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TQM Total Quality Management: Amity Business School

Total Quality Management (TQM) aims to manage the whole organization to achieve excellence and constant customer satisfaction. This involves continuously improving processes through an integrated system using tools, techniques, and training. TQM views improved quality as leading to improved productivity, unlike traditional views that quality cannot improve without losing productivity. It focuses on customers, counting/data analysis, and developing a quality culture throughout the organization.

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Shubham Sharma
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108 views10 pages

TQM Total Quality Management: Amity Business School

Total Quality Management (TQM) aims to manage the whole organization to achieve excellence and constant customer satisfaction. This involves continuously improving processes through an integrated system using tools, techniques, and training. TQM views improved quality as leading to improved productivity, unlike traditional views that quality cannot improve without losing productivity. It focuses on customers, counting/data analysis, and developing a quality culture throughout the organization.

Uploaded by

Shubham Sharma
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Amity Business School

TQM
Total Quality Management
Amity Business School

Why TQM ?
Ford Motor Company had operating losses
of $3.3 billion between 1980 and 1982.
Xerox market share dropped from 93% in
1971 to 40% in 1981.
Attention to Quality was seen as a way to
combat the competition.
TQM Amity Business School

• Total - made up of the whole.


• Quality - degree of excellence a product or
service provides.
• Management - act, art or manner of
planning, controlling, directing the
Therefore, TQM is the art of managing
the whole to achieve excellence.
Amity Business School

Total Quality Management is defined by and supports the


constant attainment of customer satisfaction through an
integrated system of tools, techniques, and training.
This involves the continuous improvement of
organizational processes, resulting in high quality
products and services to consumers.
• total client satisfaction through quality products and
services;
• continuous improvements to processes, systems,
people, suppliers, partners, products, and services
The TQM System Amity Business School

Objective Continuous
Improvement

Principles Customer Process Total


Focus Improvement Involvement

Leadership
Elements Education and Training Supportive structure
Communications Reward and recognition
Measurement
Amity Business School

Productivity and TQM


• Traditional view:
– Quality cannot be improved without significant
losses in productivity.
• TQM view:
– Improved quality leads to improved
productivity.
The three aspects of TQM Amity Business School

Counting Tools, techniques, and training in their


use for analyzing, understanding, and
solving quality problems

Customers Quality for the customer as a


driving force and central concern.

Culture Shared values and beliefs, expressed


by leaders, that define and support
quality.
Continuous Improvement V/s Traditional Approach
Amity Business School

Traditional Approach Continuous Improvement


• Market-share focus • Customer focus
• Individuals • Cross-functional teams
• Focus on ‘who” and “why” • Focus on “what” and “how”
• Short-term focus • Long-term focus
• Status quo focus • Continuous improvement
• Product focus • Process improvement focus
• Innovation • Incremental improvements
• Problem solving
Amity Business School

Value-based Approach
• Manufacturing • Service Dimensions
Dimensions – Reliability
– Performance – Responsiveness
– Features – Assurance
– Reliability
– Empathy
– Conformance
– Tangibles
– Durability
– Serviceability
– Aesthetics
– Perceived quality
Amity Business School

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