management strategy also increases facility's
productivity, reduces costs, increases market share, and enhances the overall profits of the company.
5.0 TQM - Total Quality Management
The concept of Total Quality Management (TQM) was introduced in the 1920’s when the statistical
approach was first used in quality control in the factories in America. This concept was later
introduced to the corporate managers in Japan in the 1950’s, at a time when the country was gearing
itself towards, industrial development. This concept received a further impetus in the 1980’s with the
increasing awareness worldwide on the importance of quality.
These changes have directly affected the views and attitudes of managers in the public and private
sectors on quality management. They have realized that the traditional philosophies and approaches
in quality management could no longer guarantee the production of outputs that conform to the
requirements of their customers. As a result of this, attention was shifted towards TQM which could
assist them in achieving excellence. The application of TQM not only benefits the customers in that
they receive quality products but also benefits the organization in terms of cost savings and enhanced
operational efficiency. This is the key to the success of an organization.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 9
TQM is not a project. It is the establishment of systems that assure a continuous improvement.
TQM is not a single individual initiative. It is a collective effort towards achievements.
TQM is not rehabilitation. It is a way of living that the entire team accepts.
TQM is not a remedial procedure for better products. It is a march towards excellence and
perfection.
TQM is not a traditional approach. It is unorthodox and innovative.
TQM is not just developing quality. It is an assurance of continuous improvement of quality.
TQM is not achieved through inspectors and supervisors. It is achieved through experimenters
and innovators.
TQM is not an inventory of material resources. It is concerned with human resource.
TQM is not about product perfection alone. It is about customer satisfaction as an objective in
itself.
TQM is not a simple learning. It is a system of measuring one performance with regard to the
proclaimed mission.
Quality products and quality service begin with quality thinking.
Quality, not quantity, is the measure. Well done is better than well said.
Quality standards are contiguous..... Spread them through the organization.
Excellence is to do common thing in an uncommon way.
“Quality levels must not only be attained, but also maintained”, “if you don’t keep ‘doing it
better’, your competition will”.
People forget how fast you did a job, but they remember how well you did it.
When you’re out of quality your are out of business. Continuity is quality.
6.0 Definition of TQM:
TOTAL Everyone and everything that we do
QUALITY Giving the customer what they expect all the time
MANAGEMENT The way we act and operate our policies and procedures, and our training and
instruction to all of our employees
Total Quality Management is a management approach that tries to achieve and sustain long term
organizational success by encouraging employee feedback and participation, satisfying customer needs
and expectations, respecting societal values and beliefs, and obeying governmental statutes and
regulations.
Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is a
proven technique to guarantee survival in world-class competition. Only by changing the actions of
management will the culture and actions of an entire organization be transformed. TQM is for the
most part common sense. Analyzing these words.
• Quality management is “all activity of the overall management function that determine the quality
policy, objectives and responsibilities …… within the quality system” (ISO 9001)
• TQM is a philosophy advocating four basic principles (i) intense focus on customer satisfaction, (ii)
accurate measurement of activities, (iii) continuous improvement of products and processes, and (iv)
empowerment of people. (Noori & Radford, 1995)
• TQM is a management philosophy that builds a customer driven, learning organization dedicated to
total customer satisfaction through continuous improvement in the effectiveness and efficiency of the
organization and its processes. (Corrigan, 1995)
TQM is not a project. It is the establishment of systems that assure a continuous improvement.
TQM is not a single individual initiative. It is a collective effort towards achievements.
TQM is not rehabilitation. It is a way of living that the entire team accepts.
TQM is not a remedial procedure for better products. It is a march towards excellence and
perfection.
TQM is not a traditional approach. It is unorthodox and innovative.
TQM is not just developing quality. It is an assurance of continuous improvement of quality.
TQM is not achieved through inspectors and supervisors. It is achieved through experimenters
and innovators.
TQM is not an inventory of material resources. It is concerned with human resource.
TQM is not about product perfection alone. It is about customer satisfaction as an objective in
itself.
TQM is not a simple learning. It is a system of measuring one performance with regard to the
proclaimed mission.
Quality products and quality service begin with quality thinking.
Quality, not quantity, is the measure. Well done is better than well said.
Quality standards are contiguous..... Spread them through the organization.
Excellence is to do common thing in an uncommon way.
“Quality levels must not only be attained, but also maintained”, “if you don’t keep ‘doing it
better’, your competition will”.
People forget how fast you did a job, but they remember how well you did it.
When you’re out of quality your are out of business. Continuity is quality.
6.0 Definition of TQM:
TOTAL Everyone and everything that we do
QUALITY Giving the customer what they expect all the time
MANAGEMENT The way we act and operate our policies and procedures, and our training and
instruction to all of our employees
Total Quality Management is a management approach that tries to achieve and sustain long term
organizational success by encouraging employee feedback and participation, satisfying customer needs
and expectations, respecting societal values and beliefs, and obeying governmental statutes and
regulations.
Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is a
proven technique to guarantee survival in world-class competition. Only by changing the actions of
management will the culture and actions of an entire organization be transformed. TQM is for the
most part common sense. Analyzing these words.
• Quality management is “all activity of the overall management function that determine the quality
policy, objectives and responsibilities …… within the quality system” (ISO 9001)
• TQM is a philosophy advocating four basic principles (i) intense focus on customer satisfaction, (ii)
accurate measurement of activities, (iii) continuous improvement of products and processes, and (iv)
empowerment of people. (Noori & Radford, 1995)
• TQM is a management philosophy that builds a customer driven, learning organization dedicated to
total customer satisfaction through continuous improvement in the effectiveness and efficiency of the
organization and its processes. (Corrigan, 1995)
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 10
• TQM is a system of management that gauges a company’s dedication to consistent improvement
and a sincere effort to serve its customers with what they expect all the time. It is a philosophy of
management to achieve greater productivity and a total awareness of quality as an increasingly
important element in competitiveness (Gould, 1992).
Various definitions of total quality management
Year Author(s) Definition
1985 Ishikawa TQM as a total system approach, and an integral part of high level strategy
which works horizontally across functions and departments, involving all
employees, top to bottom, and extends backwards and forwards to include
the supply chain and the customer chain.
1989 Oakland TQM is an approach to improve competitiveness, efficiency and flexibility for a
whole organization,
1990 Milakovich “TQM is a total organizational approach for meeting customer needs and
expectations that involves all managers and employees in using quantitative
methods to improve continuously the organization’s processes, products and
services.”
1991 Hunt “TQM is not a destination, but a journey toward improvement”
1992 Hutchins “TQM is pure pragmatism”
1993 Ross defined TQM as an integrated management philosophy and set of practices
that emphasizes, among other things, continuous improvement, meeting
customers’ requirements, reducing rework, long-range thinking, increased
employee involvement and teamwork, process redesign, competitive
benchmarking, team-based problem solving, constant measuring of results,
and closer relationships with suppliers.
1993 Oakland States that TQM is an attempt to improve the whole organization’s
competitiveness, effectiveness, and structure.
1994 Dean and
Bomen
Defined quality management as approach to management comprising
mutually supported principles, where each of them is supported by a set of
practices and techniques.
1995 Corrigan, TQM is a management philosophy that builds a customer driven, learning
organization dedicated to total customer satisfaction through continuous
improvement in the effectiveness and efficiency of the organization and its
processes.
1996 Pike and
Barnes
Argue that organizations are not only technical systems, but also human
systems.
1999 Dahlgaard
et al.
TQM is a corporate culture that is characterized by increased customer
satisfaction through continuous improvement, involving all employees in the
organization.
1999
2001
Dale
Feigenbaum
TQM is the mutual co-operation of everyone in an organization and associated
business processes to produce products and services, which meet and,
hopefully, exceed the needs and expectations of customers. TQM is both a
philosophy and a set of management guiding principles for Managing an
organization. TQM is a management approach that encourages everyone in
the organization to focus exclusively upon serving the customer.
2007 Khurram
Hashmi
TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, engineering, and production, customer
service, etc.) to focus on meeting customer needs and organizational
objectives.
• TQM is a system of management that gauges a company’s dedication to consistent improvement
and a sincere effort to serve its customers with what they expect all the time. It is a philosophy of
management to achieve greater productivity and a total awareness of quality as an increasingly
important element in competitiveness (Gould, 1992).
Various definitions of total quality management
Year Author(s) Definition
1985 Ishikawa TQM as a total system approach, and an integral part of high level strategy
which works horizontally across functions and departments, involving all
employees, top to bottom, and extends backwards and forwards to include
the supply chain and the customer chain.
1989 Oakland TQM is an approach to improve competitiveness, efficiency and flexibility for a
whole organization,
1990 Milakovich “TQM is a total organizational approach for meeting customer needs and
expectations that involves all managers and employees in using quantitative
methods to improve continuously the organization’s processes, products and
services.”
1991 Hunt “TQM is not a destination, but a journey toward improvement”
1992 Hutchins “TQM is pure pragmatism”
1993 Ross defined TQM as an integrated management philosophy and set of practices
that emphasizes, among other things, continuous improvement, meeting
customers’ requirements, reducing rework, long-range thinking, increased
employee involvement and teamwork, process redesign, competitive
benchmarking, team-based problem solving, constant measuring of results,
and closer relationships with suppliers.
1993 Oakland States that TQM is an attempt to improve the whole organization’s
competitiveness, effectiveness, and structure.
1994 Dean and
Bomen
Defined quality management as approach to management comprising
mutually supported principles, where each of them is supported by a set of
practices and techniques.
1995 Corrigan, TQM is a management philosophy that builds a customer driven, learning
organization dedicated to total customer satisfaction through continuous
improvement in the effectiveness and efficiency of the organization and its
processes.
1996 Pike and
Barnes
Argue that organizations are not only technical systems, but also human
systems.
1999 Dahlgaard
et al.
TQM is a corporate culture that is characterized by increased customer
satisfaction through continuous improvement, involving all employees in the
organization.
1999
2001
Dale
Feigenbaum
TQM is the mutual co-operation of everyone in an organization and associated
business processes to produce products and services, which meet and,
hopefully, exceed the needs and expectations of customers. TQM is both a
philosophy and a set of management guiding principles for Managing an
organization. TQM is a management approach that encourages everyone in
the organization to focus exclusively upon serving the customer.
2007 Khurram
Hashmi
TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, engineering, and production, customer
service, etc.) to focus on meeting customer needs and organizational
objectives.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 11
7.0 TQM CONCEPT
TQM is a continuous process that involves the whole organization and is customer-driven. This process
is aimed at creating a culture of excellence in any organization. Hence, TQM can be seen as a process
of culture transformation through which the existing elements of the culture are modified, replaced or
strengthened with better elements. These elements encompass values and attitudes, systems and
procedures, operational practices organization structure and so forth.
TQM aims, ultimately, to enable organizations to achieve total quality in all its operational aspects.
Hence quality does not only mean the production of quality products and services but also
encompasses all operations and activities pertaining to an organization. At this stage, quality will be
reflected in many ways in an organization such as effectiveness of management, ability of the
employees, efficiency of the operational systems and so forth. The concept of total quality is explained
in Figure I.
There are many important features of TQM as shown in Figure 2. These features are the objective of
TQM; the focus of TQM; strategy of TQM for quality improvement; and the authority responsible for
implementing it (implementor)
The objective of TQM is to provide customer satisfaction. This is attained by producing outputs that
conform to the requirements of the customer and meeting customer expectations. Every output that is
produced must be defect-free or error-free because defects or errors result in customers being
dissatisfied. Hence, the organization should also ensure that the right outputs are produced as
required by the customers.
Total — made up of the whole
Quality — Degree of Excellence a Product or Service provides
Management — Act, art or manner of handling, controlling, directing etc.
The above principles are bandied freely around in the above discussion. Its worth dwelling with each
for a moment.
Be customer–focused means everything you do will be done by placing the customer in the centre. The
company should regularly check customer’s attitudes. This will include the external and internal
customer concept.
Do it right first time so that there is no rework. This essentially means cutting down on the amount of
defective work.
Constantly improve, this allows the company gradually to get better. One of the axioms use by TQM
people is ‘‘A 5% improvement in 100% of the areas is easier than a 100% improvement in 5% of the
areas.
Quality is an attitude The attitude is what differentiates between excellence and mediocracy.
Therefore it’s very important to change the attitude of the entire workforce i.e., basically the way the
company works company’s work culture.
Telling the staff what is going on means keeping the entire workforce informed about he general
direction the company is headed in typically this includes them briefings, one of the main elements to
TQM.
7.0 TQM CONCEPT
TQM is a continuous process that involves the whole organization and is customer-driven. This process
is aimed at creating a culture of excellence in any organization. Hence, TQM can be seen as a process
of culture transformation through which the existing elements of the culture are modified, replaced or
strengthened with better elements. These elements encompass values and attitudes, systems and
procedures, operational practices organization structure and so forth.
TQM aims, ultimately, to enable organizations to achieve total quality in all its operational aspects.
Hence quality does not only mean the production of quality products and services but also
encompasses all operations and activities pertaining to an organization. At this stage, quality will be
reflected in many ways in an organization such as effectiveness of management, ability of the
employees, efficiency of the operational systems and so forth. The concept of total quality is explained
in Figure I.
There are many important features of TQM as shown in Figure 2. These features are the objective of
TQM; the focus of TQM; strategy of TQM for quality improvement; and the authority responsible for
implementing it (implementor)
The objective of TQM is to provide customer satisfaction. This is attained by producing outputs that
conform to the requirements of the customer and meeting customer expectations. Every output that is
produced must be defect-free or error-free because defects or errors result in customers being
dissatisfied. Hence, the organization should also ensure that the right outputs are produced as
required by the customers.
Total — made up of the whole
Quality — Degree of Excellence a Product or Service provides
Management — Act, art or manner of handling, controlling, directing etc.
The above principles are bandied freely around in the above discussion. Its worth dwelling with each
for a moment.
Be customer–focused means everything you do will be done by placing the customer in the centre. The
company should regularly check customer’s attitudes. This will include the external and internal
customer concept.
Do it right first time so that there is no rework. This essentially means cutting down on the amount of
defective work.
Constantly improve, this allows the company gradually to get better. One of the axioms use by TQM
people is ‘‘A 5% improvement in 100% of the areas is easier than a 100% improvement in 5% of the
areas.
Quality is an attitude The attitude is what differentiates between excellence and mediocracy.
Therefore it’s very important to change the attitude of the entire workforce i.e., basically the way the
company works company’s work culture.
Telling the staff what is going on means keeping the entire workforce informed about he general
direction the company is headed in typically this includes them briefings, one of the main elements to
TQM.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 12
FIGURE 1 : THE CONCEPT OF TOTAL QUALITY TOTAL QUALITY is:
Not just the product quality Not just the quality of the service
Dedication of Drivers
Dedication of Drivers
Training and education of the workforce is a vital ingredient, as untrained staff tends to commit
mistakes. Enlarging the skill base of the staff essentially makes them do a wider range of jobs and do
them better. In the new system of working under TQM educating the staff is one of the principles.
Measurement of work allows the company to make decisions based on facts, it also helps them to
maintain standards and keep processes within the agreed tolerance levels.
The involvement of senior management is essential. The lack of which will cause the TQM program to
fail.
Getting employees to make decision on the spot so that the customer does not face any
inconvenience in empowering the employees.
Mailing it a good place to work. In many an organization there exists a lot of fear in the staff. The fear
of the boss, fear of mistakes of being sacked. TQM program is any company filled with fear cannot
work; therefore fear has to be driven out of the company before starting of TQM program.
Introduce team working, its boosts employee morale. It also reduces conflict among the staff. It
reduces the role of authority and responsibility, and it provides better more balanced solutions. In a lot
of companies teamwork is discouraged, so TQM programs must encourage it.
Management efficiency
A conductive
office
environment
Efficiency of the
telephone system
A systematic filing
system
But everything that occurs in the organization For example :
FIGURE 1 : THE CONCEPT OF TOTAL QUALITY TOTAL QUALITY is:
Not just the product quality Not just the quality of the service
Dedication of Drivers
Dedication of Drivers
Training and education of the workforce is a vital ingredient, as untrained staff tends to commit
mistakes. Enlarging the skill base of the staff essentially makes them do a wider range of jobs and do
them better. In the new system of working under TQM educating the staff is one of the principles.
Measurement of work allows the company to make decisions based on facts, it also helps them to
maintain standards and keep processes within the agreed tolerance levels.
The involvement of senior management is essential. The lack of which will cause the TQM program to
fail.
Getting employees to make decision on the spot so that the customer does not face any
inconvenience in empowering the employees.
Mailing it a good place to work. In many an organization there exists a lot of fear in the staff. The fear
of the boss, fear of mistakes of being sacked. TQM program is any company filled with fear cannot
work; therefore fear has to be driven out of the company before starting of TQM program.
Introduce team working, its boosts employee morale. It also reduces conflict among the staff. It
reduces the role of authority and responsibility, and it provides better more balanced solutions. In a lot
of companies teamwork is discouraged, so TQM programs must encourage it.
Management efficiency
A conductive
office
environment
Efficiency of the
telephone system
A systematic filing
system
But everything that occurs in the organization For example :
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 13
Organize by process, not by function. This concentrates on getting the product to the customer by
reducing the barriers between the different departments.
Management Involvement – Participate in quality program, develop quality council, direct
participation
Focus on customer – who is the customer – internal and external, voice of the customer, do it right
first time and every time.
Involvement and utilisation of entire work force – All levels of management
Continuous improvement – Quality never stops, placing orders, bill errors, delivery, minimize wastage
and scrap etc.
Treating suppliers as partners – no business exists without suppliers.
Performance measures – creating accountability in all levels
TQM focuses on the development of quality systems and work processes. This is because only quality
work systems and processes can ensure the production of quality outputs. In this respect, TQM
emphasizes on customers and suppliers. Feedback and views of the customers are used for the
purpose of designing systems and work processes to ensure that the final output conforms to
requirements. Suppliers are treated as business partners who are collectively responsible for
producing quality outputs. Suppliers play a vital role in supplying quality inputs to the organization.
Total Quality Management (TQM) can be defined as a total commitment to the continuous
improvement of a company's processes in order to maximize assets, reduce waste and rework, and
satisfy and retain customers. TQM is an endless process of continual improvement. This management
system was co-developed by W. Edwards Deming and Joseph Juran. At the heart of TQM are the ideas
that true quality can be achieved only through constant measurement and monitoring and that total
quality requires a continuous, cohesive effort by every person in a company. Its strategy requires
systematic changes in management practice, including the redesign of work, the redefinition of
managerial roles, the redesign of organizational structures, the learning of new skills by employees at
all levels, and the reorientation of organizational goals.
In adopting Deming's 14 basic principles (points) in their company, managers will need to stop
depending on inspections to achieve quality; create a constancy of purpose to improve service; make
quality the ultimate measure of success; stop awarding business solely on price; constantly improve
service systems; adopt training programs; provide leadership; drive out fear; break down barriers
among staff areas; eliminate slogans and targets; eliminate numerical goals; remove barriers to
employees' pride in their work; institute a program for retraining and education; and take action.
The successful implementation of TQM can result in a quality perception as well as customer service
leadership, helping to ensure both customer retention and new customer growth. This concept can
directly improve the productivity of a company of any size, whether it is a start-up, a struggling young
company, or an established firm looking to gain an edge on competition.
Organize by process, not by function. This concentrates on getting the product to the customer by
reducing the barriers between the different departments.
Management Involvement – Participate in quality program, develop quality council, direct
participation
Focus on customer – who is the customer – internal and external, voice of the customer, do it right
first time and every time.
Involvement and utilisation of entire work force – All levels of management
Continuous improvement – Quality never stops, placing orders, bill errors, delivery, minimize wastage
and scrap etc.
Treating suppliers as partners – no business exists without suppliers.
Performance measures – creating accountability in all levels
TQM focuses on the development of quality systems and work processes. This is because only quality
work systems and processes can ensure the production of quality outputs. In this respect, TQM
emphasizes on customers and suppliers. Feedback and views of the customers are used for the
purpose of designing systems and work processes to ensure that the final output conforms to
requirements. Suppliers are treated as business partners who are collectively responsible for
producing quality outputs. Suppliers play a vital role in supplying quality inputs to the organization.
Total Quality Management (TQM) can be defined as a total commitment to the continuous
improvement of a company's processes in order to maximize assets, reduce waste and rework, and
satisfy and retain customers. TQM is an endless process of continual improvement. This management
system was co-developed by W. Edwards Deming and Joseph Juran. At the heart of TQM are the ideas
that true quality can be achieved only through constant measurement and monitoring and that total
quality requires a continuous, cohesive effort by every person in a company. Its strategy requires
systematic changes in management practice, including the redesign of work, the redefinition of
managerial roles, the redesign of organizational structures, the learning of new skills by employees at
all levels, and the reorientation of organizational goals.
In adopting Deming's 14 basic principles (points) in their company, managers will need to stop
depending on inspections to achieve quality; create a constancy of purpose to improve service; make
quality the ultimate measure of success; stop awarding business solely on price; constantly improve
service systems; adopt training programs; provide leadership; drive out fear; break down barriers
among staff areas; eliminate slogans and targets; eliminate numerical goals; remove barriers to
employees' pride in their work; institute a program for retraining and education; and take action.
The successful implementation of TQM can result in a quality perception as well as customer service
leadership, helping to ensure both customer retention and new customer growth. This concept can
directly improve the productivity of a company of any size, whether it is a start-up, a struggling young
company, or an established firm looking to gain an edge on competition.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 14
FIGURE 2: FEATURS OF TQM
(a) Satisfaction of customer
(b) Zero defect/error-free
(c) Producing the output right the first
time
(a) Processes and systems
(b) Organisation culture
(c) Customers
(d) Suppliers
(a) Continuous improvement
(b) (b) Total involvement of the
(c) organization
(d) Strategic actions
(e) Orientation towards long term
objective
(f) Control of quality costs
(g) Preventive action
(h) Emphasis on quality assurance
(i) Systematic problem solving
(a) Top management (leaders)
(b) Total participation of workers
(c) Work teams
8.0 Goal, objective, strategy and methods of TQM
Goal: : Total Customer Satisfaction
Objectives : To create a Culture of “Continuous Improvement” for zero defects, zero loss and zero
accident.
Strategy : “Do the Right Things, right the first time, and every time.”
Methodology : Review,Plan, Train, Empower, Team, Learn from Document, Standardize the Process,
Reduce Variation, Auditing the performance, Reward & Recognition
9.0 PRINCIPLES OF TQM
The principles of Total Quality Management seek to satisfy the external customer as well as the
company’s internal customers with quality goods and services; to satisfy the external and internal
suppliers; and to continuously improve processes by working smarter and using special quality
methods. TQM requires that the principles of quality management should be applied in every branch
and at every level in the organization with an emphasis on integration into business practices and a
balance between technical, managerial and people issues. It is a company-wide approach to quality,
with improvements undertaken on a continuous basis by everyone in the organization.
Organizations can successfully practice TQM if they have a conducive work environment.
Conducive work environments enable successful implementation of TQM and ensure that it becomes a
way of life for the organization. To create such an environment organization must emphasize on
following management principles as depicted in Fig 3.
OBJECTIVE
FOCUS
STRATEGY
IMPLEMENTOR
TQM
FIGURE 2: FEATURS OF TQM
(a) Satisfaction of customer
(b) Zero defect/error-free
(c) Producing the output right the first
time
(a) Processes and systems
(b) Organisation culture
(c) Customers
(d) Suppliers
(a) Continuous improvement
(b) (b) Total involvement of the
(c) organization
(d) Strategic actions
(e) Orientation towards long term
objective
(f) Control of quality costs
(g) Preventive action
(h) Emphasis on quality assurance
(i) Systematic problem solving
(a) Top management (leaders)
(b) Total participation of workers
(c) Work teams
8.0 Goal, objective, strategy and methods of TQM
Goal: : Total Customer Satisfaction
Objectives : To create a Culture of “Continuous Improvement” for zero defects, zero loss and zero
accident.
Strategy : “Do the Right Things, right the first time, and every time.”
Methodology : Review,Plan, Train, Empower, Team, Learn from Document, Standardize the Process,
Reduce Variation, Auditing the performance, Reward & Recognition
9.0 PRINCIPLES OF TQM
The principles of Total Quality Management seek to satisfy the external customer as well as the
company’s internal customers with quality goods and services; to satisfy the external and internal
suppliers; and to continuously improve processes by working smarter and using special quality
methods. TQM requires that the principles of quality management should be applied in every branch
and at every level in the organization with an emphasis on integration into business practices and a
balance between technical, managerial and people issues. It is a company-wide approach to quality,
with improvements undertaken on a continuous basis by everyone in the organization.
Organizations can successfully practice TQM if they have a conducive work environment.
Conducive work environments enable successful implementation of TQM and ensure that it becomes a
way of life for the organization. To create such an environment organization must emphasize on
following management principles as depicted in Fig 3.
OBJECTIVE
FOCUS
STRATEGY
IMPLEMENTOR
TQM
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 15
Fig 1.2: Principles of TQM
Fig 3: Principles of TQM
As seen above, the principles are universal in nature and therefore are applicable in any organization.
1- Be Customer focused: Whatever you do for quality improvement, remember that ONLY customers
determine the level of quality. Whatever you do to foster quality improvement, training employees,
integrating quality into processes management, ONLY customers determine whether your efforts were
worthwhile.
2-Insure Total Employee Involvement: You must remove fear from work place, then empower
employee... you provide the proper environment.
Top
management
commitment
Fact based
decision
making
Teamwork and
employee
commitment
Training and
recognition
Customer
focus &
satisfaction
Continuous
improvement
Performance
measurement
Long-term strategic
& systematic
approach
PRINCIPLES
OF TQM
Fig 1.2: Principles of TQM
Fig 3: Principles of TQM
As seen above, the principles are universal in nature and therefore are applicable in any organization.
1- Be Customer focused: Whatever you do for quality improvement, remember that ONLY customers
determine the level of quality. Whatever you do to foster quality improvement, training employees,
integrating quality into processes management, ONLY customers determine whether your efforts were
worthwhile.
2-Insure Total Employee Involvement: You must remove fear from work place, then empower
employee... you provide the proper environment.
Top
management
commitment
Fact based
decision
making
Teamwork and
employee
commitment
Training and
recognition
Customer
focus &
satisfaction
Continuous
improvement
Performance
measurement
Long-term strategic
& systematic
approach
PRINCIPLES
OF TQM
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 16
3- Process Centered: Fundamental part of TQM is to focus on process thinking.
4- Integrated system: All employees must know the business mission and vision. An integrated
business system may be modeled by MBNQA or ISO 9000
5- Strategic and systematic approach: Strategic plan must integrate quality as core component.
6- Continual Improvement: Using analytical, quality tools, and creative thinking to become more
efficient and effective.
7- Fact Based Decision Making: Decision making must be ONLY on data, not personal or situational
thinking.
8- Communication: Communication strategy, method and timeliness must be well defined.
Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing employees and partners
Agility
Focus on the future
Managing for innovation
Management by fact
Public responsibility
Focus of results and creating values
Systems perspective
10.0 The Nature of TQM/The Core Values and Concepts
10 core values and concepts form the basis of TQM-driven firms;
1. Customer driven quality
2. Leadership
3. Continuous improvement
4. Full participation
5. Rapid response
6. Prevention, not detection
7. Long-range outlook
8. Management by fact
9. Partnership by development
10. Public responsibility
Customer driven quality ► Feedback from customers is very important in creating ‘customer delight’.
Leadership ► Encourage all managers about TQM knowledge so that other subordinates will follow.
Continuous improvement ► Improve all matters involved in the products and services is a ‘no end’
tasks; procedure, process, production, and service areas.
Full participation ► The company management must develop a reward and recognition full employee
participation in the TQM effort; training and problem solving course.
Rapid response ► Products and services deliver to the customers improved ‘short-cut’ time than
customers’ normal expectation.
Prevention, not detection ► Detection task always take time and cost, proactive step must be taken
instead of reactive manner.
Long-range outlook ► Future sales good sake ideas, the company management must has the future
‘ahead’ planning i.e. the range of products and services to be served to future customer e.g. Honda
3- Process Centered: Fundamental part of TQM is to focus on process thinking.
4- Integrated system: All employees must know the business mission and vision. An integrated
business system may be modeled by MBNQA or ISO 9000
5- Strategic and systematic approach: Strategic plan must integrate quality as core component.
6- Continual Improvement: Using analytical, quality tools, and creative thinking to become more
efficient and effective.
7- Fact Based Decision Making: Decision making must be ONLY on data, not personal or situational
thinking.
8- Communication: Communication strategy, method and timeliness must be well defined.
Visionary leadership
Customer-driven excellence
Organizational and personal learning
Valuing employees and partners
Agility
Focus on the future
Managing for innovation
Management by fact
Public responsibility
Focus of results and creating values
Systems perspective
10.0 The Nature of TQM/The Core Values and Concepts
10 core values and concepts form the basis of TQM-driven firms;
1. Customer driven quality
2. Leadership
3. Continuous improvement
4. Full participation
5. Rapid response
6. Prevention, not detection
7. Long-range outlook
8. Management by fact
9. Partnership by development
10. Public responsibility
Customer driven quality ► Feedback from customers is very important in creating ‘customer delight’.
Leadership ► Encourage all managers about TQM knowledge so that other subordinates will follow.
Continuous improvement ► Improve all matters involved in the products and services is a ‘no end’
tasks; procedure, process, production, and service areas.
Full participation ► The company management must develop a reward and recognition full employee
participation in the TQM effort; training and problem solving course.
Rapid response ► Products and services deliver to the customers improved ‘short-cut’ time than
customers’ normal expectation.
Prevention, not detection ► Detection task always take time and cost, proactive step must be taken
instead of reactive manner.
Long-range outlook ► Future sales good sake ideas, the company management must has the future
‘ahead’ planning i.e. the range of products and services to be served to future customer e.g. Honda
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 17
Motor (Japan) set up the future 10 years ahead through R&D process..
Management by fact ► TQM companies document all of their efforts through data collection, analysis,
and comparison.
Partnership by development ►TQM firms get the suppliers, vendors, unions, and all other related
outside groups to help improve the delivery of goods and services.
Public responsibility ►TQM firms also are interested in good corporate citizenship. They accept the
responsibility of providing their customers with safe, detect-free goods and services; work to produce
product waste; and are prepared to share their experiences to help other firms gain better corporate
citizenship.
Vision Formulation
While working on 10 TQM values and concepts, the management of the company also must formulate
a vision regarding its view of total quality e.g.;
1. How does TQM fit with the company’s value?
2. What is the company’s quality policy?
3. If wastes still exist in term of inevitable, can it be developed to make money?
Top Management Support
Top rank groups in TQM-driven company must encourage their following ranks to implement TQM
tools provided by educating them how make use all of it. It can be done while tasking through
monitoring and control system.
Planning and Organizing
Setting up a total quality management program is to plan and organize the efforts. For example in
planning; how to reduce the rate of defects in goods/services produced; with very clear objective and
the laid out pragmatic steps to implement. Organize means appoint or designating someone to head
the monitoring and control task.
Implementing and Controlling
The implementation and controlling steps are often determined when the firm formulates it total
quality plan. In most cases the focus is on key results that can be measured and charted. What are the
tools and technique used?.
The TQM is applied to many stages of Industrial Cycle which are listed below:
1. Marketing
2. Engineering
3. Purchasing
4. Manufacturing
5. Mechanical
6. Shipping
7. Installation and product service.
11.0 Fundamental factors affecting Quality : ( 9 M’s)
1. Market
2. Money
3. Management
4. Men
5. Motivation
6. Materials
7. Machines and Mechanization
8. Modern Information Methods
9. Mounting Product Requirements
Motor (Japan) set up the future 10 years ahead through R&D process..
Management by fact ► TQM companies document all of their efforts through data collection, analysis,
and comparison.
Partnership by development ►TQM firms get the suppliers, vendors, unions, and all other related
outside groups to help improve the delivery of goods and services.
Public responsibility ►TQM firms also are interested in good corporate citizenship. They accept the
responsibility of providing their customers with safe, detect-free goods and services; work to produce
product waste; and are prepared to share their experiences to help other firms gain better corporate
citizenship.
Vision Formulation
While working on 10 TQM values and concepts, the management of the company also must formulate
a vision regarding its view of total quality e.g.;
1. How does TQM fit with the company’s value?
2. What is the company’s quality policy?
3. If wastes still exist in term of inevitable, can it be developed to make money?
Top Management Support
Top rank groups in TQM-driven company must encourage their following ranks to implement TQM
tools provided by educating them how make use all of it. It can be done while tasking through
monitoring and control system.
Planning and Organizing
Setting up a total quality management program is to plan and organize the efforts. For example in
planning; how to reduce the rate of defects in goods/services produced; with very clear objective and
the laid out pragmatic steps to implement. Organize means appoint or designating someone to head
the monitoring and control task.
Implementing and Controlling
The implementation and controlling steps are often determined when the firm formulates it total
quality plan. In most cases the focus is on key results that can be measured and charted. What are the
tools and technique used?.
The TQM is applied to many stages of Industrial Cycle which are listed below:
1. Marketing
2. Engineering
3. Purchasing
4. Manufacturing
5. Mechanical
6. Shipping
7. Installation and product service.
11.0 Fundamental factors affecting Quality : ( 9 M’s)
1. Market
2. Money
3. Management
4. Men
5. Motivation
6. Materials
7. Machines and Mechanization
8. Modern Information Methods
9. Mounting Product Requirements
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 18
12.0 Five Pillars of TQM are,
· Product
· Process
· System
· People
· Leadership
Total Quality Management is an effective system for integrating the quality development, quality
maintenance and quality improvement efforts of various groups in an organization continuously, so as
to enable marketing, engineering, production and service at the most economic levels which allow for
full customer satisfaction.
13.0 TQM has 4 Targets:
1. Better, less variable quality of the product and service
2. Quicker, less variable response in processes to customer needs
3. Greater flexibility in adjusting to customer’s shifting requirements
4. Lower cost through quality improvement and eliminating of non value adding work.
14.0 HISTORICAL REVIEW OF TQM
The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor
in the 1920s. Taylor is now known as “the father of scientific management.”
The most fundamental aspect of scientific management was the separation of planning and
execution. Although the division of labor spawned tremendous leaps forward in productivity, it
virtually eliminated the old concept of craftsmanship in which one highly skilled individual performed
all the tasks required to produce a quality product. In a sense, a craftsman was CEO, production
worker, and quality controller all rolled into one person. Taylor’s scientific management did away with
this by making planning the job of management and production the job f labor. To keep quality from
falling through the cracks, it was necessary to create a separate quality department. Such departments
had shaky beginnings, and just who was responsible for quality became a clouded issue.
As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue.
Volume and complexity together gave birth to quality engineering in the 1920s and reliability
engineering in the 1950s. Quality engineering, in turn, resulted in the use of statistical methods in the
control of quality, which eventually led to the concepts of control charts and statistical process control,
which are now fundamental aspects of the total quality approach.
Industrialization led to mass production in which it led to the concept of one product at a time to the
assembly line of production. Though workmanship was affected but mass production led to more job
and reduction in cost of the product and increase in quality, reduction of defects etc.
1924 – After WWI, W.A. Sherwat of Bell Telephone statistical chart for the control of various. Concept
of sample tests were followed. It was a failure in the initial stages.
1946 – ASQC American Society for Quality Control, now ASQ. Frequent meetings, conferences and
publications were made to public.
1950 – W.Edwards Demings his guidance and lecture to Japan engineers transformed quality concepts
in the organisation. His cycle ACT-PLAN-DO-CHECK
1954 – Joseph M.Juran Concept of efficient and productive. Juran Trilogy
Quality planning – Quality Control – Quality Improvement
1960 – Quality control circles was formed. Zero defects concepts
12.0 Five Pillars of TQM are,
· Product
· Process
· System
· People
· Leadership
Total Quality Management is an effective system for integrating the quality development, quality
maintenance and quality improvement efforts of various groups in an organization continuously, so as
to enable marketing, engineering, production and service at the most economic levels which allow for
full customer satisfaction.
13.0 TQM has 4 Targets:
1. Better, less variable quality of the product and service
2. Quicker, less variable response in processes to customer needs
3. Greater flexibility in adjusting to customer’s shifting requirements
4. Lower cost through quality improvement and eliminating of non value adding work.
14.0 HISTORICAL REVIEW OF TQM
The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor
in the 1920s. Taylor is now known as “the father of scientific management.”
The most fundamental aspect of scientific management was the separation of planning and
execution. Although the division of labor spawned tremendous leaps forward in productivity, it
virtually eliminated the old concept of craftsmanship in which one highly skilled individual performed
all the tasks required to produce a quality product. In a sense, a craftsman was CEO, production
worker, and quality controller all rolled into one person. Taylor’s scientific management did away with
this by making planning the job of management and production the job f labor. To keep quality from
falling through the cracks, it was necessary to create a separate quality department. Such departments
had shaky beginnings, and just who was responsible for quality became a clouded issue.
As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue.
Volume and complexity together gave birth to quality engineering in the 1920s and reliability
engineering in the 1950s. Quality engineering, in turn, resulted in the use of statistical methods in the
control of quality, which eventually led to the concepts of control charts and statistical process control,
which are now fundamental aspects of the total quality approach.
Industrialization led to mass production in which it led to the concept of one product at a time to the
assembly line of production. Though workmanship was affected but mass production led to more job
and reduction in cost of the product and increase in quality, reduction of defects etc.
1924 – After WWI, W.A. Sherwat of Bell Telephone statistical chart for the control of various. Concept
of sample tests were followed. It was a failure in the initial stages.
1946 – ASQC American Society for Quality Control, now ASQ. Frequent meetings, conferences and
publications were made to public.
1950 – W.Edwards Demings his guidance and lecture to Japan engineers transformed quality concepts
in the organisation. His cycle ACT-PLAN-DO-CHECK
1954 – Joseph M.Juran Concept of efficient and productive. Juran Trilogy
Quality planning – Quality Control – Quality Improvement
1960 – Quality control circles was formed. Zero defects concepts
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 19
1970 – Reactive approach to proactive approach. Shift from Japan to USA
1980 – SPC – Statistical Process Control. Concepts of parameter and tolerance. Experiments
1990 – Concepts of certification of ISO, CMM etc
2000 – six sigma concept - Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used
to represent standard deviation in statistics) from mean. Six Sigma methodologies provide the
techniques and tools to improve the capability and reduce the defects in any process.
The history of quality management is undoubtedly as old as the manufacturing industry itself.
TQM is now part of a much wider concept that addresses overall organizational performance and
recognizes the importance of processes. There is extensive research evidence that demonstrates the
benefits from the approach. Fig. 4 indicates the quality evolution phases originated from industrial
revolution.
Fig.4: Quality evolution phase from industrial revolution period to modern times.
From the above figure it is clear that the concept of quality has grown in complexity to include design,
analysis, techniques, and implementation methodologies, to apply to all aspects of business processes
and functions and, thereby, elevate its status to that of a science.
15.0 Quality Movement in India:
Before Independence in India, quality has been a tradition but not in a consolidated form.
Walter Shewhart, the father of Statistical Quality Control, visited India for a short period of three
months during 1947-48 and initiated the SQC movements in Indian companies.
The quality movement was consolidated in the 1980s in the Indian Industries to bring out synergy of
resources by the pioneering efforts of Confederation of Indian Industries (CII)
Dr.W.Edward Deming, the father of Quality Control , who taught Japanese about applying PDCA cycle
(Deming Cycle) came to India in early 1950s.
The TQM movement in USA in 1980s triggered quality movement in India in the year 1982 and Quality
Circle was born.
Prof. Ishikawa , the founder of quality movement in Japan was invited by CII to come to India to ddress
Indian Industry in 1986.
TQM
1900
Operator
Inspection
1920
Foremen
Verification
1940
Q C Dept.
100%
Inspection
1960
Q C Dept
statistical
sampling
inspection
(SQC)
1980
Q C Dept
statistical
process
control
(SPC)
1990
T Q C
dept
statistical
problem
solving
(SPS)
2000
Business
excellence
(BE) 1924:
Control
Chart by
Shewhart
1951: The
Deming
Prize
initiated
1962: QC
circle
activities
started
1980:
TQM
ISO 9000s
QMS with
TQM
1970 – Reactive approach to proactive approach. Shift from Japan to USA
1980 – SPC – Statistical Process Control. Concepts of parameter and tolerance. Experiments
1990 – Concepts of certification of ISO, CMM etc
2000 – six sigma concept - Six Sigma stands for Six Standard Deviations (Sigma is the Greek letter used
to represent standard deviation in statistics) from mean. Six Sigma methodologies provide the
techniques and tools to improve the capability and reduce the defects in any process.
The history of quality management is undoubtedly as old as the manufacturing industry itself.
TQM is now part of a much wider concept that addresses overall organizational performance and
recognizes the importance of processes. There is extensive research evidence that demonstrates the
benefits from the approach. Fig. 4 indicates the quality evolution phases originated from industrial
revolution.
Fig.4: Quality evolution phase from industrial revolution period to modern times.
From the above figure it is clear that the concept of quality has grown in complexity to include design,
analysis, techniques, and implementation methodologies, to apply to all aspects of business processes
and functions and, thereby, elevate its status to that of a science.
15.0 Quality Movement in India:
Before Independence in India, quality has been a tradition but not in a consolidated form.
Walter Shewhart, the father of Statistical Quality Control, visited India for a short period of three
months during 1947-48 and initiated the SQC movements in Indian companies.
The quality movement was consolidated in the 1980s in the Indian Industries to bring out synergy of
resources by the pioneering efforts of Confederation of Indian Industries (CII)
Dr.W.Edward Deming, the father of Quality Control , who taught Japanese about applying PDCA cycle
(Deming Cycle) came to India in early 1950s.
The TQM movement in USA in 1980s triggered quality movement in India in the year 1982 and Quality
Circle was born.
Prof. Ishikawa , the founder of quality movement in Japan was invited by CII to come to India to ddress
Indian Industry in 1986.
TQM
1900
Operator
Inspection
1920
Foremen
Verification
1940
Q C Dept.
100%
Inspection
1960
Q C Dept
statistical
sampling
inspection
(SQC)
1980
Q C Dept
statistical
process
control
(SPC)
1990
T Q C
dept
statistical
problem
solving
(SPS)
2000
Business
excellence
(BE) 1924:
Control
Chart by
Shewhart
1951: The
Deming
Prize
initiated
1962: QC
circle
activities
started
1980:
TQM
ISO 9000s
QMS with
TQM
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 20
CII organized a first major seminar with Joseph Juran in 1987.
CII provided a focus and an impetus to the quality movement by forming a TQM division in 1987. By
then the focus was shifted from quality circles to quality management.
CII set up the TQM division with the help of 21 companies who agreed to support the journey of TQM
in India. The chief executives of these companies formed a National Committee on Quality.
CII also launched the first news letter on Quality.
The year 1987 brought the ISO 9000 standards into reality and visible strategies emerged.
CII organized training programmes in ISO 9000 quality systems for international standards and
certification in the year 1989.
From the year 1991, Indian companies started to get the ISO 9000 certifications.
The concept of TQM spread over the service sector and technology apart from engineering
applications.
CII organized and launch of National Quality Campaign in 1992, led by the Prime Minister of India and
the “ Quality Summit ” organized by CII has now become an annual feature across the country.
The future thrust on quality movement in India would be based on:
Application Research ( Industry and Academics)
Experience Sharing
ISO certifications
Environmental protection, safety and consumer protection for quality enhancement.
16.0 Challenges facing managers and organizations that seek to implement total
quality management.
A. Total Quality Management (TQM) – improving the quality of products and services
should be the focus of everyone in the organization.
1. Build commitment to quality.
2. Focus on the customer.
3. Find ways to measure quality.
4. Set goals and create incentives to reach them.
5. Obtain input from employees.
6. Find defects and trace them to their source.
7. Use a JIT inventory system.
8. Work closely with suppliers.
9. Design for ease in the production process.
10. Break down barriers between the different functional areas.
17.0 Barriers in TQM Implementation
1. Lack of commitment from top management – avoiding training for self and employees, meetings
2. Lack of employee involvement – particularly at managerial level, supportive attitude, trust
3. Lack of team work – Co-operation and co-ordination within workers.
4. Lack of customer oriented approach – Know the customer need, demand, taste, shortcomings
CII organized a first major seminar with Joseph Juran in 1987.
CII provided a focus and an impetus to the quality movement by forming a TQM division in 1987. By
then the focus was shifted from quality circles to quality management.
CII set up the TQM division with the help of 21 companies who agreed to support the journey of TQM
in India. The chief executives of these companies formed a National Committee on Quality.
CII also launched the first news letter on Quality.
The year 1987 brought the ISO 9000 standards into reality and visible strategies emerged.
CII organized training programmes in ISO 9000 quality systems for international standards and
certification in the year 1989.
From the year 1991, Indian companies started to get the ISO 9000 certifications.
The concept of TQM spread over the service sector and technology apart from engineering
applications.
CII organized and launch of National Quality Campaign in 1992, led by the Prime Minister of India and
the “ Quality Summit ” organized by CII has now become an annual feature across the country.
The future thrust on quality movement in India would be based on:
Application Research ( Industry and Academics)
Experience Sharing
ISO certifications
Environmental protection, safety and consumer protection for quality enhancement.
16.0 Challenges facing managers and organizations that seek to implement total
quality management.
A. Total Quality Management (TQM) – improving the quality of products and services
should be the focus of everyone in the organization.
1. Build commitment to quality.
2. Focus on the customer.
3. Find ways to measure quality.
4. Set goals and create incentives to reach them.
5. Obtain input from employees.
6. Find defects and trace them to their source.
7. Use a JIT inventory system.
8. Work closely with suppliers.
9. Design for ease in the production process.
10. Break down barriers between the different functional areas.
17.0 Barriers in TQM Implementation
1. Lack of commitment from top management – avoiding training for self and employees, meetings
2. Lack of employee involvement – particularly at managerial level, supportive attitude, trust
3. Lack of team work – Co-operation and co-ordination within workers.
4. Lack of customer oriented approach – Know the customer need, demand, taste, shortcomings
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 21
5. Lack of attention to feedback and complaints –
6. Supplier control – in terms of materials, cost, quality, delivery etc
7. Review quality procedures – up gradation, correct past errors. Learn from experience.
18.0TQM Framework
TQM Framework begins with the knowledge provided by gurus of quality. According to the chart they
contributed to development of principles and practices and/or tools and techniques of TQM.
19.0 Benefits of TQM
Total Quality Management (TQM) is a philosophy aimed at improving business as a whole. Some of the
benefits lie in the continuous improvement of processes and products, and enhanced efficiency of
people and machines leading to improved quality.
The application of Total Quality Management helps in streamlining processes, and ensures a proactive
work system ready to counter deviations from the ideal state. What are some of the major benefits of
Total Quality Management?
The major thrust of Total Quality Management (TQM) is to achieve productivity and process efficiency
by identifying and eliminating problems in work processes and systems. TQM addresses key problem
areas such as mistakes in work processes, redundant processes, unnecessary tasks, and duplicate
efforts. TQM interventions also help with predicting and pre-empting such mistakes and unproductive
activities.
Improving process efficiency brings about many benefits to the organizations in terms of costs and
time.
5. Lack of attention to feedback and complaints –
6. Supplier control – in terms of materials, cost, quality, delivery etc
7. Review quality procedures – up gradation, correct past errors. Learn from experience.
18.0TQM Framework
TQM Framework begins with the knowledge provided by gurus of quality. According to the chart they
contributed to development of principles and practices and/or tools and techniques of TQM.
19.0 Benefits of TQM
Total Quality Management (TQM) is a philosophy aimed at improving business as a whole. Some of the
benefits lie in the continuous improvement of processes and products, and enhanced efficiency of
people and machines leading to improved quality.
The application of Total Quality Management helps in streamlining processes, and ensures a proactive
work system ready to counter deviations from the ideal state. What are some of the major benefits of
Total Quality Management?
The major thrust of Total Quality Management (TQM) is to achieve productivity and process efficiency
by identifying and eliminating problems in work processes and systems. TQM addresses key problem
areas such as mistakes in work processes, redundant processes, unnecessary tasks, and duplicate
efforts. TQM interventions also help with predicting and pre-empting such mistakes and unproductive
activities.
Improving process efficiency brings about many benefits to the organizations in terms of costs and
time.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 22
The major benefits of TQM in terms of cost savings include:
elimination of non-confirmation and repetitive work
elimination of waste costs and reject products
elimination of repairs and reworks
reduced warranty and customer support costs
process efficiency leading to improved profit per product or service
fiscal discipline through elimination of unnecessary steps and wasteful expenditure
Customer satisfaction oriented benefits :
1. Improvement in product quality
2. Improvement in product design
3. Improvement in production flow
4. Improvement in employee morale and quality consciousness
5. Improvement in product service
6. Improvement in market place acceptance
Economic improvement oriented benefits :
1. Reduction in operating costs
2. Reduction in operating losses
3. Reduction in field service costs
4. Reduction in liability exposure
For Management
-Provides an invaluable problem-solving tool for managers and supervisors to use
- Dispels negative attitudes
- Management becomes more aware of problems that affect the individual’s work environment
- Employees gain a sense of participation
- Increases efficiency and productivity
- Reduces turnover rate, tardiness, costs, errors,and scrap & rework
- Improves communications within and among all departments
- Develops management skills that were never taught, or are long forgotten due to lack of application
- Develops overall company awareness and company unity
- Rearranges priorities which once seemed locked in place
- Builds loyalty to the company
- Reveals training requirements in all departments
- Lessens the number of defects received from suppliers when they are encouraged to train in quality
management
For Employee
-Provides opportunity for personal growth and development (as a result of team training activities) and
the opportunity to develop and present recommendations
- Increases innovation (through a greater variety of approaches and perspectives) for solving problems,
removing fear of failure
- Employees use their knowledge and skills to generate data-driven recommendations that will lead to
well-informed decisionmaking
- Encourages decision-making at the most appropriate level
- Increases motivation and acceptance of new ideas
- Increases job satisfaction (as a result of the opportunity to participate in and have influence over
work)
- Recognizes employees for their knowledge, skills, and contribution toward improvement
- Develops mutual respect among employees, management and customers
- Promotes teamwork.
The major benefits of TQM in terms of cost savings include:
elimination of non-confirmation and repetitive work
elimination of waste costs and reject products
elimination of repairs and reworks
reduced warranty and customer support costs
process efficiency leading to improved profit per product or service
fiscal discipline through elimination of unnecessary steps and wasteful expenditure
Customer satisfaction oriented benefits :
1. Improvement in product quality
2. Improvement in product design
3. Improvement in production flow
4. Improvement in employee morale and quality consciousness
5. Improvement in product service
6. Improvement in market place acceptance
Economic improvement oriented benefits :
1. Reduction in operating costs
2. Reduction in operating losses
3. Reduction in field service costs
4. Reduction in liability exposure
For Management
-Provides an invaluable problem-solving tool for managers and supervisors to use
- Dispels negative attitudes
- Management becomes more aware of problems that affect the individual’s work environment
- Employees gain a sense of participation
- Increases efficiency and productivity
- Reduces turnover rate, tardiness, costs, errors,and scrap & rework
- Improves communications within and among all departments
- Develops management skills that were never taught, or are long forgotten due to lack of application
- Develops overall company awareness and company unity
- Rearranges priorities which once seemed locked in place
- Builds loyalty to the company
- Reveals training requirements in all departments
- Lessens the number of defects received from suppliers when they are encouraged to train in quality
management
For Employee
-Provides opportunity for personal growth and development (as a result of team training activities) and
the opportunity to develop and present recommendations
- Increases innovation (through a greater variety of approaches and perspectives) for solving problems,
removing fear of failure
- Employees use their knowledge and skills to generate data-driven recommendations that will lead to
well-informed decisionmaking
- Encourages decision-making at the most appropriate level
- Increases motivation and acceptance of new ideas
- Increases job satisfaction (as a result of the opportunity to participate in and have influence over
work)
- Recognizes employees for their knowledge, skills, and contribution toward improvement
- Develops mutual respect among employees, management and customers
- Promotes teamwork.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 23
QUESTION AND ANSWEAR
1. What is Quality?
Quality is generally defined as conformance to requirements. It is also conformance to a standard that
is required. However, many consider that quality need not just be conformance to requirements but
should be an assurance of being the best in the world of that type. In addition, it should also keep a
constancy of purpose.
2. What is Total Quality?
Total quality refers not only to the product but also to the way the product is made as well as
presented to the customer. Total quality asks for customer orientation, process orientation, people
management and leadership. All these are continuous processes.
3. What is TQM?
TQM is a people driven process. It involves changes in people process orientation and continuous
improvement of the process. It strives for empowerment and autonomy of the people involved in using
processes of production. It asks people to continuously look for new ways to adapt to the changing
environment. It is a continuous improvement plan, with an effort to bring out the best for the
stakeholders as well as for the institution.
4. What is Misconceptions about TQM?
It is not an imposition from top downwards. It is not done through inspections. It can work only when
stakeholders understand the importance of guaranteeing quality and improving continuously. Unless
the institution and the stakeholders have a keen desire and a constancy of purpose, TQM cannot be
introduced. TQM is not about working according to someone else’s agenda, it should be owned by the
institution and the members should feel for the cause and act for it.
5. Why Focus on Quality?
To understand total quality, one must first understand quality. Customers of businesses will define
quality very clearly using specifications, standards, and other measures. This makes the point that
quality can be defined and measured. Although few consumers could define quality if asked, all know it
when they see it. This makes the critical point that quality is in the eye of the beholder. With the total
quality approach, customers ultimately define quality.
People deal with the issue of quality continually in their daily lives. We concern ourselves with quality
when grocery shopping, eating in a restaurant, and making a major purchase such as an automobile, a
home, a television, or a personal computer. Perceived quality is a major factor by which people make
distinctions in the market place. Whether we articulate them openly or keep them in the back of our
minds. We all apply a number of criteria when making a purchase. The extent to which a purchase
meets these criteria determines its quality in our eyes.
One way to understand quality as a consumer-driven concept is to consider the example of eating at a
restaurant. How will you judge the quality of the restaurant? Most people apply such criteria as the
following:
Service
Response time
Food preparation
Environment/atmosphere
Price
Selection
QUESTION AND ANSWEAR
1. What is Quality?
Quality is generally defined as conformance to requirements. It is also conformance to a standard that
is required. However, many consider that quality need not just be conformance to requirements but
should be an assurance of being the best in the world of that type. In addition, it should also keep a
constancy of purpose.
2. What is Total Quality?
Total quality refers not only to the product but also to the way the product is made as well as
presented to the customer. Total quality asks for customer orientation, process orientation, people
management and leadership. All these are continuous processes.
3. What is TQM?
TQM is a people driven process. It involves changes in people process orientation and continuous
improvement of the process. It strives for empowerment and autonomy of the people involved in using
processes of production. It asks people to continuously look for new ways to adapt to the changing
environment. It is a continuous improvement plan, with an effort to bring out the best for the
stakeholders as well as for the institution.
4. What is Misconceptions about TQM?
It is not an imposition from top downwards. It is not done through inspections. It can work only when
stakeholders understand the importance of guaranteeing quality and improving continuously. Unless
the institution and the stakeholders have a keen desire and a constancy of purpose, TQM cannot be
introduced. TQM is not about working according to someone else’s agenda, it should be owned by the
institution and the members should feel for the cause and act for it.
5. Why Focus on Quality?
To understand total quality, one must first understand quality. Customers of businesses will define
quality very clearly using specifications, standards, and other measures. This makes the point that
quality can be defined and measured. Although few consumers could define quality if asked, all know it
when they see it. This makes the critical point that quality is in the eye of the beholder. With the total
quality approach, customers ultimately define quality.
People deal with the issue of quality continually in their daily lives. We concern ourselves with quality
when grocery shopping, eating in a restaurant, and making a major purchase such as an automobile, a
home, a television, or a personal computer. Perceived quality is a major factor by which people make
distinctions in the market place. Whether we articulate them openly or keep them in the back of our
minds. We all apply a number of criteria when making a purchase. The extent to which a purchase
meets these criteria determines its quality in our eyes.
One way to understand quality as a consumer-driven concept is to consider the example of eating at a
restaurant. How will you judge the quality of the restaurant? Most people apply such criteria as the
following:
Service
Response time
Food preparation
Environment/atmosphere
Price
Selection
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 24
The example gets at one aspect of quality the results aspect. Does the product or service meet or
exceed customer expectations? This is a critical aspect of quality, but it is not the only one. Total
quality is a much broader concept that encompasses not just the results aspect but also the quality Of
people and the quality of processes.
6. Define Total Quality?
TQM is an enhancement to the traditional way of doing business. It is the art of
managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding
principles that represent the foundation of a continuously improving organization. It is the application
of quantitative methods and human resources to improve all the processes within an organization and
exceed customer needs now and in the future. It integrates fundamental
management techniques, existing improvement efforts, and technical tools under a disciplined
approach.
7 Give the Basic Concepts of TQM?
• A committed and involved management to provide long-term top-to-bottom organizational support.
• An unwavering focuses on the customer, both internally and externally.
• Effective involvement and utilization of the entire work force.
• Continuous improvement of the business and production process.
• Treating suppliers as partners.
• Establish performance measures for the processes.
8. Give the Obstacles associated with TQM Implementation?
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and isolated individuals and departments
• Ineffective measurement techniques and lack of access to data and results.
• Paying inadequate attention to internal and external customers.
• Inadequate use of empowerment and teamwork.
9. Give the Objectives of TQM?
To develop a conceptual understanding of the basic principles and methods associated with TQM;
• To develop an understanding of how these principles and methods have been put into effect in a
variety of organizations;
• To develop an understanding of the relationship between TQM principles and the
theories and models studied in traditional management;
• To do the right things, right the first time, every time.
10. What is a quality policy?
The Quality Policy is a guide for everyone in the organization as to how
they should provide products and service to the customers. The common characteristics are
• Quality is first among equals.
• Meet the needs of the internal and external customers.
• Equal or exceed the competition.
• Continually improve the quality.
• Include business and production practices.
• Utilize the entire work force.
The example gets at one aspect of quality the results aspect. Does the product or service meet or
exceed customer expectations? This is a critical aspect of quality, but it is not the only one. Total
quality is a much broader concept that encompasses not just the results aspect but also the quality Of
people and the quality of processes.
6. Define Total Quality?
TQM is an enhancement to the traditional way of doing business. It is the art of
managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding
principles that represent the foundation of a continuously improving organization. It is the application
of quantitative methods and human resources to improve all the processes within an organization and
exceed customer needs now and in the future. It integrates fundamental
management techniques, existing improvement efforts, and technical tools under a disciplined
approach.
7 Give the Basic Concepts of TQM?
• A committed and involved management to provide long-term top-to-bottom organizational support.
• An unwavering focuses on the customer, both internally and externally.
• Effective involvement and utilization of the entire work force.
• Continuous improvement of the business and production process.
• Treating suppliers as partners.
• Establish performance measures for the processes.
8. Give the Obstacles associated with TQM Implementation?
• Lack of management commitment
• Inability to change organizational culture
• Improper planning
• Lack of continuous training and education
• Incompatible organizational structure and isolated individuals and departments
• Ineffective measurement techniques and lack of access to data and results.
• Paying inadequate attention to internal and external customers.
• Inadequate use of empowerment and teamwork.
9. Give the Objectives of TQM?
To develop a conceptual understanding of the basic principles and methods associated with TQM;
• To develop an understanding of how these principles and methods have been put into effect in a
variety of organizations;
• To develop an understanding of the relationship between TQM principles and the
theories and models studied in traditional management;
• To do the right things, right the first time, every time.
10. What is a quality policy?
The Quality Policy is a guide for everyone in the organization as to how
they should provide products and service to the customers. The common characteristics are
• Quality is first among equals.
• Meet the needs of the internal and external customers.
• Equal or exceed the competition.
• Continually improve the quality.
• Include business and production practices.
• Utilize the entire work force.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 25
11.How Is Total Quality Different?
What distinguishes the total quality approach from traditional ways of doing business can be found in
how it is achieved. The distinctive characteristics of total quality are these: customer focus (internal
and external), obsession with quality, use of the scientific approach indecision making and problem
solving, long-term commitment, teamwork, employee involvement and empowerment, continual
process improvement, bottom-up education and training, freedom through control, and unity of
purpose, all deliberately aimed at supporting the organizational strategy.
12. Where did the idea of TQM come from?
The notion of TQM was first developed by Feigenbaum and popularises by W Edwards Deming who
implemented many TQM programmes in Japan, where his ideas, initially at least, were more readily
accepted. In essence, Deming, Juran, Crosby and all the other gurus, said that total quality
management involves everyone taking a positive and proactive approach to quality and that good
quality, i.e. consistent conformance to customers’ expectations, can only be achieved if:
The organisation understands what customer needs are and could define and specify all of
them (see quality characteristics chapter 17).
All employees understand that all parts of an organisation have a role to play in meeting
customer expectations, not just the people on the shop floor, but the work of finance staff for
example in ensuring error free invoices for example.
Each employee recognises that they have an impact on quality.
All the costs of quality are considered, not just the cost of putting things right when they go
wrong, but also the costs of trying to prevent problems, with an emphasis on the latter in order
to bring about a reduction in the former.
There is a focus on getting things ‘right first time’ and instead of putting it right when it goes
wrong to try to make sure it does not go wrong in the first place.
There are robust and organisation-wide quality systems and procedures that both ensure the
things above happen, but also the removal of systems and procedures that can make quality
difficult to deliver (see Deliberate Defectives box).
The organisation is concerned with continually improving what it does and how it does it (see
chapter 18).
13.What are the main differences between traditional quality management and TQM?
What was different and important about TQM was that it changed people’s views about the nature of
quality problems and the responsibility for quality. Quality was (and still is in some organisations!) seen
simply an issue for manufacturing or service employees where the role of management is to put checks
and controls in place (using some of the techniques described in chapter 17) in order to ‘inspect-in’
quality. This is what is known as the ‘traditional’ approach to quality. Deming and the other gurus
challenged this view with their beliefs that:
Quality was an issue for everyone (everyone in the organisation and also suppliers and
customers, i.e. the whole of the supply chain).and
Quality had to be ‘built-in’ to prevent problems occurring.
The Eurocamp and Unipart illustrations in the chapter provide examples of this.
14. What are the main implementation issues in TQM initiatives?
The main implementation issues are:
11.How Is Total Quality Different?
What distinguishes the total quality approach from traditional ways of doing business can be found in
how it is achieved. The distinctive characteristics of total quality are these: customer focus (internal
and external), obsession with quality, use of the scientific approach indecision making and problem
solving, long-term commitment, teamwork, employee involvement and empowerment, continual
process improvement, bottom-up education and training, freedom through control, and unity of
purpose, all deliberately aimed at supporting the organizational strategy.
12. Where did the idea of TQM come from?
The notion of TQM was first developed by Feigenbaum and popularises by W Edwards Deming who
implemented many TQM programmes in Japan, where his ideas, initially at least, were more readily
accepted. In essence, Deming, Juran, Crosby and all the other gurus, said that total quality
management involves everyone taking a positive and proactive approach to quality and that good
quality, i.e. consistent conformance to customers’ expectations, can only be achieved if:
The organisation understands what customer needs are and could define and specify all of
them (see quality characteristics chapter 17).
All employees understand that all parts of an organisation have a role to play in meeting
customer expectations, not just the people on the shop floor, but the work of finance staff for
example in ensuring error free invoices for example.
Each employee recognises that they have an impact on quality.
All the costs of quality are considered, not just the cost of putting things right when they go
wrong, but also the costs of trying to prevent problems, with an emphasis on the latter in order
to bring about a reduction in the former.
There is a focus on getting things ‘right first time’ and instead of putting it right when it goes
wrong to try to make sure it does not go wrong in the first place.
There are robust and organisation-wide quality systems and procedures that both ensure the
things above happen, but also the removal of systems and procedures that can make quality
difficult to deliver (see Deliberate Defectives box).
The organisation is concerned with continually improving what it does and how it does it (see
chapter 18).
13.What are the main differences between traditional quality management and TQM?
What was different and important about TQM was that it changed people’s views about the nature of
quality problems and the responsibility for quality. Quality was (and still is in some organisations!) seen
simply an issue for manufacturing or service employees where the role of management is to put checks
and controls in place (using some of the techniques described in chapter 17) in order to ‘inspect-in’
quality. This is what is known as the ‘traditional’ approach to quality. Deming and the other gurus
challenged this view with their beliefs that:
Quality was an issue for everyone (everyone in the organisation and also suppliers and
customers, i.e. the whole of the supply chain).and
Quality had to be ‘built-in’ to prevent problems occurring.
The Eurocamp and Unipart illustrations in the chapter provide examples of this.
14. What are the main implementation issues in TQM initiatives?
The main implementation issues are:
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 26
To realise that TQM is not a ‘quick fix’ but a long-term approach to quality. Good quality needs
to be underpinned by systems with clearly set out goals and guidelines.
The need for top management commitment – because TQM involves the whole organisation
without top level support any such initiative is doomed to failure. This support usually is
evidenced by an executive champion, and a high level steering group.
Involving the people who know – TQM is not a management tool but a means of involving
everyone in identifying and solving problems. It is essential that there should be means of
involving everyone, providing necessary training and also recognising success when it is
achieved.
The final issue is that TQM may, over time, lose its effectiveness (see figure 20.8), if it is seen as
a ’programme’ (with an implied start and end) rather than a ‘working philosophy’ that is a part
of the organisation’s way of working. To this end many organisations refrain from using the
name ‘TQM’ and simply seek to encourage good (TQM) practice.
15. How do quality awards and models contribute towards TQM?
The Ulster Carpets box provides a useful example of the application of the EFQM quality award and
how it underpinned the company’s TQM approach.
Quality awards are useful because they:
Provide motivation for improving quality and pursuing TQM approaches.
Provide frameworks to assess quality.
Provide incentives to improve quality.
Provide international recognition of success.
16.Why TQM Fails?
Yes, Total Quality Management fails. We don't hear too much about those. When it does not bring
about improvement in the workplace, it is usually a result of faulty implementation rather than
anything intrinsically wrong with the concepts.
Reason #1: Improper Planning
Organizations tend to be so anxious to begin doing "something", that they start off being unclear as to
what they are trying to accomplish and how to get there. There is a time to jump to action and a time
to insure that the actions are properly planned and considered. Jumping in too early creates chaos,
and cynicism as expectations are frustrated.
Reason #2: Management Confusion
Managers need to lead the organization to quality processes. Too often managers have not considered
what this means on a day to day level. Many managers will need some coaching on what their roles
might be, and how to carry them out, but quite frequently, managers are not prepared for the tasks
they face.
Reason #3: Inadequate Support To Managers
So far, there has been a tendency to hire TQM consultants to visit for a half-day or so to start the
process. This puts incredible pressure on managers since they have little ongoing access to the expert
help they need to make this work. Also, some activities that are part of TQM are best carried out by
"outsiders" who bring a different kind of objectivity to the process.
Reason #4: Partial Implementation (Hedging)
Many organizations jump in by implementing only one piece of TQM, usually focussing on the
customer, or collecting information from employees. Customer service is only one part of the puzzle,
and empowering employees is not likely to bring about change unless other issues are addressed.
To realise that TQM is not a ‘quick fix’ but a long-term approach to quality. Good quality needs
to be underpinned by systems with clearly set out goals and guidelines.
The need for top management commitment – because TQM involves the whole organisation
without top level support any such initiative is doomed to failure. This support usually is
evidenced by an executive champion, and a high level steering group.
Involving the people who know – TQM is not a management tool but a means of involving
everyone in identifying and solving problems. It is essential that there should be means of
involving everyone, providing necessary training and also recognising success when it is
achieved.
The final issue is that TQM may, over time, lose its effectiveness (see figure 20.8), if it is seen as
a ’programme’ (with an implied start and end) rather than a ‘working philosophy’ that is a part
of the organisation’s way of working. To this end many organisations refrain from using the
name ‘TQM’ and simply seek to encourage good (TQM) practice.
15. How do quality awards and models contribute towards TQM?
The Ulster Carpets box provides a useful example of the application of the EFQM quality award and
how it underpinned the company’s TQM approach.
Quality awards are useful because they:
Provide motivation for improving quality and pursuing TQM approaches.
Provide frameworks to assess quality.
Provide incentives to improve quality.
Provide international recognition of success.
16.Why TQM Fails?
Yes, Total Quality Management fails. We don't hear too much about those. When it does not bring
about improvement in the workplace, it is usually a result of faulty implementation rather than
anything intrinsically wrong with the concepts.
Reason #1: Improper Planning
Organizations tend to be so anxious to begin doing "something", that they start off being unclear as to
what they are trying to accomplish and how to get there. There is a time to jump to action and a time
to insure that the actions are properly planned and considered. Jumping in too early creates chaos,
and cynicism as expectations are frustrated.
Reason #2: Management Confusion
Managers need to lead the organization to quality processes. Too often managers have not considered
what this means on a day to day level. Many managers will need some coaching on what their roles
might be, and how to carry them out, but quite frequently, managers are not prepared for the tasks
they face.
Reason #3: Inadequate Support To Managers
So far, there has been a tendency to hire TQM consultants to visit for a half-day or so to start the
process. This puts incredible pressure on managers since they have little ongoing access to the expert
help they need to make this work. Also, some activities that are part of TQM are best carried out by
"outsiders" who bring a different kind of objectivity to the process.
Reason #4: Partial Implementation (Hedging)
Many organizations jump in by implementing only one piece of TQM, usually focussing on the
customer, or collecting information from employees. Customer service is only one part of the puzzle,
and empowering employees is not likely to bring about change unless other issues are addressed.
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 27
Reason #5: Inadequate Marketing
There is considerable cynicism in the public sector these days. Employees have seen management fads
come and go without impact. TQM programs that do not communicate the TQM principles, and
management intent usually fail. TQM must be explained in ways which show how it will benefit all
members of the organization. Then management must lead by example.
Reason #6: Impatience
Any organization change requires perseverance and patience. Management that is not willing to work
at it over an extended time will start backing off the principles and become inconsistent in their
actions. That destroys their own credibility and the credibility of organization change in general.
17.Write short notes on the Three Spheres of Quality
. Quality Control
- Includes phases of analysis, relation, and generalization. - Activities relating to quality control include:
. Monitoring process capability and stability
. Measuring process performance
. Reducing process variability
. Optimizing processes to nominal measures
Quality Assurance
- Refers to activities associated with guaranteeing the quality of a product or service.
- Quality assurance activities include tasks such as:
. Failure mode and effects analysis
. Concurrent engineering
. Process improvements
. Design team formation and management
. Quality Management
- The management processes that overarch and tie together the control and assurance
activities make up quality management.
- For this reason, a variety of managers, supervisors, and employees are involved in quality
management activities.
18. Define quality for the following products: a university, an exercise facility, spaghetti sauce, and
toothpaste. Compare your definitions with those of others in your class.
The quality of a university can be defined as:
quality of professors – have Ph.D., helpful, knowledgeable, able to clearly explain material, fair
ability to place students in a good position at a high salary in a timely manner
facilities are up-to-date in terms of technology (i.e. wireless classrooms)
value for the price of the education
ability to prepare students for success in the business world
variety of course offerings
efficiency and accuracy of processing paperwork, such as registration for classes
appearance of the campus
perceived prestige of the university
Reason #5: Inadequate Marketing
There is considerable cynicism in the public sector these days. Employees have seen management fads
come and go without impact. TQM programs that do not communicate the TQM principles, and
management intent usually fail. TQM must be explained in ways which show how it will benefit all
members of the organization. Then management must lead by example.
Reason #6: Impatience
Any organization change requires perseverance and patience. Management that is not willing to work
at it over an extended time will start backing off the principles and become inconsistent in their
actions. That destroys their own credibility and the credibility of organization change in general.
17.Write short notes on the Three Spheres of Quality
. Quality Control
- Includes phases of analysis, relation, and generalization. - Activities relating to quality control include:
. Monitoring process capability and stability
. Measuring process performance
. Reducing process variability
. Optimizing processes to nominal measures
Quality Assurance
- Refers to activities associated with guaranteeing the quality of a product or service.
- Quality assurance activities include tasks such as:
. Failure mode and effects analysis
. Concurrent engineering
. Process improvements
. Design team formation and management
. Quality Management
- The management processes that overarch and tie together the control and assurance
activities make up quality management.
- For this reason, a variety of managers, supervisors, and employees are involved in quality
management activities.
18. Define quality for the following products: a university, an exercise facility, spaghetti sauce, and
toothpaste. Compare your definitions with those of others in your class.
The quality of a university can be defined as:
quality of professors – have Ph.D., helpful, knowledgeable, able to clearly explain material, fair
ability to place students in a good position at a high salary in a timely manner
facilities are up-to-date in terms of technology (i.e. wireless classrooms)
value for the price of the education
ability to prepare students for success in the business world
variety of course offerings
efficiency and accuracy of processing paperwork, such as registration for classes
appearance of the campus
perceived prestige of the university
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 28
The quality of an exercise facility can be defined as:
variety of gym equipment
variety and availability of fitness classes
value for the price of membership
ability to help members get into shape
accurate billing
atmosphere meets member’s needs
waiting times for machines are two minutes or less
The quality of spaghetti sauce can be defined as:
good taste
the jar is filled to 28 ounces plus or minus one ounce
value for price paid
perceived quality of the product
ability to quickly answer questions at the address listed on the jar of sauce
the sauce has chunks of tomatoes
ease of opening jar
ease of preparing the sauce to eat
able to keep leftover sauce in container in refrigerator easily to last longer
length of time the sauce can still be eaten
The quality of toothpaste can be defined as:
ability to clean teeth
good taste
perceived quality of the product
ability to keep breath fresh
ability to prevent plaque
ability to whiten teeth
ability to prevent cavities
tube of toothpaste is filled
ability to fight gingivitis
ability to fight tartar
able to quickly and accurately answer questions in a friendly manner at the toll-free number
listed on toothpaste tube
tube is filled with 4.2 ounces plus or minus 0.5 ounce.
toothpaste is certified by the American Dental Association (ADA)
19. Describe the TQM philosophy and identify its major characteristics.
TQM focuses on identifying the causes of quality problems and correcting these problems. TQM
emphasizes the need to include every employee in the organization in the quality improvement efforts.
TQM emphasizes the need to define quality based on the customer’s needs. Its major characteristics
are customer focus, continuous improvement, quality at the source, employee empowerment,
understanding quality tools, a team approach, benchmarking and managing supplier quality.
20. Explain how TQM is different from the traditional notions of quality. Also, explain the
differences between traditional organizations and those that have implemented TQM.
Traditional notions of quality focused on inspection of products. Instead of relying on inspection as the
primary tool for quality, TQM focuses on identifying the causes of quality problems and correcting
The quality of an exercise facility can be defined as:
variety of gym equipment
variety and availability of fitness classes
value for the price of membership
ability to help members get into shape
accurate billing
atmosphere meets member’s needs
waiting times for machines are two minutes or less
The quality of spaghetti sauce can be defined as:
good taste
the jar is filled to 28 ounces plus or minus one ounce
value for price paid
perceived quality of the product
ability to quickly answer questions at the address listed on the jar of sauce
the sauce has chunks of tomatoes
ease of opening jar
ease of preparing the sauce to eat
able to keep leftover sauce in container in refrigerator easily to last longer
length of time the sauce can still be eaten
The quality of toothpaste can be defined as:
ability to clean teeth
good taste
perceived quality of the product
ability to keep breath fresh
ability to prevent plaque
ability to whiten teeth
ability to prevent cavities
tube of toothpaste is filled
ability to fight gingivitis
ability to fight tartar
able to quickly and accurately answer questions in a friendly manner at the toll-free number
listed on toothpaste tube
tube is filled with 4.2 ounces plus or minus 0.5 ounce.
toothpaste is certified by the American Dental Association (ADA)
19. Describe the TQM philosophy and identify its major characteristics.
TQM focuses on identifying the causes of quality problems and correcting these problems. TQM
emphasizes the need to include every employee in the organization in the quality improvement efforts.
TQM emphasizes the need to define quality based on the customer’s needs. Its major characteristics
are customer focus, continuous improvement, quality at the source, employee empowerment,
understanding quality tools, a team approach, benchmarking and managing supplier quality.
20. Explain how TQM is different from the traditional notions of quality. Also, explain the
differences between traditional organizations and those that have implemented TQM.
Traditional notions of quality focused on inspection of products. Instead of relying on inspection as the
primary tool for quality, TQM focuses on identifying the causes of quality problems and correcting
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 29
these problems. TQM takes a broader view of the organization than traditional views of quality.
Organizations that implemented TQM successfully were able to produce a higher quality product at a
lower price, thereby increasing market share. Traditional organizations have either failed or will fail in
the future if quality is poor.
21. Describe the four dimensions of quality. Which do you think is most important?
The four dimensions of quality are the quality of product or service design, quality of conformance to
design, ease of use and post-sales service. The quality of product or service design is determined by
the features that are included in the final design of the product or service. The quality of conformance
to design is the result of how well the product or service meets its specifications. Ease of use is
determined by the ease of using the product or service, its reliability and its maintainability. Post-sales
service is the level of service provided after the product or service has been purchased.
The four dimensions of quality are all important in determining quality. However, quality of design is
most important since it determines the ability to meet customer needs, which is the objective. If the
quality of design does not meet customer needs, then it will not matter if the product or service meets
it design specifications, is easy to use or is supported by good post-sale service.
22. Explain the Three aspects of quality
The three aspects of quality and their linkages with each other have been depicted in Fig. 6 below:
Fig.6. Three Aspects of Quality
Quality of Design: The product must be designed to meet the requirement of the customer. The
product must be designed right first time and every time and while designing, all aspects of customer
expectations must be incorporated into the product. The factors need to consider while designing the
product are:
Quality of Conformance: The product must be manufactured exactly as designed. The activities
involved at this stage include: defect finding, defect prevention, defect analysis, and rectification. The
difficulties encountered at the manufacturing stage must be conveyed to the designers for
modification in design, if any. The two-way communication between designer and manufacturing may
help to improve the quality of the product.
Quality of Performance: The product must function as per the expectations of the customer. The two
way communication between designers and customer is the key to have a quality product.
QUALITY ASSPECTS
QUALITY OF CONFERENCE
QUALITY OF
PERFORMANCE
QUALITY OF
DESIGN
these problems. TQM takes a broader view of the organization than traditional views of quality.
Organizations that implemented TQM successfully were able to produce a higher quality product at a
lower price, thereby increasing market share. Traditional organizations have either failed or will fail in
the future if quality is poor.
21. Describe the four dimensions of quality. Which do you think is most important?
The four dimensions of quality are the quality of product or service design, quality of conformance to
design, ease of use and post-sales service. The quality of product or service design is determined by
the features that are included in the final design of the product or service. The quality of conformance
to design is the result of how well the product or service meets its specifications. Ease of use is
determined by the ease of using the product or service, its reliability and its maintainability. Post-sales
service is the level of service provided after the product or service has been purchased.
The four dimensions of quality are all important in determining quality. However, quality of design is
most important since it determines the ability to meet customer needs, which is the objective. If the
quality of design does not meet customer needs, then it will not matter if the product or service meets
it design specifications, is easy to use or is supported by good post-sale service.
22. Explain the Three aspects of quality
The three aspects of quality and their linkages with each other have been depicted in Fig. 6 below:
Fig.6. Three Aspects of Quality
Quality of Design: The product must be designed to meet the requirement of the customer. The
product must be designed right first time and every time and while designing, all aspects of customer
expectations must be incorporated into the product. The factors need to consider while designing the
product are:
Quality of Conformance: The product must be manufactured exactly as designed. The activities
involved at this stage include: defect finding, defect prevention, defect analysis, and rectification. The
difficulties encountered at the manufacturing stage must be conveyed to the designers for
modification in design, if any. The two-way communication between designer and manufacturing may
help to improve the quality of the product.
Quality of Performance: The product must function as per the expectations of the customer. The two
way communication between designers and customer is the key to have a quality product.
QUALITY ASSPECTS
QUALITY OF CONFERENCE
QUALITY OF
PERFORMANCE
QUALITY OF
DESIGN
Notes on TQM By: SB MALLUR,STJIT,MED,RANEBENNUR 30
23. What are the elements of TOTAL QUALITY MANGEMENT? ELEMENTS OF TQM CONCEPT
Continuous
Improvement
TQM
Customer
focus
Universal
responsibility for
quality
Prevention of
defects
Employee
Involvement
Team work
Thinking
statistically
Supplier
Teaming
Sustained
management
commitment
Root cause corrective
action
Training
Value
Improvement
Bench
marking
Employee
empowerment
ASSIGNEMENT
1) TQM is too important to be taken up in organization; specifically it should not be subsidiary to
profit or productivity “do you agree to the assertion”. Justify your view point.
2) Mention significant difference between two concept quality control and quality assurance.
3) Is there any model demonstration the foundation pillar of TQM .elaborate the pillar of TQM.
4) What do you mean by TQM wheel? Discuses the constituent element and also elaborate
employ environment.
5) Define TQM, at least of 7 definitions by various authors.
6) What is the basic approach to be made towards the TQM implementation?
7) Explain in detail various frame work of TQM.
8) Explain the historical review of TQM in detail.
9) What are the benefits of TQM?
23. What are the elements of TOTAL QUALITY MANGEMENT? ELEMENTS OF TQM CONCEPT
Continuous
Improvement
TQM
Customer
focus
Universal
responsibility for
quality
Prevention of
defects
Employee
Involvement
Team work
Thinking
statistically
Supplier
Teaming
Sustained
management
commitment
Root cause corrective
action
Training
Value
Improvement
Bench
marking
Employee
empowerment
ASSIGNEMENT
1) TQM is too important to be taken up in organization; specifically it should not be subsidiary to
profit or productivity “do you agree to the assertion”. Justify your view point.
2) Mention significant difference between two concept quality control and quality assurance.
3) Is there any model demonstration the foundation pillar of TQM .elaborate the pillar of TQM.
4) What do you mean by TQM wheel? Discuses the constituent element and also elaborate
employ environment.
5) Define TQM, at least of 7 definitions by various authors.
6) What is the basic approach to be made towards the TQM implementation?
7) Explain in detail various frame work of TQM.
8) Explain the historical review of TQM in detail.
9) What are the benefits of TQM?
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