Total Quality Management (TQM) : MR. Armand Feigenbaum
Total Quality Management (TQM) is a comprehensive, structured approach to organizational management that seeks to improve product and service quality through ongoing refinements based on continuous feedback. The key principles of TQM include customer-first orientation, top management leadership, continuous improvement, respect for employees, ongoing education and training, use of statistical methods, prevention over detection, treating vendors as partners, quality in every stage, cooperation across functions, and a focus on customer satisfaction. TQM involves collecting data, using multi-functional teams, brainstorming, and group-based rewards. It comprises quality, continuous improvement and people processes, with an emphasis on meeting customer needs, ongoing improvement through the PDCA cycle, and employee involvement, empowerment and
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Total Quality Management (TQM) : MR. Armand Feigenbaum
Total Quality Management (TQM) is a comprehensive, structured approach to organizational management that seeks to improve product and service quality through ongoing refinements based on continuous feedback. The key principles of TQM include customer-first orientation, top management leadership, continuous improvement, respect for employees, ongoing education and training, use of statistical methods, prevention over detection, treating vendors as partners, quality in every stage, cooperation across functions, and a focus on customer satisfaction. TQM involves collecting data, using multi-functional teams, brainstorming, and group-based rewards. It comprises quality, continuous improvement and people processes, with an emphasis on meeting customer needs, ongoing improvement through the PDCA cycle, and employee involvement, empowerment and
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TOTAL QUALITY MANAGEMENT [TQM]
1. All your actions aimed at te translation! trans"ormation and reali#ation o"
customer e$%ectations! con&ertin' tem to re(uirements! )ot (ualitati&ely and (uantitati&ely and measurin' your %rocess %er"ormance durin' and a"ter te reali#ation o" tese e$%ectations and re(uirements . *. +Quality+ is to satis"y te e&er,can'in' needs o" our customers! &endors and em%loyees! -it &alue added %roducts and ser&ices em%asi#in' a continuous commitment to satis"action trou' an on'oin' %rocess o" education! communication! e&aluation and constant im%ro&ement. .. +Quality is te e$tent to -ic %roducts! ser&ices! %rocesses! and relationsi%s are "ree "rom de"ects! constraints! and items -ic do not add &alue "or customers.+ M/. A/MAN0 1EIGEN2AUM An e$%ert in TQM says: 3Total Quality 4ontrol5 sould )e used as systematic a%%roac in all "unctions o" te or'ani#ation and not 6ust manu"acturin' only5. , Mr. Armand 1ei'en)aum ad only ori'inated te 4once%t o" Total Quality 4ontrol [TQ4]. - Tus Quality is to )e )uilt in te early sta'e and Q4 7ystem and sould im%ro&e 'radually in eac and e&ery sta'e. - Quality Im%ro&ement is te 7in'le Most Im%ortant 1orce "or Or'anisational Gro-t and 7uccess. - To mana'e Quality 7ystem! an or'ani#ation also re(uires 8 [a] 4lear Understandin' o" International Mar9ets: and [)] Mana'ement needs torou' 'ras%in' o" Total Quality 7trate'y. - Total Quality ;rocesses are te 7in'le Most ;o-er"ul 4an'e A'ent "or te 4om%anies<Or'anisation today. - Mr. 1ei'en)aum su''ested 7I= 7TE;7 "or im%ro&in' Quality. Tey are8 1. ;re%aration *. ;lannin' .. A-areness >. 0e%loyment ?. Im%lementation: and @. 4ontinuous Im%ro&ement. 0E1INITION O1 TQM8 1. 3Total Quality Mana'ement ATQMB is a com%reensi&e and structured a%%roac to or'ani#ational mana'ement tat see9s to im%ro&e te (uality o" %roducts and ser&ices trou' on,'oin' re"inements in res%onse to continuous "eed)ac9.5 *. 3Total Quality Mana'ement ATQMB is a mana'ement a%%roac tat aims "or lon',term success )y "ocusin' on customer satis"action. TQM is )ased on te %artici%ation o" all mem)ers o" an or'ani#ation in im%ro&in' %rocesses! %roducts! ser&ices! and te culture in -ic tey -or9.5 .. 2ased on conce%ts de&elo%ed )y 7tatistician and Mana'ement Teorist C. Ed-ards 0emin'! TQM includes tecni(ues "or acie&in' e""iciency! sol&in' %ro)lems! im%osin' standardi#ation and statistical control! and re'ulatin' desi'n! ouse9ee%in'! and oter as%ects o" )usiness or %roduction %rocesses. >. Dolistic a%%roac to lon',term success tat &ie-s continuous im%ro&ement in all as%ects o" an or'ani#ation as a 6ourney and not as a sort,term destination. It aims to radically trans"orm te or'ani#ation trou' %ro'ressi&e can'es in te attitudes! %ractices! structures! and systems. ?. TQM transcends te E%roduct (ualityE a%%roac! in&ol&es e&eryone in te or'ani#ation! and encom%asses its e&ery "unction administration! communications! distri)ution! manu"acturin'! mar9etin'! %lannin'! trainin'! etc. , 4oined )y te U7 Na&al Air 7ystems 4ommand in early 1FGHs! tis term as no- ta9en on se&eral meanin's and includes8 A1B commitment and direct in&ol&ement o" i'est,le&el e$ecuti&es in settin' (uality 'oals and %olicies! allocation o" resources! and monitorin' o" results: A*B reali#ation tat trans"ormin' an or'ani#ation means "undamental can'es in )asic )elie"s and %ractices and tat tis trans"ormation is e&eryoneEs 6o): A.B )uildin' (uality into %roducts and %ractices ri't "rom te )e'innin' doin' tin's ri't te "irst time: A>B understandin' o" te can'in' needs o" te internal and e$ternal customers! and sta9eolders! and satis"yin' tem in a cost e""ecti&e manner: A?B institutin' leadersi% in %lace o" mere su%er&ision so tat e&ery indi&idual %er"orms in te )est %ossi)le manner to im%ro&e (uality and %roducti&ity! tere)y continually reducin' total cost: A@B eliminatin' )arriers )et-een %eo%le and de%artments so tat tey -or9 as teams to acie&e common o)6ecti&es: and AIB institutin' "le$i)le %ro'rams "or trainin' and education! and %ro&idin' meanin'"ul measures o" %er"ormance tat 'uide te sel",im%ro&ement e""orts o" e&eryone in&ol&ed. , TQM re(uirements may )e de"ined se%arately "or a %articular or'ani#ation or may )e in aderence to esta)lised standards! suc as te International Or'ani#ation "or 7tandardi#ationEs I7O FHHH series. , TQM can )e a%%lied to any ty%e o" or'ani#ation: it ori'inated in te manu"acturin' sector and as since )een ada%ted "or use in almost e&ery ty%e o" or'ani#ation ima'ina)le! includin' scools! i'-ay maintenance! otel mana'ement! and curces. , As a current "ocus o" e,)usiness! TQM is )ased on (uality mana'ement "rom te customerEs %oint o" &ie-. TQM ;/O4E778 TQM com%rises TD/EE ;rocess. Tey are8 1. Quality ;rocess: *. 4ontinuous Im%ro&ement: and .. ;eo%le ;rocess Quality ;rocess8 Co te 4ustomer is. Cat is needs are Do- tese needs can )e satis"ied Te a)o&e said . ste%s %ro&ide com%lete satis"action to customers. *. 4ontinuous Im%ro&ement8 J ;LAN! 0O! 4DE4K! and A4T Ate PDCA CycleB. J ;04A 4ycle 'enerates numerous o%%ortunities "or "urter %olicies! o)6ecti&es! and metods to acie&e 'oals! education and trainin' to em%loyees! im%lementation! cec9in' causes "or lo- (uality! ta9in' a%%ro%riate actions and %re&entin' recurrence! as as )een se'mented in sta'es and 'i&en )elo-8 In te ;lanning %ase! %eo%le de"ine te %ro)lem to )e addressed! collect rele&ant data! and ascertain te %ro)lemEs root cause: In te Doing %ase! %eo%le de&elo% and im%lement a solution! and decide u%on a measurement to 'au'e its e""ecti&eness: In te Checking %ase! %eo%le con"irm te results trou' )e"ore,and,a"ter data com%arison: In te Acting %ase! %eo%le document teir results! in"orm oters a)out %rocess can'es! and ma9e recommendations "or te %ro)lem to )e addressed in te ne$t ;04A cycle. .. ;eo%le ;rocess8 J Initiatin' and maintainin' TQM J In&ol&ement o" all em%loyees on te )asis o" . Lalues! as 'i&en )elo-8 [i] Intellectual Donesty: [ii] 7el",4ontrol [iii] /es%ect "or oters. J TQM can "ace success at 7o% 1loor Le&el! only -en tere is Mana'ement 7u%%ort [i.e. To% Le&el! Middle Le&el and Lo-er Le&el]. J Attitudinal 2arriers Im%ediment to TQM
Tese %ro)lems can )e sol&ed )y8 - 0e&elo%in' %ro%er climate - Im%ro&in' Quality - 7ystematic Trainin' at all le&els - ;artici%ation o" Em%loyees - Em%o-erment o" Em%loyees 4OMMON ;/IN4I;LE7 O1 TQM8 Cat are te 4ommon ;rinci%les o" TQMM - 4ustomer,1irst orientation N - To% Mana'ement Leadersi% o" Quality Im%ro&ement ;rocess - 1ocus on 4ontinuous Im%ro&ement - /es%ect "or Em%loyees and teir Kno-led'e - ;ro&ision o" On,'oin' Education and Trainin' to Em%loyees. - Use o" 7tatistical Metods trou'out te Or'anisation - Em%asis on %re&ention rater tan detection and correction. - Treatment o" Lendors as Lon',Term ;artners. - 7o-in' te 7eed o" Quality in A24 7ta'e. - 4o,o%eration and In&ol&ement o" all "unctions -itin te or'ani#ation. - Great Em%asis on 4ustomer 7atis"action. - 2enc,mar9in' - Cides%read Em%loyee Em%o-erment and Team 2uildin' - Quality 4ircles < Quality 4ouncil < Quality 4ontrol in all 7ta'es. - In all! ma9e 3QUALITY A7 A CAY O1 LI1E5 N Te 4ulture. 4OM;ANIE7 IM;LEMENTE0 TQM [MN4s] IN TDE 2EGINNING8 1. Motorala *. 4adillac .. =ero$ >. Toyota ?. I2M @. 4arnin' Glass Cor9s I. General Motors G. ;roctor O Gam)le F. 1ord Motor 4om%any Ltd. 1H. 2a$ter Dealtcare etc. IN0IAN 4OM;ANIE7 CITD TQM ;DILO7O;DY8 1. 7undaram 1asteners *. 7undaram 4layton .. Kirlos9ar Ltd. >. Cadia India Limited ?. Godre6 @. 4rom%ton Gree&es Ltd. I. 2arat 2i6lee G. 2DEL F. 2EL 1H. ME4ON TOTAL QUALITY MANAGEMENT A;;/OA4D TO D/M TQM in&ol&es N J 4ollection o" 0ata J Multi,1unctional Teams J2rain,7tormin' J Ad&ance E$%erimental Metods J Grou% 2ased /e-ards O /eco'nition. 7te%s o" Total Quality 7ystem8 A/MAN0 1EIGEN2AUM as classi"ied te Total Quality 7ystem into 7I= Ma6or 7te%s. Tey are8 1. ;re%aration *. ;lannin' .. A-areness >. 0e%loyment ?. Im%lementation: and @. 4ontinuous Im%ro&ement. - Dere! all te %re%aratory -or9 and ome -or9 are to )e done )y To% Mana'ement only. - ;lannin' )y te To% Mana'ement necessitates settin' )road 'oals and o)6ecti&es "or im%ro&in' Quality. - A-areness sould )e made )y -ay o" communications N es%ecially -ritten communications to e&eryone , to )ecome "amiliar -it te TQM ;iloso%y! direction and a%%roac de&elo%ed )y Quality Mana'ement Team to ca%ture eart and minds o" %eo%le. - 0e%loyment sould consist o" [i] Or'anisational Teams: [ii] 4onduct o" Trainin' and [iii] Assi'nin' /es%nsi)ilities. - In te Im%lementation 7ta'e N Te ;/O0U4T P ;/O4E77 0e&elo%ment ta9es %lace actually. - - 4ontinuous Im%ro&ement is a Ne&er Endin' ;rocess. It com%rises o" 4ontinuous Assessin' and /e-ardin' ;ro'ress! /esettin' Im%ro&ement Goals and 4onductin' On,Goin' Trainin'. TQM E=;E/T7<GU/U7 O D/ 1. Tal9in' a)out D/! ;DILI; 4/O72Y! an e$%ert in TQM<D/M says N 3Duman /esources sould )e te Arcitect o" 4or%orate 4ulture5 CyM 2ecause! only D/ 0e%artments )uild &alues and ;ractices su%%ortin' 4ontinues im%ro&ement in Quality trou'out te Or'anisation. *. C. E0CA/0 0EMING )elie&es tat , 3Cor9ers "ear te 2osses5 . Tis "ear distracts "rom Di' Quality! 4olla)orati&e Cor9. Dence! it is insisted tat "ear sould )e dri&en out o" Cor9ers and Cor9%lace. De "urter reiterated tat te D/ 0e%artment sould ta9e oat to learn 3Quality5 As a -ay o" li"e. D/ 7ould e$%and its role )y su%%ortin' TQM trou'out te Or'anisation. Cit te em%asis on TQM! te current TQM ;ractices need to )e re&ie-ed. Te "ollo-in' D/ ;ractices can a&e a si'ni"icant im%act on Quality ;er"ormance. o 7election o Trainin' O 0e&elo%ment o 4areer 0e&elo%ment o ;er"ormance Mana'ement o ;ay 7ystems o Industrial /elations o 4ommunications. 7ELE4TION8 As %er te Traditional ;ractice! Larious 7election 0e&ices -ere ado%ted to "ind out 4andidatesQ %er"ormance on te Ro) )ot in ;roducti&ity and Quality. 2ut! te 4urrent 1ocus sould )e on TQM! to )rin' a Ne- 0imension into ;lannin'. A)ility Testin' sould )e )ased on ;ro)lem,7ol&in' and Good at Team-or9! durin' 7election. 7election sould identi"y only te candidates -o are 'ood in Grou% 7ettin'. T/AINING O 0ELELO;MENT8 Trainin' and 0e&elo%ment are te ma6or "eatures o" TQM. Te Trainin' sould co&er , o a] ;ro)lem 7ol&in' Tecni(ues o )] ;ro)lem Analysis o c] 7tatistical ;rocess 4ontrol o d] Quality Measurement o e] Grou% ;rocess o "] Grou% 0ecision Ma9in' All tese trainin' acti&ities lead to de&elo%ment in s%eci"ic Ro) 79ill and )eyond. Tere"ore! D/ 0e%artment sould A00 MO/E LALUE to te "ocus on 4ustomer 7atis"action<4ustomer 7er&ice durin' Trainin'. 4A/EE/ 0ELELO;MENT o Most or'ani#ation su%%ort Linear 4areers ALadder 7ystems o" DierarcyB. o 2ut! "or TQM! di""erent "ocus re(uired. o Cat are teyM o Te Em%asis sould 'ain<a&e8 o E$%ertise in %articular "unction o Also 4ross<Multi,1unctional E$%erience is re(uired. o Gi&in' more Teet o 0ecision,Ma9in' ;o-ers<Autority in te and o" te indi&iduals at Lo-er Le&els. o 1unction o" Mana'ement as O%en 2oo9. ;E/1O/MAN4E MANAGEMENT8 o ;er"ormance A%%raisal is te )asis o" D/M. o It is used to determine8 o /e-ard Le&els o To &alidate &arious ;er"ormance Tas9s o To aid 4areer 0e&elo%ment o To im%ro&e 4ommunication o To 1acilitate Understandin' o" Ro) 0uties. o Most Quality Gurus o%ine a'ainst Indi&idual A%%raisal ;ractices. o 0emin' ar'ues tat too muc "ocus on indi&idual -ould lead to counter, %roduction com)ined -it ;oor Quality. o Dence! e -anted to scra% te Indi&idual ;er"ormance A%%raisal 7ystem o De underlines tat 3An ideal ;er"ormance A%%raisal 7ystem can "ocus stron'ly on 0e&elo%ment 79ills and A)ilities to %er"orm -ell and directly su%%ort collecti&e res%onsi)ility. ;AY 7Y7TEM78 - Most ;ay 7ystems "ocus only on indi&iduals. - Ro) 0escri%tion says as to -at an indi&idual is to do. - Ro) E&luation mentions as to Do- muc te Ro) is Cort. - Merit /atin' re"lects as to Do- -ell te indi&idual as done te 6o). Indeed! tere are direct and stron' con"licts amon' te a)o&e said Traditional ;ractices. Tere"ore! TQM em%asi#es on , - 4ollecti&e /es%onsi)ility - Dori#ontal /elationsi% - Dori#ontal Learnin' Dence! Quality Mana'ement ;ro'rammes do not "a&our8 Indi&idual )ased merit N increase system! )ut no alternati&es su''ested so "ar. IN0U7T/IAL /ELATION78 Te conce%t and e$%erience o" Industrial /elations as -itnessed 6ust te o%%osite o" te 4once%t o" 7ared /es%onsi)ility to %roduce Di' Quality ;roducts and 7er&ices. Tat is , Industrial /elations = 7ared /es%onsi)ility. I" te A'reement )et-een te Trade Union and te Mana'ement re&ol&es on 4ontract Mentality! more care sould )e ta9en to assi'n s%eci"ied Ro)! lest te Mana'ement is accounta)le "or all te %ro)lems and a%%enin's! )esides %a&in' unnecessary -ays "or Ela)orate Grie&ance ;rocedures. Tis also results in little %artici%ation o" Cor9ers in Mana'ement and in sol&in' te %ro)lems! tus %roducin' Cea9er 7olutions in te lon' run. 2ut! TQM reco'ni#es Union as ;artners o" Or'anisation 7uccess. TQM re'ards Union as 34ritical ;layers5. TQM 'i&es -ay to Union to assume res%onsi)ility "or Quality Im%ro&ement. Tese "actors create a 4onduci&e 4limate to em%loyees to %artici%ate in im%ortant discussions. Tere"ore! ;artnersi% Mode sould )e maintained -it te Trade Union to succeed all TQM e""orts )y te Mana'ement )y ma9in' considera)le can'es in te acti&ities o" 4ollecti&e 2ar'ainin'! Grie&ances Dandlin' etc. 4OMMUNI4ATION8 It is 9no-n to e&eryone tat tere is no communication -itout in"ormation. Indeed 3In"ormation5 is a &ersatile 4ommodity. Ma9in' In"ormation 1lo- -itin te Or'anisation 'i&es a 4om%le$ and di""icult tas9. In"ormation and TQM are interlined or intert-ined. 1eed)ac9 a)out 3Quality O In"ormation5 is a critical %oint to all Quality Im%ro&ement ;ro'rammes. O%en 1lo- o" In"ormation a)out Quality is to )e sared trou'out te or'ani#ation! contrary to te %re&ailin' %ractice o" 7ecret In"ormation a)out8, - ;er"ormance /esults - 2usiness ;lans - Ma6or 4an'es in te Or'anisation etc. It is &ery muc essential "or te em%loyees to %ossess necessary 4ommunication 79ills to recei&e te in"ormation! understand and ;artici%ate in ;ro)lem 7ol&in' Acti&ities. 7UM,U;8 1. 7ared /es%onsi)ility [;iloso%y] *. 4ommitment O /e-ards .. Increased Quality! ;roducti&ity and 4ustomer 7atis"action >. Em%loyeesQ 7atis"action and Loyalty. [7l.No.* to > , 2usiness O)6ecti&es] ?. Total Quality 7ystem -it 4ontinuous Im%ro&ement and across e&ery le&el. [Quality O)6ecti&es] @. O%en 2oo9<7ared 2oo9 I. In"ormation on ;ro"its! ;roducti&ity! Quality! 4osts! 4a%ital 7%endin' ;lans [ 7l.No.@ and I , 2usiness In"ormation 7arin'] G. 4utomers! All te em%loyees! 7toc9olders N Ma6or 4onstituents o" te 4om%any. F. E$tensi&e [-itin and )et-een] le&els and "unctions , Quality As a Cay o" Li"e 1H.Em%loyeesQ 1ull In&ol&ement in TQM. CDAT I7 2EN4D,MA/KINGM 2encmar9in' is sim%ly te systematic %rocess o" com%arin' your )usiness -it oters! or %arts o" your o-n -it one anoter to test as to o- you stand and to see -eter any can'e is needed. TOTAL QUALITY MANAGEMENT [TQM] , ;A/T , II GEM2A KAISEN In Ra%anese Cords! TGEM2AQ means TCor9 ;laceQ N te %lace -ere real action occurs [O/] te %lace -ere %roducts and ser&ices are "ormed. TKai#enQ means T4ontinuous Im%ro&ement -ic in&ol&es e&eryoneQ N i.e. )ot Mana'ers and Cor9ers. In te Ra%an Industrial arena! )ot te Cords are Most ;o%ular. Mana'ers at all le&els can co,o%erate -it te em%loyees in te Gem)a to Im%ro&e Quality! to /educe 4ost! and to 7atis"y TodayQs 0emandin' 4ustomers.