1. Total Quality Management (TQM)

2. TQM Quality Assurance Quality Control Inspection Quality Strategy
Team work involving
customers & suppliers
TQM
Quality Systems,
Problem Solving
Quality Assurance
Statistical Methods,
Process Performance
Quality Control
Inspection
Error Detection,
Rectification

3. TQM
A comprehensive strategy that goes beyond Quality Control and Quality Assurance
Is a market driven strategy – central focus is on the customers
Involves
- employees at all levels, customers and
suppliers
- continuous improvements
- decisions based on facts

4. TQM Traditional TQM Focus Operating Efficiency Customer Conformance
Basis
Internal Focus
Internal & External Focus
Developed by
Management
Employees
Level
Individuals
Work Groups
Purpose
Control
Monitor & Improve

5. TQM
Leading contributors to TQM movement
- Kaoru Ishikawa (CED)
- Philip Crosby (Zero Defect)
- Edward Deming (Deming Cycle)
- Joseph Juran (QC - Teams)
- Shigeo Shingo & Taiichi Ohno (JIT)
- Masaoki Imai (Kaizen)
- Taguchi (Robust Design)

6. Edward Deming’s Philosophy
Obsession
with Quality
Genuine
Team Work
Scientific
Approach

7. Edward Deming
Adopt the new philosophy and demonstrate the commitment
End practice of awarding business on price tag alone
Institute training and retraining
Drive out fear
Eliminate slogans, exhortations
Eliminate numerical quotas
Remove barriers to pride of workmanship

8. Edward Deming (contd.)
Some obstacles:
- Neglect of long-range planning, emphasis
on short-term profits
- Automation, gadgets will transform industry
- Search for examples
- Our problems are different
- False starts
- Blaming workforce for problems

9. Phil Crosby
Quality has been regarded as a technical function – not a management function – hence needs to be presented to management in terms it can understand
Mistakes are caused by two factors
- Lack of knowledge
- Lack of attention (attitude problem)

10. Phil Crosby (contd.)
Management Function: COQ = POC + PONC
POC = what is necessary to spend to make things come out right (3 to 4 % of sales)
PONC = expenses incurred in doing things wrong (20 to 25 % of sales)

11. Phil Crosby (contd.)
Mistakes are caused by two factors
- Lack of knowledge
- Lack of attention (attitude problem)
ZD, DIRFT

12. Serious obstacles to Unity of Direction
Joseph Juran
There are non-uniformities and associated beliefs in uniqueness inherent in any company
- multiple functions
- multiple levels
- multiple product lines
Serious obstacles to Unity of Direction
Need to find a universal thought process which fits all functions, all levels and all product lines

13. Deming
Create constancy of purpose
- invest in research
- invest in training and education
- continual improvement
- invest in maintenance
Adopt the new philosophy and demonstrate the commitment
Cease dependence on mass inspection

14. Deming (contd.)
End practice of awarding business on price tag alone
Institute training and retraining
Institute leadership
Drive out fear
Breakdown barriers between staff areas
Eliminate slogans, exhortations
Eliminate numerical quotas

15. Deming (contd.)
Remove barriers to pride of workmanship
Institute a vigorous programme of education
Take action to accomplish the transformation
Plan Do
Act Check

16. Deming (contd.)
Some obstacles:
- Neglect of long-range planning, emphasis
on short-term profits
- Automation, gadgets will transform industry
- Search for examples
- Our problems are different
- False starts
- Blaming workforce for problems