Total quality management ( TQM ). Don by: Mariya albakri 92465 Amina almakhmari 92176 Amira almanthri 94550 Halima alkindi. What is TQM? - PowerPoint PPT Presentation
(TQM)Don by:Mariya albakri 92465
Amina almakhmari 92176Amira almanthri
What is TQM?
TQM is the integration of all functions and processes within
an organization in order to achieve continuous
improvement of the quality of goods and services. The goal is
customer satisfaction .
TQM dictates that everything and everybody in the
organization is involved in the enterprise of continuous
TQM is about always tryingto do things right first time and every time, rather than occasionally checking if they
have gone wrong.
TQM is a practical but strategic approach to
running an organizationthat focuses on the needs
of its customers and clients. It rejects anyoutcome other than
TQM is not a set of slogans, but a
deliberate and systematic approach to achieving appropriate levels of
quality in a consistent fashion that meet or exceed
the needs and wantsof customers. It can be
thought of as a philosophy of continual
improvement only achievable by and through
TQM requires Changing cultures
TQM requires a change of culture. This is notoriously difficult to bringabout and takes time to implement.
It requires a change of attitudes andworking methods.
Staff need to understand and live the message if TQM is to make an impact.
However, culture change is not only aboutchanging behaviours. It also requires a change in institutionalmanagement.
Tow things are required for staff to produce quality:
1- staff need a suitable environment in which to work.
They need the tools of the trade and they need to work with systems and procedures which are simple and which aid them in doing their jobs.
2- to do a good job the staff need encouragement and recognition of their successes and achievements.
The key to a successful TQM culture is an:
effective internal/externalcustomer-supplier chain.
Keeping close to the customers
The primary mission of a TQM institution is to meet the
needs andwants of its customers.
Excellent organizations, both public and private,
keep ‘close to the customer’.
TOTAL QUALITY MANAGEMENT IN EDUCATION
- A customer focus is, however, not by itself a sufficient condition for
ensuring total quality.
- TQM organizations need fully worked out
strategies for meeting their customers’ requirements.
- Education faces a consid erable challenge in its relationships with its
- The customer focus aspect of TQM does not just involve meeting the requirements of the external customers.
- Colleagues within the institution are also customers, and rely upon internal services of others to do their job effectively.
- Internal customer relationships are vitally important if an institution is to function efficiently and effectively.
- The best way of developing the internalcustomer focus is to help individual members of staff to identify thepeople to whom they provide services.
It is staff that make the quality difference. They produce successful
courses and satisfied clients. Internal marketing is a useful tool for
communicating with staff to ensure they are kept informed about whatis happening in the institution and have the opportunity to feed back
Training forteachers in quality concepts and thinking is an
important element in the required culture change.
Staff have to understand how they and theirpupils and students will benefit from a change
to a customer focus.
Totalquality is about more than being ‘nice to
customers and smiling’.
It isabout listening and entering into a dialogue
about people’s fears andaspirations.
The quality of learning
Education is about learning.
If TQM is to have relevance in education it
needs to address the quality of the learners’ experience.
Unless it doesthat, it will not make a substantial
contribution to quality in education.
An educational institution that takes the total quality route must take
seriously the issue of learning styles and needs to have strategies for
individualization and differentiation in learning.
The learner is theprimary customer, and unless learning
styles meet individual needs itwill not be possible for that institution to
claim that it has achieved totalquality.
TQM is hard work.
-It takes time to develop a quality culture. By
themselves hard work and time are two of the most
formidable blockingmechanisms to quality
Barriers to introducing TQM
- TQM needs a champion in the
face of the myriad of new challenges and
changes facing education.
- Quality improvement is a fragile process.
- If TQM is to work it must have the
long-term devotion of the seniorstaff of the institution.
- Many quality initiatives falter because senior
managers quickly return to
traditional ways of managing.
- Fear by seniormanagers of adopting new methods is a major barrier.
- sheer volume of external pressures also stands in the
way ofmany organizations
- Many staff fear the consequences of
empowerment, especially if things go
wrong. They are often comfortable with sameness.
They need to havethe benefits demonstrated to
- Fear of the unknown, of doing things differently,of trusting others, and of
making mistakes, are powerful defence and
resistance mechanisms. Staff cannot give of their
best unless they feelthat they are trusted and
their views listened to.
Deming argues that it isessential when
undertaking the quality revolution to ‘drive out
fear’, andit is imperative to take this message seriously when
building a qualityinstitution.