Syndicate 1

• "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society”.“International Organization for Standardization (ISO): ISO 8402:1994

History

• W.Edward Deming Father of post war industrialRevival of Japan

• J.M. Juran Author of Quality Control Handbook

Edwards Deming’s 14 Principles

• Create constancy of purpose towards improvement of products and services

• Adopt the new philosophy. We can no longer live with commonly accepted levels of delays, mistakes, defective workmanships

• Cease dependence on mass inspection. Require instead, statistical evidence that quality is built-in

• End the practice of awarding business on the basis of price tag

• Find the problems in the system

• Institute modern methods of training on the job

• Institute modern methods of supervision of production workers

• Drive out fear so that everyone may work effectively for the company

• Breakdown barriers between departments

• Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods

• Eliminate work standards that prescribe numerical quotas

• Remove barriers that stand between the hourly worker and his right to pride of workmanship

• Institute vigorous programme of education and retraining

• Implement all the above principles

Key Elements

Foundation Building Bricks Binding Mortar Roof

Ethics Integrity Trust

Training Team Work Leadership

RecognitionCommunication

Continuous Process Improvement

The objective is to improve interrelated process while increasing the quality of work being performed and as a result the product or service. When one critical process is improved another process is addressed in a continual manner

Organization

• Marketing, sales and research

• Engineering

• Purchasing

• Human resource

• Management

• Packing, storing and shipping

• After-sale support

External Suppliers

The prime goals are to satisfy your customer with quality goods and services

It is essential that your suppliers also provide you with quality parts and services

Forming partnership with your suppliers.

1 Strategies of Establishing Partnerships 1.1 Problem with Vital Supplier 1.2 Nurture a Relationship 1.3 Have Attitude of Trust

2 Work Together to Focus Understanding- Make sure they understand- Work Together on Specification- Iron Out Misunderstandings- Encourage Method Down the Line

3 Share Motivation for Quality Goodsa. Sometimes a Bonus Works

b. Giving Recognition

c. Long Term Promise

4 Help Each Other to Do a Good Job

a. Help train supplier's employees

b. Ask supplier for help

3. ConclusionIn conclusion, the way to assure your supplier

will provide you with quality goods and services is to form a partnership with that supplier. Three steps help you form that customer-supplier partnership:

– Work Together to Focus Understanding – Share Motivation for Quality Goods – Help Each Other to Do a Good Job

• These steps will be the foundation for forming a customer-supplier partnership. It is a continuous process of improvement of your relationship and of the products and services delivered.

Customer Satisfaction

• The customer is the king & customer

demands quality.

• Choosy nature of customers.

• Lot of alternative product portfolios available for the consumers.

• Customers not ready to bear even the tolerance limit set by the companies.

• To create a strong brand value and goodwill.

IT QUALITY FUNCTIONS

• Create a clear mission

• Set specific objectives

• Develop simple strategies

• Design a small focus quality function

• Take next steps

Conclusion• We can conclude that eight elements are key in ensuring the

success of TQM in an organization and that the supervisor is a huge part in developing these elements in the work place. Without these elements, the business entities cannot be successful TQM implementers. TQM encourages participation amongst shop floor workers and managers. There is no single theoretical formalization of total quality, but Deming, Juran provide the core assumptions, as a "...discipline and philosophy of management which institutionalizes planned and continuous... improvement ... and assumes that quality is the outcome of all activities that take place within an organization; that all functions and all employees have to participate in the improvement process; that organizations need both quality systems and a quality culture.". organization.

Bibliography

• Operations Management by (Roberta S. Russell)

• Total Quality Management( Shailendra Nigam)

• http://en.wikipedia.org/wiki/Total_Quality_Management

• http://www.isixsigma.com/library/content/c021230a.asp