TQM or Total Quality Management

It's an approach to improving the quality of

products and services by involving all
employees in continuously improving
processes, products, services, and the
culture in which they work.
The history of Total Quality Management (TQM)

Early Quality Pioneers:

Frederick Winslow Taylor

Walter A. Shewhart
W. Edwards Deming
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

1.Scientific Analysis of Work: Taylor

advocated for a systematic study of tasks to
determine the most efficient way to perform
them. This involved breaking down each job
into its component tasks and analyzing the
best methods to perform them.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

2. Time and Motion Studies: Taylor and his

associates conducted time and motion
studies to analyze the movements of workers
as they performed tasks. By studying these
movements, they aimed to eliminate
unnecessary motions and streamline
processes to increase efficiency.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

3. Standardization of Tools and

Techniques: Taylor emphasized the
standardization of tools, equipment, and
techniques to ensure consistency and
efficiency in production processes. This
included developing precise procedures and
providing workers with appropriate tools to
perform their tasks.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

4. Division of Labor: Taylor advocated for

the division of labor, where tasks were
broken down into smaller, specialized tasks
assigned to specific workers. This division
aimed to increase efficiency by allowing
workers to focus on mastering specific tasks.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

5. Training and Development: Taylor

believed in providing workers with training to
ensure they were proficient in the methods
and techniques necessary to perform their
tasks efficiently. He also emphasized the
importance of selecting and developing
workers based on their abilities and
aptitudes.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

6. Incentive Systems: Taylor proposed the

use of incentive systems to motivate workers
to increase productivity. He believed that
linking pay to performance would encourage
workers to work more efficiently and produce
higher output.
Frederick W. Taylor's scientific management
principles emphasized standardization and
efficiency.

7. Managerial Control: Taylor advocated for

strong managerial control over the
production process. Managers were
responsible for planning and overseeing
work, while workers were expected to follow
instructions and adhere to standardized
procedures.
Walter Shewhart developed a critical insight that,
while all processes exhibit variation, some
variation is inherent to the specific process.

From this thinking, he invented the Statistical

Process Control (SPC) technique in 1924. The
technique has been used across a range of
industries ever since.

He also invented the Control Chart – which is to

this day known also as the ‘Shewhart chart’ and is
used to study how a system or process changes
over time.
Statistical process control (SPC) monitors
manufacturing processes with technology
that measures and controls quality.

SPC triggers various machines and

instruments to provide quality data from
product measurements and process
readings.

Once collected, the data is evaluated and

monitored to control that process.
When a process is continuously monitored and controlled,
managers can ensure that it works at its full potential,
resulting in consistent, quality manufacturing.
• In the 1930s Deming became interested in ways
that statistical analysis could achieve better
quality control in industry.
• Deming’s quality-control methods were based
on a systematic tallying of product defects that
included the identification and analysis of their
causes.
• Once the causes of defects were corrected, the
outcomes were tracked to measure the effects
of those corrections on subsequent product
quality.

W. Edwards Deming
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

1. Create constancy of purpose toward

improvement of product and service, with the
aim to become competitive and to stay in
business, and to provide jobs.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

2. Adopt the new philosophy. We are in a new

economic age. Western management must
awaken to the challenge, must learn their
responsibilities, and take on leadership for
change.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

3. Cease dependence on inspection to achieve

quality. Eliminate the need for inspection on a
mass basis by building quality into the product
in the first place.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

4. End the practice of awarding business on the

basis of price tag. Instead, minimize total cost.
Move toward a single supplier for any one item,
on a long-term relationship of loyalty and trust.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

5. Improve constantly and forever the system of

production and service, to improve quality and
productivity, and thus constantly decrease
costs.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

6. Institute training on the job.

Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

7. Institute leadership. The aim of supervision

should be to help people and machines and
gadgets to do a better job.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

8. Drive out fear, so that everyone may work

effectively for the company.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

9. Break down barriers between departments.

People in research, design, sales, and
production must work as a team, to foresee
problems of production and in use that may be
encountered with the product or service.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

10. Eliminate slogans, exhortations, and targets for

the work force asking for zero defects and new levels
of productivity. Such exhortations only create
adversarial relationships, as the bulk of the causes of
low quality and low productivity belong to the
system and thus lie beyond the power of the work
force.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

11a. Eliminate work standards (quotas) on the

factory floor. Substitute leadership.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

11b. Eliminate management by objective. Eliminate

management by numbers, numerical goals.
Substitute leadership.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

12a. Remove barriers that rob the hourly worker of

his right to pride of workmanship. The responsibility
of supervisors must be changed from sheer numbers
to quality.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

12b. Remove barriers that rob people in

management and in engineering of their right to
pride of workmanship. This means, among others,
abolishment of the annual or merit rating and of
management by objective.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

13. Institute a vigorous program of education and

self-improvement.
Dr. W. Edwards Deming offered 14 key principles for
management to follow to improve the effectiveness of a business
or organization significantly.

14. Put everybody in the company to work to

accomplish the transformation. The transformation
is everybody's job.
In 1950 Japanese business leaders invited
Deming to Japan to teach executives and
engineers about the new methods.

Japanese companies quickly adopted his

methods, with the result being a
commitment to quality control that helped
Japanese firms dominate some product
markets in many parts of the world.

W. Edwards Deming
Deming's Influence: Deming's teachings heavily influenced
Japanese industry, leading to the development of approaches
such as Kaizen (continuous improvement) and the Toyota
Production System (TPS).

The emphasis on quality and efficiency in Japanese

manufacturing led to Japan's rise as an economic powerhouse in
the latter half of the 20th century.
Spread to the West: In the 1970s and 1980s, Western
companies began to take notice of Japan's success and
sought to adopt similar quality management practices.

This period saw the emergence of TQM as a

management approach in Western industries, with
companies like Ford and Motorola leading the way.
Formalization of TQM: The
formalization of TQM occurred in
the 1980s and 1990s, with the
publication of influential books
such as "Out of the Crisis" by W.
Edwards Deming and "Quality Is
Free" by Philip B. Crosby.

These works helped popularize

TQM principles such as customer
focus, continuous improvement,
and employee involvement.
Global Adoption: TQM became a global phenomenon,
spreading beyond manufacturing to service industries,
healthcare, education, and government.

Organizations around the world began implementing TQM

principles to improve quality, reduce costs, and enhance
customer satisfaction.
Elements of TQM

1. Customer Focus: TQM begins with a

deep understanding of customer needs,
expectations, and preferences.
Organizations must gather feedback from
customers, identify their requirements,
and align products, services, and processes
to meet or exceed those expectations.
Elements of TQM

2. Employee Involvement:
Employees at all levels of the
organization are actively involved
in quality improvement efforts.
TQM encourages participation,
empowerment, and collaboration
among employees to drive
innovation, problem-solving, and
continuous improvement.
Elements of TQM

3. Continuous Improvement: Also

known as Kaizen. Organizations
continuously seek opportunities to
enhance processes, products, and
services through incremental
changes and innovation.
Elements of TQM

4. Process Management: TQM emphasizes the importance of

managing processes effectively to achieve desired outcomes.
Organizations identify key processes, analyze them to
understand their inputs, outputs, and interdependencies, and
implement measures to optimize efficiency, quality, and
performance.
Elements of TQM

5. Supplier Relationships: TQM

recognizes the significance of strong
partnerships with suppliers and
vendors. Organizations collaborate
closely with suppliers to ensure the
quality of materials, components,
and services, establish clear
expectations, and foster mutual trust
and cooperation.
Elements of TQM

6. Leadership Commitment:
Effective leadership is critical for the
successful implementation of TQM.
Leaders set the tone for quality
excellence, communicate vision and
values, allocate resources, and
provide support and guidance to
employees throughout the
organization.
Elements of TQM

7. Data-Driven Decision Making: TQM relies on data and

evidence-based analysis to make informed decisions.
Organizations collect, analyze, and utilize data related to quality,
processes, and performance to identify trends, root causes of
problems, and opportunities for improvement.
Elements of TQM

8. Training and Education: TQM

emphasizes the importance of
investing in employee training and
development. Organizations provide
employees with the necessary skills,
knowledge, and resources to
contribute effectively to quality
improvement initiatives and adapt to
changing business needs.
Elements of TQM

9. Benchmarking: Benchmarking involves

comparing organizational performance and
practices against industry standards or
best-in-class organizations. TQM
encourages benchmarking as a means to
identify areas for improvement, learn from
others, and adopt best practices to
enhance competitiveness and
performance.
Elements of TQM

10. Quality Culture: TQM fosters a

culture of quality excellence
throughout the organization. Quality
becomes everyone's responsibility,
and a commitment to continuous
improvement, customer satisfaction,
and excellence permeates the
organizational culture.
Elements of TQM

10. Communication: Ensuring clear

and consistent communication
about quality goals and progress.
Key Methodologies and Frameworks within TQM

1. Deming's 14 Points
Key Methodologies and Frameworks within TQM

2. Juran Trilogy
The Juran Trilogy, also called Quality Management Trilogy,
was presented by Dr. Joseph M. Juran as a means to manage
for quality.

The Juran Trilogy is a universal way of thinking about

managing for quality leadership—it fits all functions, all
levels, and all product and service lines.
Key Methodologies and Frameworks within TQM

2. Juran Trilogy
Three universal processes:

• Quality Planning (Quality by Design)

• Quality Control (Process Control & Regulatory)
• Quality Improvement (Lean Six Sigma)
Key Methodologies and Frameworks within TQM

2. Juran Trilogy
Three universal processes:

• Quality Planning (Quality by Design)

• Quality Control (Process Control & Regulatory)
• Quality Improvement (Lean Six Sigma)
2. Juran Trilogy

Key Methodologies and Frameworks within TQM

Key Methodologies and Frameworks within TQM

3. Kaizen
Kaizen is a Japanese business philosophy that encourages
continuous improvement involving employees at all
levels of a company.

The word kaizen is often translated as "change for the

better."
Key Methodologies and Frameworks within TQM

3. Kaizen
The goal of kaizen is to make small changes over a
period of time to drive continuous improvement
within a company.

The kaizen process recognizes that small changes now can

add up to huge impacts in the future.
Key Methodologies and Frameworks within TQM
3. Kaizen
How Does Kaizen Work? Key Principles
Kaizen is often broken down into a set of key principles.
• Know your customer
• Let it flow (eliminating waste, or non-value-adding activities, from
the workflow)
• Go to gemba (where things actually happen, such as the factory
floor)
• Empower people
• Be transparent
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
Lean manufacturing is a production process based on
an ideology of maximizing productivity while
simultaneously minimizing waste within a
manufacturing operation.
The lean principle sees waste is anything that doesn't
add value that the customers are willing to pay for.
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
The benefits of lean manufacturing include reduced lead
times and operating costs and improved product quality.

By reducing waste to deliver process improvements, lean

manufacturing sustainably delivers value to the customer.
Key Methodologies and Frameworks within TQM
4. Lean Manufacturing
5 Principles
1. Value: Value is determined from the perspective of the
customer and relates to how much they are willing to pay
for products or services.
How to create value?
ELIMINATE WASTE, why?
This will result to lower cost, and meet optimal price for
customers. Thus, generating profit.
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
5 Principles
2. Map the Value Stream: This principle involves analyzing
the materials and other resources required to produce a
product or service with the aim of identifying waste and
improvements. The value stream covers the entire lifecycle of
a product, from raw materials to disposal.
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
5 Principles

3. Create Flow: Creating flow is about removing functional

barriers to improve lead times. This ensures that processes
flow smoothly and can be undertaken with minimal delay or
other waste. Interrupted and disharmonious production
processes incur costs and creating flow means ensuring a
constant stream for the production or service delivery.
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
5 Principles

4. Establish a Pull System: A pull system works by only

commencing work when there is demand. This is the
opposite of push systems, which are used in manufacturing
resource planning (MRP) systems. Push systems determine
inventories in advance with production set to meet these
sales or production forecasts.
Key Methodologies and Frameworks within TQM

4. Lean Manufacturing
5 Principles

5. Perfection: Lean manufacturing requires ongoing

assessment and improvement of processes and procedures
to continually eliminate waste in an effort to find the perfect
system for the value stream.
Key Methodologies and Frameworks within TQM

5. ISO 9000 Series

International standards for quality management systems.
Implementation and Challenges of TQM
Steps for Implementing TQM
• Assessment
• Goal Setting
• Planning
• Training
• Implementation
• Monitoring
• Continuous Improvement.
Implementation and Challenges of TQM
Challenges in Implementing TQM
1. Resistance to change
2. Lack of management commitment
3. Inadequate training and communication
4. Lack of employee involvement
5. Focus on short-term profits
6. Poor organizational culture
7. Lack of understanding of customer needs
8. Difficulty in sustaining improvement efforts