0% found this document useful (0 votes)
21 views9 pages

Total Quality Management by Rohit Dhakal

Total Quality Management (TQM) is a management approach aimed at long-term success through customer satisfaction, emphasizing continuous improvement involving all organizational members. Key figures in TQM include W. Edwards Deming, Joseph Juran, Armand Feigenbaum, and Philip Crosby, each contributing unique philosophies and methodologies for quality improvement. The principles of TQM focus on employee participation, quality circles, continuous improvement, management commitment, and customer-driven quality.

Uploaded by

Dhakal Rohit
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
21 views9 pages

Total Quality Management by Rohit Dhakal

Total Quality Management (TQM) is a management approach aimed at long-term success through customer satisfaction, emphasizing continuous improvement involving all organizational members. Key figures in TQM include W. Edwards Deming, Joseph Juran, Armand Feigenbaum, and Philip Crosby, each contributing unique philosophies and methodologies for quality improvement. The principles of TQM focus on employee participation, quality circles, continuous improvement, management commitment, and customer-driven quality.

Uploaded by

Dhakal Rohit
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 9

Total quality management

( TQM )
Concept of total quality management
 Total Quality Management (TQM) is a management approach that
focuses on long-term success through customer satisfaction. It
involves continuous improvement of processes, products, and
services by integrating the efforts of all members of an
organization.

TQM can be defined as:


 Total: Everyone associated with the company is involved in continuous
improvement (including its customers and supplier )
 Quality: Customers expressed and implied requirements are fully met.
 Management: Executives are fully committed
Philosophy of TQM
The philosophy of TQM was born out of the concepts developed by namely four great gurus of quality
management.

1. W. Edwards Deming : Deming's argument was that quality that is achieved through a
reduction in statistical variation improves competitive position as well as productivity.

 He defined Quality as being the direct result of quality of design, quality of conformance and the
quality of the sales and service function.
 A great believer in measuring quality by direct statistical measurement against specification,
the goal of quality improvement is to reduce variation.
 He developed a set of 14 points for management that express these issues.
 His beliefs were that quality management and improvement were the responsibility of all
employees in a company.
 Deming also believed that managers must change and develop partnerships with those at the
operating level of the business, which is one of the key elements in the Total Quality
Management Philosophy.
14 steps by Deming
1. Constancy of purpose
2. Adopt the new philosophy
3. Cease dependence on inspection
4. End lowest tender contracts
5. Improve every process
6. Institute training on the job
7. Institute leadership
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans
11. Eliminate management by objectives
12. Remove barriers to pride in work
13. Institute education and self improvement
14. Transformation is everyone job
2. Joseph Juran: Juran defined quality as being “fitness for use” and really
emphasized the cost of quality. He believed that it was important to take
management structure as a starting point and to build the quality
improvement program from that baseline.

3. The Juran method:


 Build awareness of the need and opportunity for improvement
 Set goals for improvement
 Organize to reach the goals
 Provide training
 Carry out projects to solve problems
 Report progress
 Give recognition
 Communicate results
 Keep the score
 Maintain momentum by making annual improvement part of the regular system and processes of
the company
3. Armand Feigenbaum:

 It was the originator of the term “Total Quality Control”.


 He believed that significant quality improvement could only be achieved by
the participation of everyone in the organization.
 He believed that the goal of quality improvement was to reduce the total
cost of quality to as low percentage as possible.

4. Philip Crosby:

 His argument is that higher quality will ultimately reduce cost.


 And quality as being the “conformance to Requirement”.
 He developed a program with 14 steps that has the focus of changing an
organization using action plans for their implementation.
14 steps by Philip Crosby

1. Management commitment
2. Quality improvement team
3. Quality measurement
4. Cost of quality evaluation
5. Quality awareness
6. Corrective action
7. Zero defects planning
8. Supervisor training
9. Zero defects day
10. Goal setting
11. Error cause removal
12. Recognition
13. Quality councils
14. Do it over again
Principle of TQM
a. Employee participation and development: Quality betterment is not
possible without the employee participation. Employee are the
internal customer, and every employee should be taken as the
‘Quality Worker’. The employee should be regularly updated and
trained for the emerging quality processes and standard.

b. Quality circle : A quality circle is a small group (6-12) of staff working


together to contribute to the improvement of the enterprise, to meet
on a regular basis to identify, investigate, analyze and solve their
work-related problems. The results of QC measured in long term.
c. Continuous improvement : Quality can be continually improved and it is
very dynamic thing. Search for the problems always in order to improve
every activity in the company process for planning, production, service,
better quality, increase productivity and decrease costs.

d. Management’s commitment ( Leadership ): the responsibility of managers


and supervisors must be changed from producing mere numbers to quality.
This will automatically improve the productivity.

e. Customer driven quality : Customer driven quality," also referred to as


"customer focus," means a business strategy where the company
prioritizes understanding and meeting the needs of their customers by
designing, developing, and delivering products or services that directly
align with customer expectations, essentially putting the customer at the
center of all quality decisions and improvements made within the
organization.

You might also like