TOTAL QUALITY MANAGEMENT

Presented byLINGESWARA RAO.PUNATI

Associate professor,Pharmaceutical Analysis,

Mizan – Tepi university, Ethiopia

TOTAL QUALITY MANAGEMENT

Total - made up of the wholeQuality - degree of excellence a product or service

providesManagement - act, art or manner of planning, controlling, directing,….

Therefore, TQM is the art of managing the whole to achieve excellence.

QUALITY:

In general, the quality can be defined as degree of customer satisfaction.

As per ISO, standard quality is defined as “the totality of characteristics

of an entity that bear on its ability to satisfy stated and implied

needs”.

Dimensions of Quality:

Three dimensions of quality

Quality Design

Quality Conformance

Quality Peformance

Quality Dimensions:

It means the intentions of designers to include or exclude feature in a product or service i.e the degree to which the quality characteristics are embedded into the product or service.

Quality Conformance:

It means how well the product or service meet the specification determined by designer

Quality Performance:

The quality performance is associated with reliability of the product or service.

• It means the product, part or system is performing its intended function under a prescribed set of conditions.

• It has an impact on repeated sales, reflects on the products image and if it poor, it can create legal implications.

Quality means:

meeting patient requirements (stated or implied)

Through the totality of product or service.

By conforming to a specified standard.

At a given time over a period of time.

At a price the patient can afford and is willing to pay

Characteristics :

• Technological

Strength, hardness, surface finish

• Psychological

Taste, status,

• Time – oriented

Reliability, maintainability - availability

• Contractual

Guarantee. Provision

• Ethical

Courtesy and honesty

Quality System’s Organization

Design Controls

MaterialControls

Records, Documents, &

Change Controls

Equipment & Facility Controls

Production & Process Controls

Corrective &Preventive

Actions

Management

Quality Control

The sum of all factors which contribute directly or indirectly to the safety, effectiveness and reliability of the product.

These properties are built into drug products through research and during the manufacturing process by procedures collectively referred to as Quality Control.

Quality control limits

i. Free of impuritiesii. Physically and chemically stableiii. The amount of active ingredient(s) as stated on

the labeliv. Provides optimal release of active ingredient(s)

when the product is administered.

Quality control following characteristics

1. A drug should be genuine quality and good nature.2. A drug should be physically and chemically pure.3. The drug should contain the same amount of

ingredient as stated on the label.4. The drug should be rendered in such a form that it

is effective after administration.5. A drug should retain quality in terms of shelf – life

or stability6. A drug should not have toxic impurities which

render it practically useless.

Importance of Quality Control

The drugs which are used for the life saving and treatment of diseases are derived from animal, plants or synthesised in the laboratory (synthetic drugs). The life is at stake and the doctors who wants to cure patients must get quality drugs.

What does TQM mean?

Total Quality Management means that the organization's culture 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.

What’s the goal of TQM?What’s the goal of TQM?

“Do the right things right the first time, every time.”

Six basic concepts of TQMTQM requires six basic concepts:They are1. A committed and involved management to provide

long term top – to – bottom organization support.2. An unwavering focus on the customer, both

internally and externally.3. Effective involvement and utilization of the entire

work force.

Contd. …

4. Continuous improvement of the business and production process.

5. Treating suppliers of the business and production process .

6. Establishing the performance measures.

Another way to put itAnother way to put it

• At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s two main objectives:

(1) total client satisfaction through quality products and services; and

(2) continuous improvements to processes, systems, people, suppliers, partners, products, and services.

Productivity and TQM

• Traditional view:– Quality cannot be improved without significant

losses in productivity.• TQM view:– Improved quality leads to improved productivity.

Basic Tenets of TQM• 1. The customer makes the ultimate determination

of quality.• 2. Top management must provide leadership and

support for all quality initiatives.• 3. Preventing variability is the key to producing

high quality.• 4. Quality goals are a moving target, thereby

requiring a commitment toward continuous improvement.

• 5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.

The three aspects of TQM

Counting

Customers

Culture

Counting

Customers

Culture

Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems

Quality for the customer as a driving force and central concern.

Shared values and beliefs, expressed by leaders, that define and support quality.

Total Quality Managementand Continuous Improvement

• TQM is the management process used to make continuous improvements to all functions.

• TQM represents an ongoing, continuous commitment to improvement.

• The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement.

Continuous Improvement versus Traditional Approach

• Market-share focus• Individuals• Focus on ‘who” and “why”• Short-term focus• Status quo focus• Product focus• Innovation• Fire fighting

• Customer focus• Cross-functional teams• Focus on “what” and “how”• Long-term focus• Continuous improvement• Process improvement focus• Incremental improvements• Problem solving

Traditional Approach Continuous ImprovementContinuous Improvement

Quality Throughout• “A Customer’s impression of quality begins with

the initial contact with the company and continues through the life of the product.”– Customers look to the total package - sales, service

during the sale, packaging, deliver, and service after the sale.

– Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale.

• “All departments of the company must strive to improve the quality of their operations.”

Value-based Approach

• Manufacturing Dimensions– Performance– Features– Reliability– Conformance– Durability– Serviceability– Aesthetics– Perceived quality

• Service Dimensions– Reliability– Responsiveness– Assurance– Empathy– Tangibles

The TQM System

CustomerFocus

ProcessImprovement

TotalInvolvement

LeadershipEducation and Training Supportive structureCommunications Reward and recognitionMeasurement

ContinuousImprovement

Objective

Principles

Elements

• The essence of TQM is improvement of the PROCESS.

• The foundation of carrying out process is the employees involved in the process.

• For the TQM to be successful, the management must give the encouragement to the employees to share their ideas, and act on them.

• Therefore, the TQM process requires high degree of communication and contact, response and adaptation coordination and sequencing, this them is the environment that should be created in a superior work team.

Problem solvinga. The team should be small enough to be efficient

and effective.b. Proper training should be given to the members in

the skills required.c. Should be provided with adequate time work on

the problem.d. Should be empowered to solve and implement the

solution.e. The team should have a designated “champion” to

help the team to clear the road – blocks.

HOLSTIC APPROACH Unlike the concept of QC or QA, which is focused

towards the products / services offered as the main business of organization, TQM focuses on the whole organization or enterprise.

All interrelated functions of the organization come under its purview.

Therefore, the common denominator, i.e human resource which populates very nook and corner of the organization is addressed.

How to harness of the human capital

This rests on three pillars:

1. Information sharing and transparency of operation

2. Involvement in decision making

3. Cultural transformation for excellence in all

spheres of activity.

Tool and techniques of TQM1. Information sharing & transparency of operation:Divide between “management” and “employees” is

bridged by establishing several institutionalized mechanisms / platforms for information sharing.

Example:Departmentalnotice boardmagazines organizational newsletter

Contd. …..• The focus is both on internal and external

information. External information and news (example, market information, competitors activity etc..) as well as internal information (example, company’s strategic plans, company’s annual budgets, company’s periodic performance, major orders won/ lost, company’s periodic cost, performance and contribution profit performance etc..

2. Involvement in decision makingInstitutionalized platforms for interaction at various

levels between employees and management.Small group of activity (SGA): cross functional team

for problem solving at inter – departmental level or organizational level.

Quality circle for problem solving at departmental level.

KAIZEN for unleashing the innovative / creativePotential at the individual employee level.

3. Cultural transformation for excellence in all spheres of activity :

Top management administering commitment to TQM by practicing what is preached.

Appointing champions as torch bearers for various movements, like time management, cost control energy saving, waste reduction, house keeping etc..

Recognizing and eulogizing hero‘s for excellence in performance in various forms of activity, kaizen, house keeping, energy saving etc…

MANAGEMENT OF PROCESS QUALITY

HUMAN RESOURCE DEVELOPMENT AND

MANAGEMENT

STRATEGIC QUALITY PLANNING

INFORMATION AND ANALYSIS

CUSTOMER FOCUS AND

SATISFACTION

QUALITY AND

OPERATIONAL RESULTS

SENIOREXECUTIVE

LEADERSHIP

System Approach for TQM

Driver

System

Customer Satisfaction Three Part System

Human Resource Management

Customer Expectations

Company Operations(Processes)

Customer Satisfaction