GE3752 – Total Quality Management

Unit – 1
Introduction:
• Total: Made up of whole
• Quality: Degree of excellence of product manufactured or service product.
• Management: Process of planning, organizing, coordinating, staffing, directing and controlling.
• TQM is a company wide revolution aiming excellence.
• It is a means of identifying customer needs and satisfying them and exceeding providing
customer delight.
• It is an important way of business compared to conventional one.

Definition of TQM:
• Total Quality Management is a management philosophy that focuses on improving quality and
customer satisfaction through the participation of all employees.
• TQM is based on principle such as customer first and employee ownership.
• It focuses on continual internal and process improvements over the long term.

Need for Quality:

Quality element Previous state TQM
Definition Product-oriented Customer-oriented
Decisions Short - term Long – term
Importance Error detection Error prevention
Responsibility Quality control departmen Everyone in the organizati
Problem solving Managers Teams
Plan, assign, control & Delegate, train facilitate,
Manager’s role
enforce Mentor
• In order to come from the previous state and satisfy the requirements Quality is needed.
TQM Tools:
• Pareto Principle
• Scatter Plots
• Control Charts
• Flow charts
• Cause and Effect
• Histogram or bar graph
• Check list and check sheet.
Evolution of TQM:
• TQM initiated from quality leading to quality control, then implementation of statistical
concepts followed by Total Quality Control then Quality Assurance and finally to TQM.

Definition of Quality:
• In TQM, Quality is defined as the measure of how well a product or service meets its
specifications, and is based on customer expectations.
• It is also defined as the integration of various functions and process of organization for achieving
continuous improvement in quality and customer satisfaction.
• According to ISO, quality is the totality of characteristics of an entity that bear on its ability to
satisfy stated and implied needs.
• It is the ratio between performance to expectations.
Q=P/E
Quality Management:
• The aspect of the overall management function that determines and implements the quality
policy.
Quality Policy:
• The overall quality intentions and directions of an organization as regards quality as formally
expressed by top management.
Quality Assurance:
• All those planned and systematic actions necessary to provide adequate confidence that a
product will satisfy given requirements for quality.
Quality Control:
• The operational techniques and activities that are used to fulfill requirements for quality.
Quality System:
• The organizational structure, responsibilities, procedures, processes and resources for
implementing quality management.
Quality Plan:
• A document setting out the specific quality practices resources and sequences relevant to a
particular product, service or project.
Quality Audit:
• A systematic and independent examination to determine whether quality activities and related
results comply with planned arrangements.
Dimensions of product and service quality:
Dimensions of quality in products:
• There are eight dimensions of quality in products. They are
1) Performance: Product or service characteristics (Example: vehicle – horse power)
2) Features: Added features / secondary characteristics (Example: vehicle – GPS)
3) Reliability: Consistency of performance over time
4) Durability: Useful life
5) Serviceability: Ease of repair
6) Response: characteristics of human-to-human interaction.
7) Aesthetics: Sensory characteristics – look, feel.
8) Reputation: Past performance.
Dimensions of quality in services:
• The American Society for Logistics suggests that service quality be defined in terms of
communication, Time, organization, flexibility, reliability and post sales services.

• Communication: Communication might be measured by the opportunity for errors, document

errors, billing, client follow through and information exchange.
• Time: Time relates to delays of various sorts.
• Organization: It includes the range of services delivered and agreed upon security in transport.
• Flexibility: It is a potential to meet demands under various circumstances.
• Reliability: It refers to the consistency of the service supplied.
• Post Sales Services: It applied to maintainability.
Basic Concepts of TQM:
Different aspects of TQM:
• Committed Management
• Focus is on customer
• Proper utilization of resources
• Involving supplier as partner in business
• Establishing performance management
Six concepts of TQM:
1) Top level support for TQM
2) Focus on the customer / client
3) Quality at all levels of the work force.
4) Continuously improve the quality process.
5) Treating suppliers as partners
6) Establish performance measures for the process.
Fundamental requirements of TQM:
• Know your customers
• Know your competitors
• Know your cost of non-conformance
• Measure your performance
• Make sure each employee understands
• Management commitments to continuous improvement
• Define the purpose
• Enable employees to fulfill their commitment
• Replace inspection and correction techniques.
• Plan effectively.

TQM Model:

• Planning: The development and deployment of policies and strategies, setting up appropriate
partnerships and resources and designing in quality.
 • Performance: Establishing a performance measure framework – a balanced scorecard for the
organization.
• Processes: Understanding management, design and redesign, quality management system
continuous improvement.
• People: Managing the human resources, culture change, teamwork, communications and
learning.

Guru’s of TQM:

1) W.Edwards Deming:
• He was born on October 14, 1990.
• He Developed the Plan-Do-Check-Act (PDCA) cycle, 14 Points for
Management, and the System of Profound Knowledge.
• According to him, Quality is a predictable degree of uniformity and
dependability, at low cost and suited to the market.
• He is known as the father of the Japanese post-war industrial revival and was
regarded by many as the leading quality guru in the united states.
• His expertise was used during world war II to assist the United States in its effort
to improve the quality of war materials.
• He focuses on 5 ideas.
i) Statistical process controlling
ii) Deming Philosophy
iii)Deming 14 points
iv) Deming cycle
v) Seven deadly diseases of quality

i) Statistical Process Controlling:

• It is a process which aims at achieving good quality during manufacture through

prevention rather than detection.
• It is concerned with the controlling the process.

ii) Deming Philosophy:

• The quality and the productivity increases when the process fluctuation decreases.
iii) Deming 14 points:
• Create constancy of purpose for improving products and services.
• Adopt the new philosophy
• Cease dependence on inspection to achieve quality.
• End the practice of awarding business on price alone.
 • Institute training on the job.
• Improve every actively in the company
• Institute supervision
• Drive out fear
• Breakdown barriers
• Eliminate slogans
• Eliminate work standards
• Remove the barriers
• Institute a vigorous programme of education
• Put everybody in the company to work,

iv) Deming’s cycle:

2) Joseph M.Juran:

• According to him, quality is fitness for use.

• He is an internationally acclaimed quality guru, similar to Edwards Deming, strongly
influencing Japanese manufacturing practices.
• He belief that “quality does not happen by accident” gave rise to quality trilogy..
• Juran ideas are:
i) Quality definition

ii) Breakthrough concept

iii)Internal customer
iv) Quality Trilogy
v) Pareto analysis
vi) Cost of quality
vii) Quality council.

i) Quality definition:
• The statement is not that much easy, as it requires asking many questions.
ii) Breakthrough concept:
• Sequences of process improvements, which take two journeys. Journey from symptom
to cause and journey from cause to ready.
iii) Internal customers:
• Quality is associated with customer satisfaction and dissatisfaction.
• Satisfaction occurs when the product has superior performance.
• Dissatisfaction occurs when we have defects .
iv) Quality council:
• A group of experts who are responsible for supervising in the application of quality.
v) Cost of quality:
• Appraisal costs: costs of activities designed to ensure quality.
• Prevention costs: All TQ training, TQ planning to prevent defects from occurring,
• Failure costs: costs incurred by defective parts

vi) Pareto analysis:

• A universal problem solving methodology in which we list the key problems into a table
and ranking them from highest to lowest & trying to solve deficiencies.
vii) Quality Trilogy:
• Quality Planning: Determine the organization internal and external customers.
• Quality controlling: Determine variation and make decisions.
• Quality improvements: Define quality goals and train the workers.

3)Philip B. Crosby:

• He was known as the Fun Uncle of the Quality Resolution.

• According to him, quality is conformance to requirements.
• He was excellence in finding a terminology for quality that mere mortals could
understand.
• He popularized the idea of the “cost of poor quality”.
• He defined quality as a conformity to certain specifications.
• His four absolutes are:
i) The definition of quality is conformance to requirements:
✓ It is not appropriate to say good or bad quality as quality can’t be measured but
conformance can be.

ii) The system of the quality is prevention:

✓ Make a prevention strategy and it should be supported by SPC in order to

understand the process and discover the default.

iii) The performance is zero defects:

✓ Make the requirement right from the first time, and make the quality accepted
by number of standard items.
 iv) The measurements of quality is the price of non-conformance:

✓ Because cost quality is the prime motivation for management.

4)Armand Vallin Feigenbaum:

• He was an American quality control expert.

• His concept’s of Total quality control, known today as total quality management,
combines management methods and economic theory with organizational principles.
• According to him, quality is in its essence, a way of managing the organization.
• He believed that quality was a way of operating or a way of life, thus the term “Total
Quality”.
• He believes that quality has become the single most important force leading to
organizational success and growth.
• He defined total quality control as an effective system for integrating the quality
development, quality maintenance and quality improvement efforts of various groups
in an organization.
• Armand is also know for his concept of the “hidden plant” the idea that so much extra
work is performed in correcting mistakes.
• He believes three elements to quality:
i)Quality Leadership:
✓ The management in a company must always be striving for quality.
✓ There must be constant feedback and oversight of the organization to assure that
quality continues.

ii) Modern Quality Technology:

✓ The quality function cannot achieve without the help of others.

iii) Organizational Commitment:

✓ Everyone in the organization must believe in quality.

5) David A.Garvin:

• He analyzing the products to determine which plants in which country were turning out
the highest quality.
• His findings were often surprising.
• The eight dimensions of quality are:
 i)Performance
ii)Features
iii) Reliability
iv) Conformance
v)Durability
vi)Serviceability
vii)Aesthetics
viii)Perceived quality

6)Kaoru Ishikawa:

• He was known for the use of the “seven basic tools of quality”.
• He emphasized the Internal customer.

i) Ishikawa diagram:

✓ This diagram shows that the causes of a certain event.

✓ A common use of this diagram is in product design. And also it reveals key
relationships among various variables.

ii) Categories of causes:

✓ The 6 M’s: Machine, Method, Materials, Maintenance, Man and Mother nature.
✓ The 8 P’s: Price, Promotion, People, Processes, Place, Policies, Procedures, Product.
✓ The 4 S’s: Surroundings, Suppliers, System, Skill.
 7)Shigeo Shingo:

• He is strongly associated with Just-in-Time manufacturing.

• He was the inventor of “Single Minute Exchange of Die(SMED)” and “Poka-Yoke”
system.
• He distinguished between errors which are inevitable, and defects.
• Zero quality control is the ideal production system and this requires both Poke-
Yokeand source inspections.

8)Genichi Taguchi:

• He developed a methodology for applying statistics to improve the quality of goods.

• His methodology is fundamentally a prototyping method that enables the designer to
identify the optimal settings to produce a robust product that can survive
manufacturingafter time.

TQM Framework:
• It consists of four blocks.
1) Gurus of Quality:
• Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi
2) Principles and practices:
• Leadership, customer satisfaction, employee involvement, Supplier partnership.
3) Tools and Techniques:
• Benchmarking, Quality management systems, Quality function deployment quality by design.
• Management tools, failure mode and effect analysis.
4) Product or service realization:
• Continuous, process improvement, performance measures.
Barriers to TQM:
1. Lack of Management Commitment
• Description: TQM requires a strong commitment from top management. Without their
support, implementing quality initiatives across the organization can be difficult.
• Impact: Poor leadership leads to lack of vision, inadequate resource allocation, and resistance
to quality improvements.
2. Resistance to Change
• Description: Employees or even managers might resist changes that TQM brings, as it often
requires a shift in organizational culture.
• Impact: Resistance can slow down the adoption of quality processes, leading to delays or
failures in TQM initiatives.
3. Inadequate Resources
• Description: Implementing TQM requires financial, technological, and human resources.
When organizations fail to allocate enough resources, TQM efforts may fall short.
• Impact: This can result in poor training, lack of tools, or insufficient time to focus on quality
improvements.
4. Poor Communication
• Description: Clear, consistent communication is essential for TQM. When communication
lines are weak or inconsistent, teams may not understand the goals or processes involved in
TQM.
• Impact: Misunderstanding of objectives, lack of coordination, and confusion among
employees hinder quality initiatives.
5. Inadequate Training
• Description: Successful TQM requires employees to be well-trained in quality management
techniques and tools.
• Impact: Without proper training, employees may struggle to apply TQM practices effectively,
leading to poor implementation.
6. Lack of Customer Focus
• Description: TQM emphasizes understanding and meeting customer needs. A lack of
customer focus may result in product or service offerings that don't align with customer
expectations.
• Impact: Failure to satisfy customers can lead to loss of business, negating the benefits of
TQM.
 7. Lack of Strategic Planning
• Description: TQM requires well-structured strategic planning to align the quality initiatives
with the organization's overall goals.
• Impact: Poor planning can result in misaligned efforts, wasted resources, and failed
initiatives.
8. Inconsistent Measurement and Evaluation
• Description: TQM relies heavily on continuous measurement and improvement. If
performance metrics are inconsistent or not tracked regularly, it becomes difficult to gauge
progress.
• Impact: Lack of proper evaluation can prevent organizations from identifying areas for
improvement, leading to stagnant quality efforts.
9. Short-Term Focus
• Description: Some organizations seek immediate results and may abandon TQM efforts when
they don’t see quick benefits.
• Impact: TQM is a long-term process, and a focus on short-term gains can derail the
continuous improvement culture that TQM requires.

Benefits of TQM:
• Tools and techniques for improvement
• Workforce is pro-active
• Enhanced communication
• Everyone from top to bottom educated
• Improved customer / supplier relationships
• Market competitiveness

Functions of Quality Council:

Quality Control (QC) is a critical aspect of Total Quality Management (TQM), focusing on
maintaining and improving the quality of products and services to meet or exceed customer
expectations. Below are the core functions of quality control in TQM:

1. Setting Quality Standards

The first step in QC involves defining clear quality standards that align with customer requirements,
industry standards, and organizational goals. These standards serve as benchmarks for evaluating the
quality of products or services.

2. Quality Planning

Quality control requires thorough planning to ensure that processes are in place to produce consistent
quality. This involves designing processes, workflows, and systems that can meet established quality
standards.

3. Process Control

In TQM, monitoring and controlling production processes is essential to detect deviations from set
standards. This function includes using tools like control charts to track performance and ensure that
processes remain within control limits.

4. Inspection and Testing

Regular inspection and testing are carried out during and after production to verify that products or
services meet quality specifications. This function is crucial in identifying defects or variations before
the final product reaches the customer.

5. Corrective and Preventive Actions

When defects or variations are detected, corrective actions are implemented to address the issue and
prevent its recurrence. Preventive measures are also taken to eliminate potential causes of defects
before they occur.

6. Continuous Improvement

A core principle of TQM is continuous improvement (Kaizen). QC functions include collecting data,
analyzing trends, and identifying areas for improvement in processes, materials, and overall quality
performance.

7. Feedback Mechanism

Quality control establishes feedback loops to gather data from inspections, customer feedback, and
performance metrics. This feedback is used to identify areas that need improvement and to enhance
the quality of future products or services.

8. Supplier Quality Management

QC involves working closely with suppliers to ensure that the materials or components received meet
quality standards. This includes evaluating supplier performance and implementing quality
agreements to maintain consistent quality.

9. Training and Development

Training employees on quality standards, inspection techniques, and quality management tools is
crucial for effective quality control. QC ensures that personnel are well-equipped to identify and
resolve quality issues.