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TOTAL QUALITY MANAGEMENT

A DefinitionTQM is an integrated organizational approach in delighting customers (both external and internal)

by meeting their expectations on a continuous basis through everyone involved with the

organizational working on continuous improvement in all products/processes along with

proper problem solving methodology.

“TO DELIVER HIGHEST VALUE AT LOWEST COST”

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Key contributors to quality management

Q : Quest for excellence

U : Understanding customer’s needsA : action to achieve customer’s appreciationL : Leadership- determination to be a leaderI : Involving all peopleT : Team spirit to work for a common goal andY : Yardstick to measure progress.

contributorcontributor Key contributionsKey contributionsDEMMINGDEMMING

JURANJURAN

FEIGENBAUMFEIGENBAUM

CROSBYCROSBY

ISHIKAWAISHIKAWA

TAGUCHITAGUCHI

14 Points, special versus common cause of variation.14 Points, special versus common cause of variation.

Quality is fitness-for-use , quality trilogy.Quality is fitness-for-use , quality trilogy.

Quality is a total field, the customer defines quality.Quality is a total field, the customer defines quality.

Quality is free , zero defects.Quality is free , zero defects.

Cause and Effect diagrams and quality circlesCause and Effect diagrams and quality circles

Taguchi loss function.Taguchi loss function.

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MEANING OF QUALITY

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Fitness forConsumer Use

Fitness forConsumer Use

Producer’s PerspectiveProducer’s Perspective Consumer’s PerspectiveConsumer’s Perspective

Quality of ConformanceQuality of Conformance

• Conformance to specifications

• Cost

Quality of DesignQuality of Design

• Quality characteristics• Price

MarketingMarketingProductionProduction

Meaning of Quality Meaning of Quality

Elements of TQM Concept

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Continuous improvement

Customer focus

PreventionOf defects

Universal responsibility

For quality

TQM

Deming Wheel: PDCA Deming Wheel: PDCA CycleCycle

1. PlanIdentify problem and develop plan for improvement.

2. DoImplement plan on a test basis.

3. Study/CheckAssess plan; is it working?

4. ActInstitutionalize improvement; continue cycle.

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TQM TOOLSa) Tools for Generating Ideas:

Check Sheet, Scatter Diagram, Cause and Effect Diagram,

b) Tools to Organize the Data: Pareto Charts, Flow Charts (Process Diagram), and

c) Tools for Identifying Problems: Histogram, Statistical Process Control Chart

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TQM tools1. Scatter diagram: Its used to determine whether a

relationship exists between two variables2. Flow chart/ process map: These diagram show the flow of the process and

services. It answers the question “Who is the next

Customer?” Improvement can be accomplished by

changing,reducing,combination, or eliminating steps.

Standardized symbols are used by industrial engineers.

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TQM tools continued.. 3. Histogram is a graphical display of tabulated

frequencies . 4. Cause and effect diagram/fishbone diagram: It

was originated by Kaoru Ishikawa. It is simply a tree or hierarchy, showing how

causes have causes.

Its main use is to discover potential causes of unwanted problems.

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TQM tools continued..5. Pareto chart: “ Vital few Trivial Many ” It was first evolved by Italian Economist Vilfredo Pareto. It’s a technique of ordering causes to problems from the

most to the least significant.6. Stratification: It is a technique used to divide data into

sub category or classification to provide useful insight into the problem.

7. Control charts: They are on line process control and is a type of run chart used for studying process performance over time in order to understand and reduce variation.

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Costs of Quality1. PREVENTION COSTS2. APPRAISAL COSTS3. INTERNAL FAILURE COSTS4. EXTERNAL FAILURE COSTS

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TQM benefitsImage of organization improves.Reduction in inventory.Shorter lead time in design, manufacturing,

procurement service etc.,Reduction in complaints.Customer satisfaction.Quality cost % to turnover reduction.Lower manufacturing cost.Reduction in deviation.Continuous improvement.Drastic reduction in defectives and number of

defects.www.a2zmba.com

TQM GURUS Edward

Deming

Joseph M. Juran

Walter A. Stewart

Armand V.Feigenbaum

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Karou Ishikawa

Edward Deming’s 14 PRINCIPLES

1. Create Constancy of purpose for continual improvement of product and service.

2. Reduce the acceptable levels of poor quality.3. Cease dependence on Inspection to achieve

quality.4. End the Practice of awarding Business on Price

tag alone.5. Improve constantly and for ever the system of

production and service.www.a2zmba.com

14 PRINCIPLES Continued:

6. Institute training on the job 7. Adopt and Institute modern methods of

supervision and Leadership 8. Drive out fear 9. Break down barriers between departments

and individuals 10. Eliminate the use of slogans, posters and

exhortations 11. Eliminate work standards and numerical

quotas

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14 PRINCIPLES Continued:

12. Remove barriers that rob the hourly worker of the right to pride in workmanship

13. Institute a vigorous program of education of and retraining

14. Define top management’s permanent commitment top ever improving quality and productivity.

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CROSBY’S FOURTEEN STEPS TO QUALITY IMPROVEMNETManagement CommitmentThe quality improvement PlanMeasurementThe cost of qualityQuality awarenessCorrective ActionZero Defect planningEmployee educationZero defects day

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CROSBY’S FOURTEEN STEPS TO QUALITY IMPROVEMENT Contd.

Goal settingError cause removalRecognitionQuality councilDo it all over again

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ELEMENTS OF TQMTop management commitment and involvement Customer involvementDesign products for qualityDesign production processes for qualityDeveloping supplier partnershipCustomer service, distribution, and installationBuilding teams of empowered employeesBenchmarking and continuous improvement

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QUALITY MANAGEMENT RECOGNITIONMalcolm Baldrige National Quality Award

Deming Prize

ISO 9000

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APPLYING TQM TO B-SCHOOL

Synergistic relationships.Continuous improvement and self-evaluation. A system of ongoing process. Leadership.

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TQM @ S.R.N ADARSH COLLEGEEstablished in 1996.Started their PG Courses in 2001.They offer courses like MBA and PGDBM.It is an ISO 9001: 2000 certified college.They have applied for NAAC

accreditation. They have also started Adarsh Business

School.

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Quality objectives :-

Providing modern courses.Improving the existing amenities. To upgrade the skills of teaching staff.Invite specialists in various fields and organize seminars and lectures to provide additional

knowledge to the students. To achieve good results in both UG and PG

course at the university level examinations.To develop library as one of the best information

resource centers.

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Quality management strategyQuality manual i) Quality systems manual. ii) Quality procedure manual. Apex meetings once in every 4 months to

review the quality manual. Both internal as well as external audit. They hold at least 1 National conference

every year.

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Contd…They have recorded 100% pass percentage in PG courses.

They have formed 9 sub-committees to look into the quality maintenance cycle.

Books and research papers have been often published by the management.

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Areas for improvement

All departments and process should be computerized by implementing ERP systems.

The placement cell should improve its efficiency.

The college should provide good infrastructure to facilitate the students.

The feedback forms from the students as well as the faculty should be considered seriously.

Seminars and guest lectures should be conducted on a regular basis.

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SYNERGISTIC RELATIONSHIPSTeachers are the suppliers and students are the

customers in management institutionGood relationship between suppliers and

customerTalent and experience is used for the efficient

performance and production.Teachers and schools- learn and communicate in

quality ways Invest to maximize the growth opportunities

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LEADERSHIPThe success of TQM is the responsibility of top

management. The context should be such that students can

best achieve their potential through the continuous improvement that results from teachers and students working together.

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CONTINUOUS IMPROVEMENT AND SELF-EVALUATION

Everyone in the organization must be dedicated to continuous improvement, personally and collectively .

Within a Total Quality school setting, administrators work collaboratively with their customers .

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A SYSTEM OF ONGOING PROCESS

Must be viewed as a system, and the work people do within the system must be seen as ongoing processes.

Quality speaks to working on the system, which must be examined to identify and eliminate the flawed processes that allow its participants to fail

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A QUALITY B-SCHOOL A well established system Good administrative setupResearch Faculty with experience and industrial exposureKnowledge management and practical

applicationPlacement Infrastructurestudents

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ADVANTAGES OF APPLIYING TQM IN EDUCATION

Great relationship between teachers and students Excellent placement opportunitiesExtensive and continuous improvementEnhances relationship between management and

facultyWorld class management school Knowledge based education

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