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Edward Deming

The document discusses Total Quality Management (TQM), which is an integrated approach to quality improvement that focuses on encouraging continuous incremental improvements throughout an organization. The main goals of TQM are customer satisfaction and continuous improvement. The document outlines Deming's 14 points for implementing TQM successfully, including breaking down barriers between departments, eliminating numerical quotas, and instituting ongoing education. It also discusses advantages of TQM like strategic management and return on investment, as well as potential barriers like lack of long-term commitment and cross-functional efforts.

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27 views

Edward Deming

The document discusses Total Quality Management (TQM), which is an integrated approach to quality improvement that focuses on encouraging continuous incremental improvements throughout an organization. The main goals of TQM are customer satisfaction and continuous improvement. The document outlines Deming's 14 points for implementing TQM successfully, including breaking down barriers between departments, eliminating numerical quotas, and instituting ongoing education. It also discusses advantages of TQM like strategic management and return on investment, as well as potential barriers like lack of long-term commitment and cross-functional efforts.

Uploaded by

lamu123
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Concepcion, Jan Erwin B.

N415

TQM?
"Quality is everyone's responsibility." ~ Edward Deming
TQM refers to an integrated approach by management to focus all functions and levels of an organization on quality and
continuous improvement. Over the years TQM has become very important for improving a firm's process capabilities in order
to achieve fit and sustain competitive advantages. TQM focuses on encouraging a continuous flow of incremental
improvements from the bottom of the organization's hierarchy. TQM is not a complete solution formula as viewed by many –
formulas can not solve managerial problems, but a lasting commitment to the process of continuous improvement.

The Main Driving Force


The main driving force of TQM is customer satisfaction.

Deming’s 14 point’s plan for TQM


Point 1: Create constancy of purpose toward improvement of the product and service so as to become competitive, stay in
business and provide jobs.

Point 2: Adopt the new philosophy. We are in a new economic age. We no longer need live with commonly accepted levels
of delay, mistake, defective material and defective workmanship.

Point 3: Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in.

Point 4: Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone.
Instead, depend on meaningful measures of quality, along with price.

Point 5: Find the problems; constantly improve the system of production and service. There should be continual reduction of
waste and continual improvement of quality in every activity so as to yield a continual rise in productivity and a decrease in
costs.

Point 6: Institute modern methods of training and education for all. Modern methods of on-the-job training use control
charts to determine whether a worker has been properly trained and is able to perform the job correctly. Statistical methods
must be used to discover when training is complete.

Point 7: Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a
better job. Improvement of quality will automatically improve productivity. Management must prepare to take immediate
action on response from supervisors concerning problems such as inherited defects, lack of maintenance of machines, poor
tools or fuzzy operational definitions.

Point 8: Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication and other
mechanisms that will enable everybody to be part of change, and to belong to it. Fear can often be found at all levels in an
organization: fear of change, fear of the fact that it may be necessary to learn a better way of working and fear that their
positions might be usurped frequently affect middle and higher management, whilst on the shop-floor, workers can also fear
the effects of change on their jobs.

Point 9: Break down barriers between departments and staff areas. People in different areas such as research, design, sales,
administration and production must work in teams to tackle problems that may be encountered with products or service.

Point 10: Eliminate the use of slogans, posters and exhortations for the workforce, demanding zero defects and new levels of
productivity without providing methods. Such exhortations only create adversarial relationships.

Point 11: Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in
management. Substitute aids and helpful leadership.

Point 12: Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship.
This implies, abolition of the annual merit rating (appraisal of performance) and of management by objectives.

Point 13: Institute a vigorous program of education, and encourage self-improvement for everyone. What an organization
needs is not just good people; it needs people that are improving with education.

Point 14: Top management's permanent commitment to ever-improving quality and productivity must be clearly defined
and a management structure created that will continuously take action to follow the preceding 13 points.
Five Main Advantages of TQM

1. Encourages a strategic approach to management at the operational level through involving multiple departments in
cross-functional improvements and systemic innovation processes
2. Provides high return on investment through improving efficiency
3. Works equally well for service and manufacturing sectors
4. Allows organizations to take advantage of developments that enable managing operations as cross-functional
processes
5. Fits an orientation toward inter-organizational collaboration and strategic alliances through establishing a culture of
collaboration among different departments within organization

TQM and Continuous Improvement Firm (CIF)


Two different perspectives of the same phenomenon

 The TQM Perspective – the beliefs and practices required of management to bring about and perpetuate a continuous
improvement firm (CIF).

 The CIF Perspective – the organization itself in all its integrity, full-blown, operating and practicing the total quality
management (TQM) approaches.

Barriers to Successful TQM


 Lack of long-term commitment and leadership for management
 Insufficient empowerment of workers
 Lack of cross-functional, cross-disciplinary efforts
 Misdirected focus – emphasis on the trivial many problems facing the company rather than a critical few
 Emphasis on internal processes to the neglect of external  - customer-focused – results
 Lack of focus in training and coaching
 Lack of cost-of-quality measurement, performance reporting, and reward/formal recognition systems
 Emphasis on quick fixes and low-level reforms, short-term performance at the expense of long-term improvements

Http://www.1000ventures.com/business_guide/im_tqm_main.html

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