Introduction to Operations Research 1 algorithms exist which are many times more efficient than linear programming in the

What is Operations Research? utilization of computer time and space resources.

Operations Research (OR) started just before World War I and II in Britain with the Introduction to Operations Research 2
establishment of teams of scientists to study the strategic and tactical problems
involved in military operations. The objective was to find the most effective  Integer Programming
utilization of limited military resources by the use of quantitative techniques. Some of the variables are required to take on discrete values.
Following the war, numerous peacetime applications emerged, leading to the use of
OR and management science in many industries and occupations.  Nonlinear Programming
The objective and/or any constraint is nonlinear. In general, much more difficult to
Model: A schematic description of a system, theory, or phenomenon that accounts solve than linear. Most (if not all) real-world applications require a nonlinear model.
for its known or inferred properties and may be used for further study of its To be make the problems tractable, we often approximate using linear functions.
characteristics.
 Markov Chains
System: A functionally related group of elements. A stochastic process that can be observed at regular intervals such as every day or
 The human body is regarded as a functional physiological unit. every week can be described by a matrix which gives the probabilities of moving to
 An organism as a whole, especially with regard to its vital processes or functions. each state from every other state in one time interval. Assuming this matrix is
 A group of physiologically or anatomically complementary organs or parts: the unchanging with time, the process is called a Markov Chain. Computational
nervous system; the skeletal system. techniques are available to compute a variety of system measures that can be used to
 A group of interacting mechanical or electrical components. analyze and evaluate a Markov Chain model.
 A network of structures and channels, as for communication, travel, or
distribution.  Dynamic Programming
 A network of related computer software, hardware, and data transmission devices. ADP model describes a process in terms of states, decisions, transitions and returns.
The process begins in some initial state where a decision is made. The decision
Operations Research (OR) is the study of mathematical models for complex causes a transition to a new state. Based on the starting state, ending state and
organizational systems. decision a return is realized. The process continues through a sequence of states until
 Optimization is a branch of OR which uses mathematical techniques such as finally a final state is reached. The problem is to find the sequence that maximizes
linear and nonlinear programming to derive values for system variables that the total return. Objectives with very general functional forms may be handled and a
will optimize performance. global optimal solution is always obtained.

Models  Simulation
 Linear Programming It is often difficult to obtain a closed form expression for the behavior of a stochastic
Typically, a single objective function, representing either a profit to be maximized or system. Simulation is a very general technique for estimating statistical measures of
a cost to be minimized, and a set of constraints that circumscribe the decision complex systems. A system is modeled as if the random variables were known. Then
variables. The objective function and constraints all are linear functions of the values for the variables are drawn randomly from their known probability
decision variables. distributions. Each replication gives one observation of the system response. By
Software has been developed that is capable of solving problems containing millions simulating a system in this fashion for many replications and recording the
of variables and tens of thousands of constraints. responses, one can compute statistics concerning the results. The statistics are used
for evaluation and design.
 Network Flow Programming
A special case of the more general linear program. Includes such problems as the  Time Series and Forecasting
transportation problem, the assignment problem, the shortest path problem, the A time series is a sequence of observations of a periodic random variable. Typically
maximum flow problem, and the minimum cost flow problem. Very efficient serve as input to OR decision models.
Example - inventory model requires estimates of future demands.  An optimal solution (assuming minimization) is one whose objective function
Example - a course scheduling and staffing model for the university department value is less than or equal to that of all other feasible solutions.
requires estimates of future student inflow.
Introduction to Operations Research 3
Example - a model for providing warnings to the population in a river basin requires Introduction to Operations Research 4
estimates of river flows for the immediate future. Sample Problems
In the gardening problem, (a) Provide an infeasible alternative.
Mathematical Programming In the ticket purchasing problem, (b) identify a fourth feasible alternative and
Consider the following tickets purchasing problem. determine its cost.
Britney has a 5-week commitment traveling between Cebu (CEB) and Bohol (BOH).
Weekly departure from Cebu occurs on Mondays for return on Wednesdays. A Phases
regular roundtrip ticket costs Php400, but a 20% discount is granted if the roundtrip 1. Definition of the problem
dates span a weekend. A one-way ticket in either direction costs 75% of the regular 2. Construction of the model
price. How should the tickets be bought for the 5-weekperiod? 3. Solution of the modeling
 What are the decision alternatives? 4. Validation of the model
 Under what restrictions is the decision made? 5. Implementation of the solution
 What is an appropriate objective criterion for evaluating the alternatives?

Consider the following gardening problem.

A homeowner is in the process of starting a backyard vegetable garden. The garden

garden must be fenced. The owner has enough material to build a fence of length 𝐿
must take on a rectangular shape to facilitate row irrigation. To keep critters out, the

= 100 𝑓𝑡. The goal is to fence the largest possible rectangular area.

Mathematical Programming

Mathematical Programming
 A solution is an assignment of values to variables.
 A feasible solution is an assignment of values to variables such that all the
constraints are satisfied.
 The objective function value of a solution is obtained by evaluating the objective
function at the given solution.
 HISTORY OF ISO 9000
Published in 1987 by the International Organization for Standardization (ISO)

ISO 9000:2015 Quality management systems — Fundamentals and vocabulary

Quality Management System 1 ISO 9000:2015 describes the fundamental concepts and principles of quality
ISO management which are universally applicable to the following:
International Organization for Standardization  organizations seeking sustained success through the implementation of a
quality management system;
What’s ISO?  customers seeking confidence in an organization's ability to consistently
 International Organization for Standardization provide products and services conforming to their requirements;
 Provide international standards for products and services  organizations seeking confidence in their supply chain that their product and
 Facilitates worldwide exchange of goods and services service requirements will be met;
 Found in 1946 - Geneva, Switzerland  organizations and interested parties seeking to improve communication
 90 Member Countries through a common understanding of the vocabulary used in quality
 Developed the International Standards for Quality in 1987 management;
 ISO 9000, 9001 & 9004  organizations performing conformity assessments against the requirements
of ISO 9001;
Benefits of ISO registration  providers of training, assessment or advice in quality management;
 Improved Business Process Efficiency developers of related standards.
 Sustainability
 Reduced expenses Fundamental concepts
 Improved Communication and Corporate Culture
 Innovation Quality. The quality of products and services includes not only their intended
 Risk Reduction function and performance, but also their perceived value and benefit to the customer.
 Increased confidence from customers Quality management system. A QMS provides the means to identify actions to
address intended and unintended consequences in providing products and services.
ISO 9000 Context of an organization. Understanding the context of the organization is a
- ISO 9000 is defined as a set of international standards on quality process. This process determines factors which influence the organization’s purpose,
management and quality assurance developed to help companies effectively objectives and sustainability.
document the quality system elements needed to maintain an efficient Interested parties. The relevant interested parties are those that provide significant
quality system. risk to organizational sustainability if their needs and expectations are not met.
- ISO 9000 contains various definitions and terminologies that are integral to Support
developing a proper understanding of the quality management concepts - People: Are essential resources within the organization. The performance of the
used by ISO 9001. organization is dependent upon how people behave within the system in which they
ISO 9000 series of Standards work.
 ISO 9001:2015: Quality Management Systems - Requirements - Competence: A QMS is most effective when all employees understand and apply
 ISO 9000:2015: Quality Management Systems - Fundamentals and the skills, training, education and experience needed to perform their roles and
Vocabulary responsibilities.
 ISO 9004:2018: Quality Management - Quality of an Organization - - Awareness: Is attained when people understand their responsibilities and how their
Guidance to Achieve Sustained Success actions contribute to the achievement of the organization’s objectives
 ISO 19011:2018: Guidelines for Auditing Management Systems Communication: Planned and effective internal (i.e. throughout the organization) and
external (i.e. with relevant interested parties) communication enhances people’s
engagement and increased understanding of: — the context of the organization; —
the needs and expectations of customers and other relevant interested parties; — the
QMS.

ISO 9000:2015 Principles of Quality ISO 13485:2016

Management
The ISO 9000:2015 and ISO 9001:2015  ISO 13485 is an international standard that sets out the
standards are based on seven quality requirements for a quality management system (QMS) specific
management principles that senior management
to the medical devices industry.
can apply to promote organizational
improvement.  Focuses on meeting customer and applicable regulatory
requirements.
 ISO 13485 is intended for any organization partially or full
ISO:9001 (2015) involved in the medical device life-cycle.
The international standard that specifies requirements for a quality management  Covers any organization - whatever the size or type.
system (QMS). Organizations use the standard to demonstrate the ability to  A certification model.
consistently provide products and services that meet customer and regulatory
requirements. What is a medical device?
ISO 9001 was first published in 1987 by the International Organization for
A medical device is an instrument, apparatus, implement, machine, implant,
Standardization (ISO), an international agency composed of the national standards
bodies of more than 160 countries. The current version of ISO 9001 was released in in vitro reagent, or other similar article, that is intended for use in the
September 2015. diagnosis, prevention and treatment of disease or other medical conditions.

What are the Benefits of ISO 9001? Who is ISO 13485 for?
ISO 9001 helps organizations ensure their customers consistently receive high
quality products and services, which in turn brings many benefits, including satisfied
 ISO 13485 is designed to be used by organizations involved in
customers, management, and employees. Because ISO 9001 specifies the
requirements for an effective quality management system, organizations find that
the design, production, installation and servicing of medical
using the standard helps them: devices and related services.
 Organize a QMS  It can also be used by internal and external parties, such as
 certification bodies, to help them with their auditing processes.
 Create satisfied customers, management, and employees  It helps an organization design a QMS that establishes and
 Continually improve their processes maintains the effectiveness of its processes.
 Save costs
Benefits that ISO 13485 Will Bring to the Organization
9 Main Changes of ISO:9001 (2015) and ISO:9001 (2008) ISO 13485 can help organizations involved in any part of a medical device’s life
cycle:
• Demonstrate compliance with regulatory and legal requirements
• Ensure the establishment of QMS practices that consistently yield safe and effective
medical devices
• Manage risk effectively
• Improve processes and efficiencies as necessary
• Gain a competitive advantage
Development of ISO 13485
1. iso 13485:1996 (1st edition)
2. iso 13485:2003 (2nd edition)
3. iso 13485:2016 (3rd edition)
Why was ISO 13485 revised?
 All ISO standards are reviewed and revised regularly to make sure they
remain relevant to the market place
 ISO 13485:2016 responds to the latest QMS practices, reflecting the
evolution in medical device technology and changes in regulatory
requirements and expectations
 To ensure that the standard remains compatible with other management
system standards, including ISO 9001

ISO 13485 and SaMD

Relationship with ISO 9001

While ISO 13485 is a stand-alone standard, it is similar in scope and intent to ISO
9001, Quality management systems. It contains additional requirements specific to
organizations involved in the life cycle of medical devices, while other elements of
ISO 9001 have been removed that are not relevant as regulatory requirements. Like
all ISO management system standards, it is designed to be integrated into an
organization’s existing management systems.
Becoming ISO 13485 Certified
 The certificate body examines the QMS for conformity to the ISO 13485 What are Audits used for?
standard  Looking at the overall process
 The QMS audit is a compliance audit  Auditing conformity
 Certification means the organization has a documented QMS that is fully  Auditing effectiveness
implemented and meets ISO 13485 requirements  Approving external service providers
 Assessing for certification
 Investigating problems
 Way of improving

Introduction to ISO 9004

ISO 9004 provides guidelines for sustained success through a quality management
approach. Unlike ISO 9001, which focuses on meeting customer requirements, ISO
9004 is broader and looks at enhancing the performance of the organization itself,
aiming for long-term success.

Timeline of ISO 9004 Evolution

1987: Initial Release - ISO 9004:2018 is designed to guide organizations toward sustained success by
The ISO 9000 family, including ISO 9004, was first released in 1987. It primarily enhancing their quality management systems (QMS) beyond just compliance.
focused on quality assurance in production and manufacturing. Focus: Meeting - The standard offers a framework to improve overall performance, focusing on long-
customer quality requirements and ensuring process efficiency. term success, innovation, and stakeholder satisfaction.

1994: First Revision Eight Key Areas of ISO 9004:2018

The first major revision took place in 1994. The scope expanded to improve not just Customer Satisfaction
product quality but also operational processes, focusing on customer satisfaction. Definition: ISO 9004:2018 recognizes that achieving sustained success means more
Key Changes: Shift from quality control to continuous improvement and preventive than just satisfying customers at a moment in time; it involves maintaining a high
measures in the quality management system (QMS). level of customer satisfaction over the long term. Approach: The standard encourages
organizations to monitor customer needs continuously, gather feedback, and adapt
2000: ISO 9004 Revision services or products to maintain high satisfaction levels.
In 2000, ISO 9004 underwent a major overhaul to align more closely with the Leadership
process-based structure of ISO 9001:2000. Key Changes: Emphasis on business Definition: Leadership plays a critical role in setting the vision and direction of the
performance, leadership involvement, and long-term success. ISO 9004:2000 organization, aligning it with long-term goals for success. Approach: ISO 9004:2018
introduced the concept of going "beyond ISO 9001" and encouraged companies to emphasizes the importance of active involvement from leadership to foster a culture
focus on improving their entire quality management system for sustained success. of quality, set a clear organizational vision, and create an environment where
employees can thrive.
2009: Major Revision Engagement of People
The 2009 revision of ISO 9004 further refined the standard's emphasis on managing Definition: Employee involvement and engagement are critical to achieving
for the long-term success of organizations by integrating leadership and strategic organizational success. The standard promotes the engagement of people at all levels
management. Key Changes: Introduced self-assessment tools for businesses to to take ownership and actively contribute to the organization’s goals. Approach: By
evaluate their strengths and opportunities for improvement. The focus expanded from encouraging training, skill development, and empowerment, organizations can
merely improving operational processes to fostering innovation, learning, and leverage their workforce to drive continuous improvement and innovation.
adaptability.
Process Management
2018: ISO 9004:2018 Definition: Effective process management is at the heart of quality management,
The most recent revision was published in 2018. It was modernized to reflect the ensuring that all organizational processes are aligned with the strategic objectives.
complex and dynamic environments organizations face today. Key Changes: A Approach: ISO 9004:2018 focuses on efficient and optimized processes that are
stronger focus on leadership, sustained success, and addressing the needs of designed to meet customer needs and organizational goals. It also stresses that
interested parties beyond just customers, such as employees, partners, and processes should be continuously reviewed for improvements.
communities. Added recommendations for risk-based thinking and decision-making
in line with the changing business environment. Continual Improvement
Definition: The standard promotes a culture of continual improvement where the
Key Differences Between ISO 9001 and ISO 9004 organization is always seeking ways to optimize and enhance its processes, services,
 ISO 9001: Specifies requirements for a quality management system (QMS) and overall operations. Approach: ISO 9004:2018 encourages a systematic approach
to meet customer needs and regulatory requirements. to identifying opportunities for improvement, using data and feedback to drive
 ISO 9004: Provides guidelines on how to achieve sustained success by decisions and adjustments.
improving the overall performance of an organization and not just focusing
on compliance. Business Results
Definition: Achieving solid business results is key to long-term success. The standard
ISO 9004:2018 recognizes the importance of measuring performance, not just financially, but across
Introduction to ISO 9004:2018 all areas of the organization. Approach: ISO 9004:2018 advocates for the use of key
performance indicators (KPIs) to track progress toward strategic goals, ensuring that What is defined as the international standard that specifies requirements for a
resources are aligned to drive overall business results. quality management system (QMS). Organizations use the standard to demonstrate
the ability to consistently provide products and services that meet customer and
Supplier and Partner Relationships regulatory requirements? ( ISO:9001)
Definition: Strong relationships with suppliers and partners are crucial for sustained
success. These external parties play an integral role in delivering quality products What cycles are one of the most established and integral cycles among quality
and services. Approach: ISO 9004:2018 encourages organizations to manage their control procedures for Quality Management Systems? (PDCA Cycle)
supplier and partner relationships proactively, ensuring that these relationships
contribute to overall organizational success and customer satisfaction. And what does it stand for? (Plan-Do-Check-Act)

Risk and Opportunity Management When is ISO:9001 established? (1987)

Definition: The ability to manage both risks and opportunities is essential for
organizations striving for long-term success. Approach: ISO 9004:2018 emphasizes a 5 steps of ISO 13485 Certification Process
risk-based thinking approach, which encourages organizations to anticipate potential 1. Planning
risks, identify opportunities, and integrate them into their overall strategy. 2. First Internal Audit
3. Corrective Actions
Key Takeaways for ISO 9004:2018 4. First Management Review
 Customer Satisfaction: Focuses on long-term satisfaction through 5. Initial Certification Audit
continuous monitoring and adaptation to customer needs. Enumerate at least 6 key areas of ISO 9004:2018
 Leadership: Emphasizes the importance of leadership in setting a clear
vision and fostering a quality-driven culture. 1. Customer Satisfaction
 Engagement of People: Encourages the involvement of employees at all
levels to drive innovation and improvement. 2. Leadership
 Process Management: Promotes an optimized process-based approach to
ensure efficiency and alignment with strategic objectives. 3. Engagement Of People
 Continual Improvement: Advocates for ongoing learning, adaptation, and
4. Process Management
improvement to ensure organizational agility.
 Business Results: Focuses on measuring both financial and non-financial
5. Continual Improvement
performance to drive success.
 Supplier and Partner Relationships: Highlights the importance of 6. Business Result
managing strong relationships with external parties.
 Risk and Opportunity Management: Encourages proactive identification 7. Supplier And Partnership Relationship
and management of risks and opportunities to enhance organizational
resilience. 8. Risk And Opportunity Management

Enumerate the 5 fundamental concepts in ISO 9000:2015

1. Quality
2. Quality management system
3. Context of an organization
4. Interested parties
5. Support
 even if the norm is not backed by official regulations. Acceptance sampling might be
used to check the progress toward the TQM goal.

Example of TQM
Perhaps the most famous example of TQM is Toyota’s implementation of the kanban
system. A kanban is a physical signal that creates a chain reaction, resulting in a
specific action. Toyota used this idea to implement its just-in-time (JIT) inventory
process.

The company decided to keep just enough inventory on hand to fill customer orders
as they were generated to make its assembly line more efficient. All parts of Toyota’s
assembly line are therefore assigned a physical card that has an associated inventory
number.

The card is removed and moved up the supply chain right before a part is installed in
a car, effectively requesting another of the same part. This allows the company to
keep its inventory lean and not overstock unnecessary assets. Effective quality
management resulted in better automobiles that could be produced at an affordable
Quality Management System 1 TQM & price.
PDCA

What Is Total Quality Management (TQM), and Why Is It Important? History of TQM
TQM’s history often dates back to the early 1900s, when Walter A. Shewhart
What Is Total Quality Management (TQM)? introduced modern quality control. Shewhart produced a landmark piece of industrial
Total quality management (TQM) is the continual process of detecting and reducing work titled “Economic Control of Quality of Manufactured Product” in 1931. This
or eliminating errors in manufacturing. It streamlines supply chain management, exposition is considered one of the founding and basic principles of manufacturing
improves the customer experience, and ensures that employees are up to speed with quality control.
training.
Further developments in Shewhart’s work introduced new standards in quality
Total quality management aims to hold all parties involved in the production process management decades later. Joseph M. Juran published a book called “What Is Total
accountable for the overall quality of the final product or service. Quality Control? The Japanese Way” in 1954. The work was based on Juran’s
experience of being invited to Japan by Japanese scientists and engineers. Juran later
Understanding Total Quality Management (TQM) co-authored “Quality Planning and Analysis,” another bestseller in TQM.
Total quality management is a structured approach to overall organizational
management. The focus of the process is to improve the quality of an organization’s Another prominent figure in TQM history is W. Edwards Deming. Posted in Japan
outputs, including goods and services, through the continual improvement of internal after World War II, Deming became involved with the Union of Japanese Scientists
practices. The standards set as part of the TQM approach can reflect both internal and Engineers (JUSE). His career work included several TQM frameworks
priorities and any industry standards currently in place. (Deming’s 14 Points, Deming’s Seven Deadly Diseases of Management, and The
Deming Wheel).
Industry standards can be defined at multiple levels and may include adherence to
various laws and regulations governing the operation of a particular business. Primary Principles of TQM
Industry standards can also include the production of items to an understood norm, TQM is considered a customer-focused process that focuses on consistently
improving business operations management. It strives to ensure that all associated
employees work toward the common goals of improving product or service quality, The systematic approach of TQM only works if feedback and input are given to
as well as improving the procedures that are in place for production. Several guiding evaluate how the process flow is moving. Management must continually rely on
principles define TQM. production, turnover, efficiency, and employee metrics to correlate the anticipated
outcomes with the actual results.
Focus on Customers
Under TQM, your customers define whether your products are high quality. TQM relies heavily on documentation and planning, and only by utilizing and
Customer input is highly valued because it allows a company to better understand the analyzing data can management understand if those plans are being met.
needs and requirements in the manufacturing process. Customer surveys may reveal
insufficient durability of goods. This input is then fed back into TQM systems to Integrate Systems
implement better raw material sourcing, manufacturing processes, and quality One way to utilize data is to integrate systems. TQM strategies believe systems
control procedures. should talk to each other, conveying useful information across departments and
making smart decisions.
Commitment by Employees
Employees must buy into the processes and system if TQM is going to be successful. When goods or inventory are used in one area, another department should have
This includes clearly communicating across departments and leaders what goals, immediate access to that enterprise resource planning (ERP) information. TQM
expectations, needs, and constraints are in place. A company adopting TQM strives to allow everyone to be on the same page at the same time by linking data
principles must be willing to train employees and give them sufficient resources to sources and sharing information across systems.
complete tasks successfully and on time. TQM also strives to reduce attrition and
maintain knowledgeable workers. Communication
Data may transfer between departments freely, but there is a human element to
Improve Continuously coordinating processes and making sure an entire production line is operating
A company should gradually evolve and strive for incremental, small improvements efficiently.
as it learns more about its customers, processes, and competition. This concept of
continuous improvement helps a company adapt to changing market expectations. It Effective communication plays a large part in TQM to motivate employees, educate
allows for greater adaptability to different products, markets, customers, or regions. members along a process, and avoid process errors, whether it is normal day-to-day
Continuous improvement also drives and widens the competitive advantage that a operations or large organizational changes.
company has built over related companies.
How to Implement TQM
Adherence to Processes TQM is a unique process. There is not a specific formula for implementing a system
TQM’s systematic approach relies heavily on process flowcharts, TQM diagrams, that suits every business and each type of industry. But you can create a checklist of
visual action plans, and documented workflows. Every member engaged in the issues that might suit your enterprise and proceed with them in chronological order.
process must be aware and educated on their part of the process to ensure proper Some may suit your business, while others will not. Select those that you think will
steps are taken at the right time of production. These processes are then continually provide an advantage.
analyzed to better understand deficiencies in the process.  Identify your company’s existing culture, its core values, and its systems.
 Use this information to create a system that will serve as your master plan.
Strategic and Systematic Approach  Establish what your customers and clients want and what they expect from
A company’s processes and procedures should be a direct reflection of the your business. Determine how to best meet these expectations and needs.
organization’s vision, mission, and long-term plan. TQM calls for a system approach  Create a team of management and employees to guide and implement your
to decision-making that requires that a company dedicate itself to integrating quality goals, and include these efforts in your daily business management process.
as its core component and making the appropriate financial investments to make that  Consistently gather feedback from employees and customers to gauge your
happen. progress.

Data Utilization Advantages and Disadvantages of TQM

TQM results in a company making a product for less when it’s implemented These techniques can be applied to all departments within an individual organization.
correctly. Companies that engage in TQM provide more consistent products that This helps ensure that all employees are working toward the goals set forth for the
yield stronger customer loyalty when they emphasize quality and minimize waste. company and improving function in each area. Involved departments can include
administration, marketing, production, and employee training.
As TQM touches every department across an organization, a company may reap
substantial savings from materials sourcing, production, distribution, or back-office What Does Total Quality Management Do?
functions. Companies that successfully implement TQM can usually react more TQM oversees all activities and tasks that are necessary to maintain a desired level of
quickly to change and proactively plan ahead to avoid obsolescence. excellence within a business and its operations. This includes the determination of a
quality policy, creating and implementing quality planning and assurance, and
A company must fully engage TQM principles to fully reap the benefits of TQM. quality control and quality improvement measures.
This requires substantial buy-in from every department across an organization. This
level of commitment is very difficult to achieve, requires substantial financial What Are the Principles of TQM?
investment, and necessitates all levels of management to engage in TQM. Various iterations of TQM have been developed, each with its own set of principles.
Certain core elements persist nonetheless. These include good leadership, emphasis
The conversion to TQM may be lengthy, and workers may feel resistant to change. A on quality, customer priority, error correction and improvement as an ongoing
company may be required to replace processes, employees, equipment, or materials process, and job training.
in favor of an untested, partially developed TQM plan. More skilled workers may
decide to leave the company if they feel TQM processes don’t appropriately utilize What Is a TQM Diagram?
their skill sets. A TQM diagram is a visual depiction of the business and process layout. The
diagram usually shows different processes or steps, allowing management to see a
process, analyze weaknesses or risks in the flow, and strategically adjust how things
are done.

The Bottom Line

Total quality management is the strategic framework that encourages everyone in an
organization to focus on quality improvement. The theory holds that customer
satisfaction will increase by being operationally excellent. Many principles drive
TQM, but the overall purpose is to eliminate errors, streamline processes, and
maximize efficiency.

What is PDCA (Plan, Do, Check, Act)?

PDCA (Plan, Do, Check, Act, sometimes seen as Plan, Do, Check, Adjust) is a
repetitive four-stage model for continuous improvement in business process
management. The PDCA model is also known as the Deming circle, cycle or wheel;
Shewhart cycle; control circle or cycle; or PDSA (Plan, Do, Study, Act).
Industries Using TQM
TQM originated in the manufacturing sector, but its principles can be applied to a This iterative model is foundational to quality management and widely used across
variety of industries. It provides a cohesive vision for systemic change with a focus various industries to improve processes systematically. Specifically, organizations
on long-term change rather than short-term goals. TQM is used in many industries implement the model to improve the quality and effectiveness of processes within
with this in mind, including but not limited to manufacturing, banking and finance, product lifecycle management, project management, human resource management,
and medicine. supply chain management and many other areas of business.
By using PDCA, organizations can identify inefficiencies, test potential The PDCA cycle is deeply integrated into Lean manufacturing and quality
improvements and implement changes in a controlled manner, thus aligning closely management practices. In these environments, PDCA is used to reduce waste,
with Lean manufacturing principles. enhance process efficiency and continually improve product quality. Lean
methodologies rely on PDCA as a foundational tool to achieve operational
Who created PDCA? excellence by fostering a culture of continuous improvement.
PDCA was popularized by W. Edwards Deming, an American engineer, statistician
and management consultant. Deming is often considered the father of modern quality Emphasis on data-driven decision-making
control. His work laid the groundwork for the Total Quality Management (TQM) and PDCA is a data-driven methodology that emphasizes the collection and analysis of
ISO 9001 quality standards, both of which emphasize the importance of continuous data at each stage of the cycle. During the Plan phase, data helps identify root causes
improvement. and set objectives. In the Check phase, data analysis is critical for verifying the
effectiveness of the implemented solutions. This approach ensures decisions are
However, though Deming popularized PDCA, he credited Walter A. Shewhart, an based on evidence, leading to more reliable and effective improvements.
American physicist, engineer and statistician, as the original creator of the cycle.
Shewhart's contributions to statistical quality control are considered foundational in Comparing PDCA with DMAIC
the field of process improvement. PDCA and DMAIC (Define, Measure, Analyze, Improve, Control) are both
continuous improvement tools, but they serve different purposes.
TQM processes often integrate the PDCA model to ensure improvements are PDCA is generally used for simpler, ongoing process improvements, while DMAIC
systematically implemented and sustained. This approach divides improvement -- part of the Six Sigma methodology -- is applied to more complex, data-intensive
efforts into four sequential categories: Plan, Do, Check and Act. problems.
While PDCA emphasizes iterative improvements, DMAIC focuses on in-depth
The PDCA cycle problem-solving with advanced statistical analysis.
Here's an example of how PDCA is broken down in TQM:
Reducing complication when implementing PDCA
Plan. Define the problem to be addressed, collect relevant data and ascertain the For successful PDCA implementation, it's essential to encourage teamwork during
problem's root cause. This stage involves thorough planning to ensure all potential the planning phase and use tools like fishbone diagrams for root cause analysis. Clear
factors are considered before moving forward. communication and thorough documentation are crucial in the Act phase to ensure
successful strategies are shared and standardized across the organization.
Do. Develop and implement a solution, then decide on a measurement to gauge its
effectiveness. During this stage, the planned solution is executed, and data is
collected to assess its impact.
Check. Confirm the results through before-and-after data comparison. This step
involves analyzing the data collected during the Do phase to determine if the solution
has successfully addressed the problem.
Act. Document the results, inform others about process changes and make
recommendations for the problem to be addressed in the next PDCA cycle. If the
solution is successful, it becomes the new standard; if not, the cycle begins again
with new insights.

The PDCA model is particularly valuable because it fosters a culture of continuous

improvement, enabling organizations to adapt to changes and continuously refine
their processes.

PDCA's connection to Lean manufacturing and quality management