What is Total Quality Management (TQM)?

Total Quality Management (TQM) is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. An important part of TQM is its philosophy toward continually improving your business and products.
The basic principles for the Total Quality Management (TQM) philosophy of doing business are to satisfy the customer, satisfy the supplier, and continuously improve the business processes.

Globalization and Tqm

Implement Total Quality Management (TQM) requires regular review its performance and effectiveness. A typical management review meeting is held to review its implementation, project status and project performance. This article present a case study of a typical Management Review Meeting
I was in a management review meeting on 25 September 2007. The Agenda for the day was to review the progress of the Total Quality Management ( TQM ) in implementation in the organization.
A few days before the management meeting, I did some research into the TQM implementation data from several companies under this organization. I collated data such as Vision and Mission Statements, Strategic Planning worksheets, SWOT Analysis data, TQM implementation projects and their respective results etc.
I started to analysis these data and correlate the results with the key actions. I compiled those key actions that achieved the targeted results etc..... and presented to the management team. Despite having data to quantify the progress of the TQM implementation, the management team could not conclude whether the companies has succeeded in TQM implementation.

Quality of People

The key to TQM is people, and this implies both management and staff members at all levels. People are, when all is said and done, what makes it happen - or not. Engaging the hearts and minds of the people is the first milestone along the path to success.
For management, especially top management, issues to be addressed include:

• Vision Development
• Strategic Planning and Deployment
• Objectives and Measures
• Resource Management
• Leadership Styles
• Management Development

For the staff, issues to be addressed include:

• Skills and Competencies
• Organization & Job Design
• Performance Management
• Motivation
• Empowerment
• Facilitation and Problem Solving Skills
  

Systems and Work Processes

Organizations are systems! These systems are composed of a series of processes. An organizational system is a group of related processes. In order for managers to change elements of a system, they need to understand what a process is and how to define problems in operational ways. We will begin with defining the problem we want to solve in measurable terms. We will then introduce selective tools for measuring a work-related process. We will do so in order to produce some form of organizational change. We will employ a five step problem approach. This approach is designed to structure the way you as a manager approach problems. The SPC tools are designed to help you make your case. The focus on CPI is designed to underscore that management is a journey not a destination.

TQM Focuses on Continuous Improvement Rather than Major Breakthroughs to Produce Quality Improvements. A Culture Change.

Traditional management relies inordinately on technological advances such as automation and computers to produce improved quality and productivity. TQM does not ignore these breakthroughs, but places more value on small, incremental gains resulting from daily attention to enhancing how work is done, called continuous improvement by TQM. Continuous improvement relies on feedback from the customers both internal and external. This feedback is both informal, e.g. stakeholder analysis, and formal, e.g. focus groups and surveys. Because TQM is based on continuous process improvement it requires a long term change in organizational culture which must be accepted by those at the top of the organization.

TQM is customer not specialist driven.

Users of products or services define what they want rather than have their needs defined by specialists. In TQM, customer needs and expectations, not agency established standards, define quality. No matter how good your products and services are by some "objective" standard, they cannot have total quality unless they meet your customers needs. A customer is anyone who receives or uses what you produce or whose service satisfaction depends upon your actions. There are two general types of customers in TQM internal and external. An internal customer is someone in your organization whose part in the work process comes after yours. An external customer is the ultimate recipient of your product or service. TQM cannot be implemented unless it is a top down organization. TQM reflects a different paradigm of management. E.g. The chain on the automobile line in Japan versus U.S.

Management Leadership of TQM

Management leads the commitment and the organization's total effort to ensure that our goals are achieved. Management leadership means focusing on the vital few goals, aligning of activities, maintaining constancy of purpose, and creating an environment where employees are not fearful of exposing weaknesses. Managers show by example that TQM is supported in daily activities.

The common elements of a successful shift to TQM are:

• Top Management commitment / leadership.
• Shared Values - Policy Deployment.
• Line Management ownership.
• Cascade training in TQM - compulsory.
• Widespread use of teams / councils / committees.
• Employee involvement / empowerment.
• Recognition and celebration.
• Voice of the customer.
• Challenging quantified goals - benchmarking.
• Focus on processes / improvement plans.
• Specific incorporation in strategic planning.

Appoint a representative or coordinator

We have to identify and nominate a senior executive to coordinate TQM activities in the organization. This person should have some qualities like belief in the process, good communicator, friendly and caring, good listener, good facilitator etc. He should also have good knowledge about the organization and report directly to Chief Executive Officer (CEO). It should always be remembered that responsibility and accountability of TQM remains with Chief Executive and TQM coordinator merely helps while performing the task.

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TQM Principles

Specifics related to the framework and implementation of TQM vary between different management professionals and TQM program facilitators, and the passage of time has inevitably brought changes in TQM emphases and language. But all TQM philosophies share common threads that emphasize quality, teamwork, and proactive philosophies of management and process improvement. As Howard Weiss and Mark Gershon observed in Production and Operations Management, "the terms quality management, quality control, and quality assurance often are used interchangeably. Regardless of the term used within any business, this function is directly responsible for the continual evaluation of the effectiveness of the total quality system." They go on to delineate the basic elements of total quality management as expounded by the American Society for Quality Control:
1) policy, planning, and administration;
2) product design and design change control;
3) control of purchased material;
4) production quality control;
5) user contact and field performance;
6) corrective action; and
7) employee selection, training, and motivation.

What we do to accomplish that:

We support and promote a total quality management culture. By providing appropriate sources we encourage improvements and employees’ initiative. Our plans and strategies are updated in accordance with market demands. Based on benchmarking and achieved results we set achievable objectives. We plan and develop our human resources. All our employees are pulled into continual improvement process through team work and responsibility delegation. To achieve top quality and set targets we facilitate our existing sources. All processes, inclusive supportive ones, are systematically controlled and tried. We make use of people’s creativity for innovation and process improvement.

A TQM perspective

The global business environment becomes more and more turbulent, as future seems to be more unpredictable, as choice increases and as people become more aware, quality management becomes more and more indispensable.
While human endeavour enters ever-widening spheres of existence, it is easy to become obsessed with one’s own activity, and believe it to be fundamentally different to that of everyone else. Once taken back to first-principles, though, it will be seen that it is not so. The basic rules, concepts and relationships exist in all working situations. This means that everyone can learn from the experience of any other organisation, indeed that they must learn to extract the better aspects of other types of enterprises. Disgruntled doctors or teachers may mutter that they are not working in a factory, and thus industrial methods are not their concern, but this demonstrates a remarkable ignorance of the basic economic facts of life and of the interdependence of all forms of life so vital for survival of all species.
TQM promotes the ability of any organisation to generate wealth in the long-term for the betterment of everyone concerned, seeking to provide the means of achieving increased productivity. A basic tenet of TQM is that wealth can only be derived, in the long term, from satisfied customers. Thus the main function of any business engaged in TQM is the generation of wealth via, customer satisfaction.

Focus on Quality and Prevention of Problems

Many definitions of quality exist. I define quality as consistently producing what the customer wants while reducing errors before and after delivery to the customer. More importantly, however, quality is not so much an outcome as a never ending process of continually improving the quality of what your company, organization or family produces.
TQM emphasizes detecting potential problems before they occur. A defect for this definition can be an imperfect product or one that just doesn't live up to customer expectation. Failure to prevent defects has several consequences:

1. The need to inspect other people finished work, rather than relying on the worker's own motivation and skill. This inspection requires extra people and resources.
2. If another employee (a supervisor or perhaps a "checker") finds errors, someone must fix the error, causing extra time and workload, or scrap it with all the accompanying waste;
3. If customers find the errors, this can cause dissatisfaction, loss of customer confidence, and perhaps loss of customers themselves.
   

How Workflow help in Quality Management System

Workflow is a modern method for passing information from source to user in a continuous stream of data. It is analogous to passing paper from one person to another to get opinions, reviews, comments, authorization and signing off on the information contained on that paper. This 'paper' is passed around by means of network systems and not interoffice envelopes.
Additionally workflow is not only meant for passing document throughout the company electronically but also actual tasks routing. Workflow incorporates the mapping and controlling of business processes knowledge governed by set of predefined rules and procedures so that it is intelligent to pass information within organizations.
By implementing workflow in QMS, it could help improve efficiency by automating many business processes and eliminating unnecessary steps, and improve control over the processes by standardizing the work methods. By making the processing information more consistent, it improves customers service because there are now more predictable levels of response to customers.

IMPLEMENTATION & TRACKING

When the organized teams demonstrate effective functioning in problem solving situations, they select the problems to work on, as quality initiatives, that directly impact the designated objectives. As selected problems are resolved, summary reports to executive management are presented, highlighting the improvement in the designated quality objectives. Once in place, the process continues indefinitely as Continuous Improvement.

Total quality management: origins and evolution of the term

The focus of this paper is to trace the origins of the term TQM and clarify the different definitions employed by academics and practitioners. Feigenbaum and Ishikawa are perhaps the greatest contributors to the development of the term. The other recognized quality management gurus such as Crosby, Deming and Juran have shaped the dimensions, practices and mechanism which underpin the concept, but it is noted that none of these three actually uses the TQM term. TQM started to be used in the mid-1980s and only became a recognized part of the quality-related language in the late 1980s. The paper also analyses the key dimensions of TQM and traces their origins.
The focus of this paper is to trace the origins of the term TQM and clarify the different definitions employed by academics and practitioners. Feigenbaum and Ishikawa are perhaps the greatest contributors to the development of the term. The other recognized quality management gurus such as Crosby, Deming and Juran have shaped the dimensions, practices and mechanism which underpin the concept, but it is noted that none of these three actually uses the TQM term. TQM started to be used in the mid-1980s and only became a recognized part of the quality-related language in the late 1980s. The paper also analyses the key dimensions of TQM and traces their origins.

Institutionalization of TQM

These processes are concerned with congruence among these variables:
1) the change with the organization,
2) the change with other changes initiated at the time,
3) the change with environmental demands, and
4) with the level of slack resources in the organization.
TQM needs to be congruent with the organization's current culture, and with other changes occurring in the organization. In a period of diminishing resources, organizations are likely to be trying to cope, by downsizing or other methods. In some organizations there are increasing demands for quality or client service improvements. Many such changes are likely to be driven by external demands, and TQM may be more likely to be successful than at times of less environmental pressure. Unfortunately, the fourth element, slack resources, is likely to be present: under current conditions, extra resources (money and staff time) are less likely to be easily available. The challenge is to find a way to make the initial investment outlay to start a process which will pay off in the long term.
Institutionalization may also be enhanced by overlaying another, but compatible, change model: the learning organization. This involves, at both the micro and systems levels, staff always learning how to do better and management learning how to be more responsive to staff and the community. Leaders help staff develop their own visions and align these with the organization's vision of quality. This is a very comforting model for leaders and or organizations who like or need change more slowly.

Education and communication

Education and communication Each of our case study companies had placed great emphasis on this; through a variety of vehicles — videos, briefing, magazines, newsletters and notice boards, etc. so as to promulgate and reinforce the quality message. As Ishikawa (1985) says — “Quality begins and ends with education”.However, the evidence suggests that it is inadequate for senior management to express their commitment solely through communicating vision and mission statements. The “levers” at the disposal of the Personnel Department may be more powerful in providing clear messages of change and taking this message beyond the talking stage. We find our companies supporting the quality message through the adaptation of personnel practices arid the development of new communications channels between management and non-managerial employees.

Concept of Control in Total Quality Management

The essence of control is actions which adjust operation’s predetermined standards, and its basis is information in the hands of managers. Usually whenever we think of term control, we imply that we are talking about controls in place in industrial or technical setup. However, control, including quality control, also involves office productivity, such as improved customer service, elimination of bottlenecks and reduction in paperwork mistakes.
Control can focus on events before, during or after a process. For example, a local car dealer can focus on activities before, during or after sales of new cars. Careful inspection of new cars and cautious selection of sales employees are ways to ensure high quality profitable sales even before those sales take place.
Monitoring the way sales people act with customers would be considered control during the sales task. Counting the number new cars sold during the month or telephone buyers about their dissatisfaction with the sale transactions would control after sales have occurred

Barriers to Applying TQM in the Classroom

Applying the TQM principle of continuous quality improvement to teaching requires an understanding of faculty discomfort with and resistance to the business-oriented approach of the TQM model. Schauerman and Peachy (1994), Heverly (1994), and Chaffee and Sherr (1992) describe some of the barriers to translating TQM to the classroom:

• faculty resistance to the notion of the student as customer or beneficiary;
• faculty resistance to interference in their disciplinary and teaching expertise;
• differences between faculty and TQM reward and recognition systems;
• threats to academic freedom;
• Costs of TQM training, which take away from direct classroom support.
  

The Consultants provide the following services

1. Preparing the organization to transform to the concept of TQM through organization to quality.
2. Diffusing common concepts of TQM (TQM culture) through concurrent organizational activities covering the company from the general management level to production lines.
3. Preparing the teams leaders and team members to contribute positively through training on the tools of continuous improvement.
4. Providing the first group of the continuous improvement teams with technical and administrative consultations from its formation till giving the final recommendations to the top management through establishing "Continuous Improvement Teams Care".
   
   

TQM is the foundation for activities which include;

1. Meeting Customer Requirements
2. Reducing Development Cycle Times
3. Just In Time/Demand Flow Manufacturing
4. Improvement Teams
5. Reducing Product and Service Costs
6. Improving Administrative Systems

TQM can be seen as a mixture of:

1. Quality culture — ensuring people understand and act to build quality in, to 'get it right first time' to take responsibility for fixing problems at source rather than passing them on, etc.
2. Quality strategy — a clear direction for quality improvement and sustainability, accompanied by measures and effective policy deployment
3. quality improvement — effectively making use of all the capabilities within the organisation to review and strive for continuous improvement in quality
4. Quality tools — which help support the above activities.

What is TQM and why is it a problem?

• Become familiar with examples of TQM using case studies or videos.
• Discuss whether what happened in the videos is similar to what is going on in your local.
• Identify the problems that workers face when they agree to TQM.
  
  
  

Quality improvement teams and quality circles comprised of only one department and there is little or no interaction with other departments

The task which has been stated needs a winning combination of quality experts and functional experts from all over the organization lead by brainpower as the quality management representative. The contribution from the whole organization means representatives from almost all departments if possible, but it is not necessary. The people here must be familiar with the organization’s whole processes in order to carry forward the quality proceedings in a functional way. The coordination between the quality team and all departments of the organization is necessary otherwise it will create a bottleneck condition in the quality proceedings.

Some reasons given for TQM failures

Research of several studies by writers who have reflected on TQM identifies the main reason for TQM’s apparent failure to stem from the perception that TQM is a management fad that implements quality by measurement without securing employee commitment. It would indeed appear that TQM has certain inherent flaws and often does not work, even in organisations that desperately need quality improvements. Its critics maintain that it:

1. focuses people’s attention on internal processes rather than external results;
2. is based on minimum standards while ignoring personal experience;
3. develops its own cumbersome bureaucracy;
4. delegates quality to quality projects and efforts rather than to real people;
5. does not demand vertical organisational reforms;
6. does not impose changes in management compensation (i.e. linking performance to compensation);
7. does not demand an entirely new relationship with outside partners;
8. could fall in the trap of appealing to weaker managers who rely on fads, personal egos and quick fixes

TQM & Employee Ownership-Natural Synergy

One of the apparent shortcomings of quality experiments to date has been maintaining the kind of consistent, long-term level of employee involvement and effort that real TQM demands. When internal customers are comprised of owners, however, there is reason to believe that the TQM disciplines are much more likely to be sustained. Total Quality teaches employees how to convert employee-owner self-interest into effective organizational work practices that serve customers.

Summary of TQM

The Agricultural Service Laboratory first recognized the need to consider the end customer's satisfaction with its services. It then began a TQM evaluation by surveying end customers and internal customers. The surveys showed that the laboratory needs to take certain steps to improve customer satisfaction. First, it needs to continue implementing the means of optimizing turn-around time for laboratory reports. Second, it needs to evaluate how to improve the appearance of its reports.
TQM is a process of continuous improvement that is applicable to the entire Cooperative Extension network. The use of customer surveys is a valuable starting point for any TQM effort. It helps to ensure that change is directed towards satisfying the customer. Also, it encourages continual change. As one improvement is made, another need is identified and the search to develop a method of meeting this need or removing a cause of dissatisfaction begins.

Comparison with Six Sigma

TQM and Six Sigma have a number of similarities including the following:

• A customer orientation and focus
• A process view of work
• A continuous improvement mindset
• A goal of improving all aspects and functions of the organizations
• Data-based decision making
• Benefits depend highly on effective implementation
  

What are the components of Total Quality Management?

Total Quality Management is made up of three components. These components must work in harmony for the precept of TQM to work.
Trust: All involved with a product, company, system, etc. must inherently trust everyone else to do their job, without concern that the company will fail.
An example of inherent trust occurs on a baseball team. When an opponent hits the ball, the defending team's players never question whether their teammates will do their best to cause the opponent to be "out." The same is true at work; everyone in an organization must believe that the rest of the organization is doing their best for their business
Customer Focus: The customer is not always going to be right. At times, the customer will come to a supplier and request something that is not possible. It is at those times that the supplier must, gently, teach the customer about why they cannot have what they want.
The customer may not be right, but the customer must be treated with respect. Thus, for TQM to work, you must focus on the customer. That customer must always feel that they are the most important thing in the world to your company.
Process Management: Process Management is where the "Rubber Meets the Road." Processes must be controlled at all times and they must be managed for improvements. The PDSA cycle will allow you to control, manage and improve your processes.
But, for the PDSA cycle to work, the Will to Improve must be instilled in everyone in the organization. Developing the will to improve is one of TQM's largest hurdles. It is often the point that TQM programs fall apart due to a lack of commitment to improvement or an inability to change. Improving demands change, so people must be receptive to both.

This case study demonstrates several principles of TQM and Six Sigma:

• What cannot be measured, cannot be improved. (Establishing service standards and the use of sigma and control charts for on-time delivery of services were essential in making improvements.)
• It is important to develop customer-oriented metrics.
• Mindset change is crucial to the success of any improvement effort.
• Standardizing the improvement can take longer than the improvement itself. (It is still continuing in this application.)
• There is value in step-by-step improvement and continuous improvement
  

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Gain access to the experience of other individuals

• Gain access to the experience of other individuals
• Obtain new ideas from various industry sectors and various countries
• Opportunity to influence EFQM strategy through representation
• European benchmarking, best practice, knowledge sharing in a specific arena
• A network for identifying common issues and problems, and developing solutions
  

So far, the implementation has been ina manufacturing environment. What is being done to bring TQM to the services industry?

Quality is very crucial in the service industry. There is a large scope for Daily Work Management to better processes in the sector where the delivery time to the customer is much shorter than the manufacturing sector. The Confederation of Indian Industry (CII) plans to accommodate a TQM cluster for the service industry in Mumbai next year.

Has Indian industry accepted that there is a link between TQM and healthy bottomlines?

There is certainly a correlation between the company's performance and the application of TQM. The essential purpose of TQM is to add value to the customer, which results in better product performance in the market hence adding to the company bottomline. If a company is able to increase productivity and efficiency while cutting down on costs with the help of DWM, profits are bound to go up.

ABOUT THE TQM PROGRAM

TQM is a high anxiety issue because it impacts every level of your company. TQM is evolving, and its effects are sometimes mystifying — especially as it impacts new business. This two-part video demystifies the TQM phenomenon and its new-business proposal aspects.
TQM is a high anxiety issue because it impacts every level of your company. TQM is evolving, and its effects are sometimes mystifying — especially as it impacts new business. This two-part video demystifies the TQM phenomenon and its new-business proposal aspects.
The second video (Part II) shows you how TQM specifically fits into new-business proposals. Current government and industry RFPs often ask for TQM in some form or another. Mr. Anderson shows you the requirements to expect and the responses you must provide to score well in TQM. Learn in great detail how to construct a detailed TQM implementation plan, one that proves your company has successfully installed TQM. You will see the correct way to substantiate your TQM prowess, through proposal text and graphics — demonstrating that you should be the winner!

The Framework

Using our TQM framework as a guide, our expert consultation can help implement or enhance TQM efforts in your organization.
We can provide the education and guidance necessary to gain commitment from the top so a simple organizational vision can be determined. We also work closely with all leaders to ensure an understanding of the awareness and communication activities necessary for TQM efforts to be successful. Support systems are also reviewed to make sure desired behaviors are being reinforced within the organization's culture.

Five Main Advantages of TQM

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

Management is not fully committed and reverts to meeting short-term goals.

One of the basic factors responsible for the effective implementation of ISO 9000:2000 is the Quality Management and its strong commitment towards the process. In case of facing certain conditions requiring short term planning, such objectives might have been defined which are totally the reversal of quality policy. These scapegoats really affect the quality policies. It shows the lack of management's commitment towards the quality goals. When Quality is compromised with the timely benefits, it definitely increases the failure cost and the massive drain of resources. The failure cost thus lead to decelerate the market share and future revenues.

Basic Steps for Marketing Library and Information Services

Libraries and information centers of all types and sizes are faced with the need to market. Librarians and information professionals must learn to effectively market and advertise their services.
Competition for customers - Libraries are part of a highly competitive service industry. Competition comes from mega-bookstores, online book dealers, consultants, the Internet, and individuals who feel they can go it alone. Libraries are no longer the only information show in town. Free web access to information is here to stay and non-library and fee access information providers won't hesitate to market to library customers.
Competition for resources - Libraries of all types have to compete with other organizations or departments for funds. Public libraries have to vie for public monies that provide for their existence. Special libraries find their funding is frequently targeted during parent organisation budget cuts. Marketing library services benefits the bottom line.
Stop being taken for granted - Libraries need to convey what is unique about the access and services they provide. Both customers and librarians cannot assume that libraries will always be available.
Promote an updated image - Librarians are not perceived as well-trained, technologically savvy information experts. Most customers do not see the demanding information management responsibilities of a librarian.
Visibility - Librarians are not on the radar screens of many people who think of themselves as information literate. People who are in positions to employ librarians are not reading much in their professional literature about a librarian's value.

Management Commitment is Essential:

Commitment is essential during implementation as well as following registration. If the commitment focuses on obtaining registration, rather than long term performance improvement through TQM, the bottom line results may be lessened. Although senior management commitment and education are essential, ISO 9000 registration and continuous improvement process implementation take place at middle management levels. Middle managers must be equally committed to, and educated about, ISO and TQM.

Employee perceptions of HRM and TQM, and the effects on satisfaction and intention to leave

there is a growing interest in theory and in practice with regard to the relationship between human resource management (HRM) and total quality management (TQM), as well as the relationship between these two perspectives and business performance.

Hard” and “soft” aspects of TQM

TQM has both “hard” and “soft” aspects. The former emphasizes systems, precise data collection and measurement and involves a range of production techniques, including statistical process control, changes in the layout, design processes and procedures of the organisation, and most importantly the seven basic TQM tools used to interpret data: process flow charting, tally charts, pareto analysis, scatter diagrams, histograms, control charts and cause and effect analysis. TQM is based on the premise that all activities in a firm contribute to quality. Thus it is important that a firm’s activities and procedures are documented so that their effects for quality are understood by everybody. The emphasis on the hard aspects reflects the production orientation of many of the TQM gurus.

What are the essential elements of TQM in education?

In a TQM school or college, improvement teams and individuals are constantly working on improving service to customers. The concept of a service being "good enough" is considered inadequate. Thorough understanding of the differences between traditional and TQM schools is best developed in a dynamic seminar, not in a simple written guide. Therefore, this guide is intended to supplement such a seminar. Each of the following elements is very important for fully realizing the potential of TQM in education:
Awareness and Commitment for Everyone

The linguistic, kinesthetic, visual, and/or mathematical talents of a student will not be developed to their fullest potential unless EVERY member of a teaching-learning partnership promotes the highest possible quality at each step in the development process. A transformation from "good-enough" or traditional education (where marks or grades of "A" and "B" are good enough even if they do not represent best work) should begin with everyone being made aware of the potential and the elements of TQM. An excellent way to begin is with a total staff meeting with parents and school board members participating. The meeting can provide:

• A dynamic overview of TQM elements and potential by one or more presenters who have experienced both and

A Clear Mission
Managing continuous movement toward progressively higher quality standards depends on defining those standards. If a TQM steering committee is formed in a school (See element #10a.), it should determine the answer to this question--Does the school have a clear, customer-focused mission statement and a functioning process for divisions and/or departments translating this statement into exit outcomes for graduates? If the answer is "no", that problem must be addressed with local, state, national, and employer standards.
Teaming Replacing Hierarchy
The hierarchical organizations of yesterday are still dominant in too many businesses and schools. Such organizations tend to promote individual effort "good enough" to satisfy a supervisor who sometimes knows less about how to achieve quality than those he/she supervises. Cross-department teams can and do promote stronger improvement if they are:
a. Given a clear mission and strong authority
b. Supported rather than hampered by supervisors.

Business Survival: The TQM Imperative

• Introductions, Objectives, and Warm-up Exercise
• Customer Focus and Satisfaction
• The Value Adding Chain
• Quality Criteria and Quality Products
• Competition and Benchmarking
  

ISO 9001:2008: what are the new requirements of the new standard?

ISO 9001:2008: what are the new requirements of the new standard?

Who is the Customer?

Customers for an information system are many and varied. They include, of course, those individuals who directly use the system to perform their work tasks. These are the "users," and are normally easy to identify. For example, clerks in the Personnel and Accounting departments are users of a Payroll System. For TQM purposes, all users are customers.
Those in management who authorize, request, budget and approve information systems are customers. Without their participation, there would be no systems work to perform. These individuals are most often different from the users of the system. Many levels of management may need to review and approve the decision to implement a new Payroll System, and while they may never interact directly with the system, they certainly have requirements.
Many customers may receive outputs from an information system. These are indirect customers, and they may have very specific requirements. Employees receive their paychecks from a Payroll System. Government agencies have requirements for a Payroll System, as do banks, auditors and providers of employee benefits, to name just a few.
Those individuals who must operate and maintain a system are also customers and have specific requirements. These are internal customers whose requirements must be met if they, in turn, are to meet the requirements of their customers. The computer operator must be able to accurately print paychecks and payroll reports if the requirements of users and employees are to be met. Likewise, the maintenance programmer must be able to implement necessary changes over time if the Payroll System is to continue to meet the needs of other customers.

Applying TQM to Information Systems

To successfully apply TQM to I.S., we must concentrate on three things:

• Identify all our customers, both internal and external.
• Define customer requirements and expectations.
• Deliver information products and services which meet, or exceed, defined requirements.

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The value of TQM in improving classroom instruction

It is not difficult to find semantic links between teaching and total quality management. Almost every known strategy for teaching effectively cited in standard pedagogical references has counterparts on a list of TQM components compiled by Grandzol and Gershon (1997). Examples include writing instructional objectives (clarity of vision, strategic planning); student-centered instruction (customer focus, empowerment, driving out fear), collaborative or cooperative learning (adopting a new philosophy, teamwork), assessment (measurement, benchmarks, continuous improvement), and training and mentoring new faculty members (human resource development, employee training).
The question is, if effective teaching strategies are known and validated by extensive research (as they are), why not simply incorporate them into classroom instruction without an added layer of jargon? If all that is done is to choose a subset of TQM terms that map onto known effective teaching strategies and then apply the strategies in a single course—which is what most of the published studies in the education literature consist of—the TQM model adds no value. Perhaps more to the point, TQM is a collective strategy that has meaning only if it is agreed upon and implemented by the staff of an organization. Applying TQM terms to instruction in a single course by a single teacher may provide a good experience for the students, but it is not TQM.

Prerequisites and Program Pre-Preparation

This program has prerequisites: A willingness to learn and withstand weeks of intensive training from Industry Experts.
This program is in English. The participant should understand spoken English. If you wish to study the program materials before the program these can be obtained by payment of half the program fee. Whenever you attend a deduction of this amount will be allowed from payable program fee. Please note this offer is available only to Corporate Customers.

What positive outcomes can be expected?

Is Deming's Management Method suitable for small business? Absolutely. While it requires time and effort to understand and embrace, the method can bring into a smaller enterprise enhanced employee relationships, more positive attitudes, improved customer service, smarter use of resources (due to constancy of purpose), and in general better business decisions.
In addition, through the use specific TQM techniques, small businesses can gain better understanding of their operations. While this may not necessarily lead to sizeable cost reductions, it can still save time and make jobs easier. In a small enterprise, where resources can be scarce, even small improvements are invaluable.

Has Indian industry accepted that there is a link between TQM and healthy bottomlines?

There is certainly a correlation between the company's performance and the application of TQM. The essential purpose of TQM is to add value to the customer, which results in better product performance in the market hence adding to the company bottomline. If a company is able to increase productivity and efficiency while cutting down on costs with the help of DWM, profits are bound to go up.

How do you rate the progress of TQM in India?

The progress of the TQM movement in India has been very satisfactory. Most Indian companies in the cluster have taken lesser time in adapting to change than I had expected. If these cluster companies continue the TQM effort for a few more years, they will become eligible to secure international recognition of the kind brought by the Deming Prize and others. However, the movement needs to expand its scope to include a wider number of industries and sectors, to have any real impact. Not too many companies in the subcontinent are on the goal-pursuing path.

TQM or total quality management the tool for growing your business

TQM quality assurance and its implementation through various quality management systems including ISO9000, ISO 14000, business excellence, bs7799, investors in people etc is fully described within this TQM site.
The quality assurance series has been updated to the new ISO 9000-2000 standard. There will be one standard -ISO 9001:2000 with guidelines for implementation to be ISO 9004:2000. This site provides information about the updates to the standard and tips and hints for business owners and quality assurance managers on how to get the most from your quality system. Doing what you say you do is no longer enough, you must show how you plan and action improvements to you quality system.

Quality programmers typically include:

• Identifying and confirming customer requirements and identifying problems and opportunities in meeting these. Gain understanding in the concept of the internal customer and meeting their requirements
• Tools for understanding processes. For example, process modeling tools, How to build error prevention into work processes.
• Measurement tolls, including check sheets, run charts, sampling and data collection. The use of discreet or continuous data
• Calculating the “cost of quality” or “price of non conformance” which defines the cost saving opportunity.
• Problem solving techniques such as brainstorming, tree diagrams.
• Improvement planning though teams and planning tools such as Gantt charts and other project planning techniques.
• Controlling the work processes. The use of simple statistical process control techniques and control charts which can be used by shop floor personnel
• Communicate the result, recognize people who have been involved in success and incorporate improvements into the companies’ processes and systems.

Quality control and quality assurance

there is a difference between these two. Quality Control is an after event phenomenon (just like a post mortem exercise). It consists of a set of checks and inspections to be carried out after the mistake has occurred. For example, a patient visits the ophthalmic OPD for alleged refractive error problem. The doctor prescribes the suitable glasses. Patient wears the glasses but there is no improvement. Patient comes back and registers his grievances about the poor service by the hospital. Now, reasons need to be found out. So, hospital starts finding out the fault (note this is happening after the mistake has occurred). The likely reasons may be as hereunder:
1. Patient has not been checked up by the qualified ophthalmic assistant/ doctor.
2. There is no standard check list which may serve as guidelines for a thorough check-up.
3. If there is a checklist, the doctor/ophthalmic assistant has escaped one or more checks and the problem was not correctly diagnosed.
4. Doctor instead of carrying the complete check up, believed (what patient told) and concluded it to be refractive error problem but the root of the problem lies somewhere else.
5. If everything (as stated above) is in order, may be, the diagnostic equipment is not properly calibrated and it gives error and hence the wrong eye glass number.

TOTAL QUALITY MANAGEMENT IN THE LEGAL ENVIRONMENT

The law firm environment is the perfect forum for applying TQM because of the TQM focus on the client. TQM looks to the client to provide the definition of "quality" and then creates a management environment and organizational structure to meet client-defined expectations.
Of course, all businesses are client-centered in that they depend upon the goodwill and satisfaction of their clients to survive. The practice of law differs, however, in that lawyers are something more than simply providers of a service. They are counselors, business advisors, advocates, sometimes psychologists, and often mentors. The law firm client does not simply receive a standard service that the firm provides to all of its clients; the law firm client receives a service that is unique because every client's needs must be individually assessed and met. This type of service involves the client (or should involve the client) to a more intimate degree than most other businesses because the client and the client's specific needs and goals define the service to be rendered.
TQM teaches the lawyer how to relate to his/her client to determine what the client seeks to achieve and the kind of result the client desires to obtain. This prevents the lawyer from gathering the facts and forging ahead with his/her own agenda thinking that the client would want what the lawyer would want if the lawyer were in the client's shoes.

Cultural differences and implementation of TQM

In addition to Feigenbaum, Deming, Juran and Crosby, the “founding fathers” of the TQM movement were Japanese scholars and managers: Ishikawa, Kano, Imai, Mizuno and others (Costin 1994, 8). All principles listed above in fact are based on traditional Japanese culture. Knakal (1994) cites Pascale and Athos: “Japanese see each individual as having economic, psychological and spiritual needs, much as we do when we step back and think about it. But Japanese executives assume it is their task to attend too much more of the whole person, and not leave so much to other institutions (such as government, family, or religious ones).
And they believe it is only when the individual’s needs are well met within the subculture of a corporation that they can largely be freed for productive work that is in larger part outstanding” (Knakal 1994, 342).
Talking about sources of Japanese work ethics, Inazo Nitobe pointed out in Buddhism, Shinto, and the teachings of Confucius (Knakal 1994, 346). That rituals and services have to do with such values like discipline, respect to elder and pragmatism (in the sense of applying of what was learned). All that has to do with cultural values, or “building blocks” of culture, discovered by Hofstede.

What is the significance of this prize?

The Deming Application Prize is considered to be the highest award in the area of TQM. Total quality stands for not just quality of products and services, but also the processes and activities that are needed to achieve quality. In the world of quality awards, this prize is like a gold standard.
The prize was started in 1951 in memory of Edward Deming who was instrumental in teaching the concepts of quality to the Japanese. The Deming Application Prize tests the application of TQM within a company. The criteria include:

• Objectives and strategies of the company and whether they are challenging and customer-focused
• How TQM has been applied to achieve these objectives, and the thoroughness, consistency and depth of its application across the organisation
• The outstanding effects achieved as a result of the application of TQM

Principles of Good Product Development

Total Quality Management (TQM) is an approach to the art of management that has become steadily more popular in the West since the early 1980's. In a couple of sentences, Total Quality can be summarized as a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with things being done right first time, and defects and waste eradicated from operations. The key points of TQM include:

• customer-driven quality
• TQM leadership from top management
• continuous improvement
• fast response to customer requirements
• actions based on data and analysis
• participation by all employees
• a TQM culture

TQM has a customer-first orientation. Customer satisfaction is seen as the company's highest priority. This demands constant sensitivity to customers and fast response to their requirements. Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. Vendors are seen as partners in the process of providing customer satisfaction. Top management commitment and involvement is required in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. Such systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to employee remuneration.

Benefits achieved through TQM

• Increased focus on the customer
• Mindset of ‘continuous improvement ‘
• Better product quality
• Better systems and procedures
• Better cross functional teamwork
• Increased plant reliability Waste elimination in offices and factories

TQM activities / initiatives

CII-EXIM business excellence model: A self-assessment model to understand the strengths and weaknesses of a business in parameters such as leadership, policy and strategy, people satisfaction, customer satisfaction, processes, resources and partnerships, impact on society, business results, etc. A feedback report sent by assessors helps identify areas for improvement in all areas of the business.
Departmental purpose analysis (DPA): A workshop that identifies the critical tasks that have to be performed by supplier departments for internal customers.
Key business process (KBP): Cross-functional teams that work on improvement of processes that have the maximum impact on achieving the strategic objectives of the business.
Small-group activity (SGA): Teams appointed by the management to solve critical and recurring problems in a scientific and structured manner by using the seven-step problem-solving methodology.
Task force (TF): Small teams assigned well-defined tasks for implementation within a short and specified time-frame.

How can MMEC implement Total Quality Management?

MMEC teaches you and your employees the techniques of TQM and walks you through the implementation process of TQM including problem solving techniques and the basic TQM tools for problem identification and analysis. Training covers TQM background, internal and external customer and supplier relationships, quality, process variation, and measurement. MMEC will customize the training to your needs using specific examples from within your company. We provide on-site implementation to get you started.MMEC teaches you and your employees the techniques of TQM and walks you through the implementation process of TQM including problem solving techniques and the basic .

Customer Satisfaction

Total Quality Management requires constant measuring of customer satisfaction. ARGE provides the following services for assessing customer satisfaction:

• Requests and expectations
• Products and services
• Confidence
• Company image
• Competitors

Advantage of TQM

• Continuous improvement with in the company.
• Continuous improvement on personal scale.

We are having technical analyst who are proficient in Total quality management techniques and can guide you various sectors like Service sector, Finance sector, Private institutions, Government organization and in various school, colleges and universities.

What is Root Cause Analysis about?

Root Cause Analysis, often wrongly referred to as 'Route' Cause Analysis, is a structured investigation that aims to identify the underlying cause of a defect or problem, and the countermeasures necessary to eliminate it.
Mistakes, errors, faults, waste and rework are diseases that infect every organisation reducing productivity and effectiveness while lowering morale throughout the workforce.
Underneath the 'cause' of a problem, the real cause is hidden.In every case we must dig up the real cause by asking why, why, why, why, why?
Often called the "hidden factory or office" which costs the organisation dear, management would like to track down the root causes for these problems and eliminate them entirely. Usually, individual members of staff are held to blame for these problems but it is often difficult to obtain good data on the types of error because people are frightened to offer information that they believe may be used against them.

A TQM culture

It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It's important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite.

How does TQM differ from the EQA model?

The European Quality Award model is used to assess business excellence. Business excellence is the result of adopting a TQM philosophy and realigning the organisation towards satisfying all stakeholders (customers, owners, shareholders, suppliers, employees and society). The quality award criterion offers measures of performance rather than a methodology.

What is the TQM philosophy?

There are several ways of expressing this philosophy. There are also several gurus whose influence on management thought in this area has been considerable, for example Deming, Juran, Crosby, Feigenbaum, Ishikawa and Imai. The wisdom of these gurus has been distilled into eight principles defined in ISO 9000:2000.

Continuous Process Improvement

Involvement from all employees is a necessity in implementing TQM. Our consultants will provide the education, support and coaching to gain enthusiasm from employees for continuous process improvement. We emphasize prevention activities and problem solving techniques and stress innovative thinking in order to identify the best possible solutions. With the appropriate support, encouragement, recognition and empowerment, employee creativity can be tapped, gaining improvements for the organization which are driven by the employees.

The TQM Magazine is indexed and abstracted in:

• Emerald Management Reviews
• Research Trends in Advanced Manufacturing
• Technical Education and Training Abstracts
• Cabell's Dictionary of Publishing Opportunities in Management and Marketing
• Scopus

What is a system?

The systems approach is guided by the model from engineering that observes that most physical and social systems can be "modeled" by using the "system" as an analytical device. In management systems, like TQM, work is seen as a series of processes. For example, the hiring process is a series of linked events that are coupled together to produce an outcome, in this case, hiring someone. A system is a series of linked processes, hiring, production, accounting, personnel, etc.
The essential elements of a system are presented below. It is important to see your agency and its work processes as parts of a system. The system concept focuses on the interrelated nature of the parts and the whole. Deming argued that systems speak to managers. The form of the conversation is statistical and is expressed as variance

What is a work process?

Work is a series of processes. Problems or challenges usually involve understanding, measuring, and adjusting some element of a work process. Consequently, we will start by defining a work process. For example, the hiring process is a series of linked events that are coupled together to produce an outcome, in this case, hiring someone. Process mapping is using some tool to break down the elements of a process so that we can understand the steps involved in the process, and, how to improve that process. Again, a work system is a group of related (linked) work processes. Dr. W. Edwards Deming is among that management expert who argues that managers need to look to work systems, rather than individual performance, when organizational outputs are below desired levels of quality.

TQM is customer not specialist driven.

Users of products or services define what they want rather than have their needs defined by specialists. In TQM, customer needs and expectations, not agency established standards, define quality. No matter how good your products and services are by some "objective" standard, they cannot have total quality unless they meet your customers needs. A customer is anyone who receives or uses what you produce or whose service satisfaction depends upon your actions. There are two general types of customers in TQM internal and external. An internal customer is someone in your organization whose part in the work process comes after yours. An external customer is the ultimate recipient of your product or service. TQM cannot be implemented unless it is a top down organization. TQM reflects a different paradigm of management. e.g. The chain on the automobile line in Japan versus U.S.

What is Quality

Quality the ability to satisfy, or even exceed, the needs and expectations of the customers.

The following points must be kept in mind for successful working of TQM in any organization.

1) Establishment of corporate TQM steering committee and formation of TQM council at the unit level involving senior Mgt. staff. Even TQM center can be formed to plan, manage and train employees for implementing TQM.
2) Selection of proper TQM methods required for the organization on conducting required survey based on the need and the organizational climate.
3) Complete knowledge for implementation of TQM tools for problem solving.
4) In order to make TQM a success and powerful, quality culture must be put in place, which is all about culture change based on a desire to satisfy the customer and eliminate existing problems permanently.
5) Sustained and continuous effort must be made for company wide TQM activities and avoid it as one time activity/project.

How do I get certified?

The process of getting yourself certified is very simple. All you have to do is buy the Expert Rating Total Quality Management Certification for $49.99. Log in to your Expert Rating account using your password. Go through the TQM Courseware (which could take you from 1 week to a month depending upon how hard you work & your level of experience) and take the certification exam at your convenience. You can take the exam within 1 year of buying the certification. The result of the exam appears as soon as it is completed, and your certificate is mailed immediately.

An Easy Way To Get Started

• Key focus points
• The important steps of TQM
• Establishing a vision, mission and theme
• Identifying opportunities for improvement
• Sample customer satisfaction surveys
• Getting your suppliers to improve
• What is poor quality costing your company
• Setting reachable goals
• Measuring results
• Improving productivity

Why You Need TQM

• Proven best practices to increase profit
• Sample TQM programs you can use
• Your own action plan
• TQM terms you must understand
• Adapting TQM to construction
• Keys to success
• Becoming an excellent leader

The five component technologies in the five discipline model from senge are;

• System thinking (the integrative discipline that fuses the other 4into a coherent body of theory and practice).
• Personnel Mastery (people should approach life and work” as an artist would approach a work of art”.
• Metal model (deeply ingrained assumptions or metal images “that influence how we understand the world and how to take action”)
• Building shared vision (when there is a genuine vision” people excel and learn, not because they are told to, but because they want to “)
• Team learning (team member engaging in true dialogue with their assumption suspended.)

How does it work?

Although obvious, this potentially huge source of innovation was largely neglected in UK manufacturing until comparatively recently. It was only when the messages from Japan became hard to ignore that we began to realise that their success across a range of sectors was due in no small measure to a different approach to innovation. In addition to the traditional use of specialists, Japanese firms built on high involvement of the workforce in regular incremental innovation — a process called kaizen but which is more familiar to us as 'continuous improvement' (CI).
Continuous improvement (CI) is a generic name given to a range of activities designed to engage a high degree of involvement amongst the workforce in innovation. It is really an umbrella term for an organisational approach (high involvement) supported by a range of specific tools.
CI is about an approach to change which is high in involvement but which stresses incremental innovation as its key feature — a 'little and often' rather than a 'big bang' view. Since it is a philosophy it is often linked with more specific change programmes — for example, in business process re-engineering, total quality management or versions of the 'lean' concept. In each case the contribution of CI is to maintaining and extending progress through a regular stream of small improvements.

What is the differences between TQM and Six Sigma

1. Six Sigma focuses on prioritizing and solving specific problems which are selected based on the strategic priorities of the company and the problems which are causing the most defects whereas TQM employs a more broad based application of quality measures to all of the company’s business processes.
2. TQM tends to apply quality initiatives within specific departments whereas Six Sigma is cross functional meaning that in penetrates every department which is involved in a particular business process that is subject to a Six Sigma project.
3. TQM provides less methodology in terms of the deployment process whereas Six Sigma’s DMAIC framework provides a stronger platform for deployment and execution. For example, Six Sigma has a much stronger focus on measurement and statistics which helps the company define and achieve specific objectives.

Supplier Partnerships for TQM

Quality is a basic but powerful idea. Quality is what our customers pay for, expect, and deserve. But quality is not a new idea. In a continuing search for quality, Management recognized we must adopt a continuous improvement philosophy to realize our goals. An integral part of that philosophy is a focus on total quality. Furthermore, TQM is an operating philosophy that promotes customer satisfaction through achieving the highest quality at the lowest possible cost. At the heart of TQM is customer satisfaction as the customer defines it.Like you, we want to delight our customers — so much that they keep coming back to us because we have gained a reputation for excellence and they can count on us.

The Differences and/or Similarities in TQM and ISO 9000

At first glance, one would think that TQM and ISO 9000 do not have much in common, other than the fact that they both deal with the topic of quality. One is a philosophy of what makes up a quality organization, and the other is a set of rules that a quality organization might undertake. However, they both do share a common defining characteristic that is critical to understanding both of these notions. That is, neither one will proscribe how quality is to be deployed in an organization, nor how to explicitly design a business process that is profitable while simultaneously satisfying the customer.
The difference is that TQM, through its 14 Points, provides guidance that an organization can reference when designing their processes and operations, while ISO 9000 does not provide process design guidance, but instead allows a firm to declare its operational practices and has a mechanism to confirm that the organization follows those declared processes.
The other point we like to bring up whenever a comparison to TQM is made, is that ISO 9000 could be considered a subset of TQM. In this instance, ISO 9000 would be covered by Deming's first point, "Create constancy of purpose ...” Deploying a process where your business processes are documented and audited would be one way that constancy could be implemented. That is not to say it is the only method available.

Why get involved with TQM?

TQM is a philosophy and system for continuously improving the services and/or products offered to customers. Now that the technologies of transportation and communication have replaced national economic systems with a global economy, nations and businesses that do not practice TQM can become globally non-competitive rather rapidly. This march towards non-competitiveness can be avoided if citizens are helped to become TQM practitioners. Therefore, the potential benefits of TQM in a school, district or college are very clear:

• TQM can help a school or college provide better service to its primary customers--students and employers.
• The continuous improvement focus of TQM is a fundamental way of fulfilling the accountability requirements common to educational reform.
• Operating a no-fear TQM system with a focus on continuous growth and improvement offers more excitement and challenge to students and teachers than a "good-enough" learning environment can provide. Therefore, the climate for learning is improved.

The benefits of Total Quality Management (TQM)

1. Through the application of TQM, senior management will empower all levels of management, including self management at worker level, to manage quality systems.
2. Outlined below are some advantages to be gained by a hotel, from the use of TQM. These are split into the five key areas of TQM.
3. Continuous Improvement. People wish to improve themselves and get a better lifestyle. If the desire for individual improvement is transferred to systems within the workplace, then these systems will improve.
4. Management can, at times, be a restraint to innovation through relying on historical systems. This will result in "always do what you have always done and you will always get what you have always got".
5. A good chef will know how best to prepare and present food. If given the freedom to innovate then the standard of food will improve.
6. When mistakes are made by staff, it is rarely through a desire to make a mistake. The system used is at fault. With departments constantly striving for improvement, hotel systems will improve, leading to reduced internal costs and a better service for customers.
7. Multifunctional Teams. Within the hotel, departments are customers and suppliers for each other. A waiter is the chef's supplier giving information on what has been ordered from the menu including any special requests about how the food should be prepared (medium, well done etc). When the food is ready, the roles are reversed. The chef becomes the waiter's supplier providing the food.
8. If the hotel's organisation is structured in such a way, that people in different departments work with each other to solve problems as a team, traditional inter departmental barriers will be removed. Inter departmental communication on a day to day basis is essential for effective management.
9. Multifunctional teamwork allows the problems and requirements of each department to be passed on at worker level, throughout the hotel. This will lead to a better understanding of how the hotel systems work, by all employees.
10. Individual will work with each other identifying causes of problems rather than blaming each other for the results of a problem. This will remove the blame culture.

The Ten Steps to TQM are as follows:

1. Pursue New Strategic Thinking
2. Know your Customers
3. Set True Customer Requirements
4. Concentrate on Prevention, Not Correction
5. Reduce Chronic Waste
6. Pursue a Continuous Improvement Strategy
7. Use Structured Methodology for Process Improvement
8. Reduce Variation
9. Use a Balanced Approach
10. Apply to All Functions

What do we Gain from Implementaing TQM?

TQM is the abbreviation of 'Total Quality Management'. However, the word TOM often leads to misunderstanding to many companies which think that TQM is only concerned with the quality of products or services they offer to their customers. Actually this is partly true because the utmost target of TQM is to satisfy customers. Hence TQM in this sense means the quality of management in the organization that every body in the organization must be concerned with, in order to make good products or services according to customers' requirements, both internal and external.
The important step before starting the implementation of TQM is the'TQM DIAGNOSIS' of the company. This is the prerequisite in order to know the existing situation of the company. You must know where you are before you can set the direction to go.

What is TQM useful?

In order to compete in a global economy, our products, systems and services must be of a higher quality than our competition. Increasing Total Quality is our number one priority here at Hewlett-Packard."

The Concept of Continuous Improvement by TQM

TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, technology and machine capabilities.
Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process

Total Quality Management (TQMs) Finance Definition

A management philosophy that seeks to improve the quality of products and services by improving work processes in response to feedback from employees and customers. Early adopters of the TQM practices were Japanese corporations that were struggling to rebuild their manufacturing capabilities after World War II. The Japanese were early adherents to the teachings of W. Edwards Deming, a TQM consultant and pioneer. In the 1980s, TQM began to catch on in other countries, such as the U.S. TQM also places emphasis on detecting problems in the system or process, instead of leveling blame at an individual or department.

What is the difference between TQM and GTQM?

If TQM is Quality oriented, GTQM (Global Total Quality Management) is management oriented. This means that Quality is so important that is taken from granted in any process of the management. Every member of the organization is a GTQM expert or, if you prefer, a TQM expert. The most important one, the big boss. His main compromise has to be a life commitment with the GTQM. His main competence, a leadership in Quality, in Total Quality Management.
In a monastery all the monks are religious driven and every decision they take (or at least they should take) are inspired in their principles. The do not need a “Religion Department”. But they have had a previous period of training and awakening in a Seminar. In the same way, all the members of an organization should be Global TQM oriented and the Seminar of the new “organizational monks” could be a Global Total Quality Management Traning and Coaching Department

What are the difficulties of TQM

Total Quality Management can be difficult to achieve. Before implementing a TQM program a company must understand that
1. This is not a phase. It is permanent
2.If you fail, it can have long lasting damage to the employees morale
3.It may take up to 5 years to fully become a TQM company.
4.It requires full cooperation and commitment from all managers. This includes from the owner to all line managers
5.It is a culture change. The old ways of management disappear.

What are the barriers to implementing TQM?

1. Lack of management commitment
2. Company culture cannot change
3. Plans are not well thought out.
4. Poor measurement techniques
5. Lack of teamwork.
6. Focus on short term profits
7. High employee turnover
8. Lack of training. No one to lead the company through the process
9. Management does not reward success
10. Employees are fearful of losing their jobs.

How to get started

There are a few initial steps that are necessary and appropriate for any organization trying to get started on a quality-based improvement strategy. These are:
· introducing senior executives to quality management principles – and exposing key players to the achievements of other organizations using this approach, such as Baldrige winners
· conducting an initial assessment of the current management system (using Baldrige or similar criteria)
· building a consensus regarding what specific practices need to be improved
· developing detailed action plans that are sponsored by senior management and supported by appropriate methodology, tools and expertise.

What are the principal of TQM.

1) Quality can and must be managed.
2) Everyone has a customer to delight.
3) Processes, not the people, are the problem.
4) Every employee is responsible for quality.
5) Problems must be prevented, not just fixed.
6) Quality must be measured so it can be controlled.
7) Quality improvements must be continuous.
8) Quality goals must be based on customer requirements.

History of TQM

General Douglas McArthur realised the need for radical change and was responsible for the re-generation of the Japanese economy. Key to this was the dismissal of the old management and their systems, replacing them with men capable of making the changes needed to develop their economy. As a result the Union of Japanese Scientists and Engineers (JUSE) was formed, one of their first actions was to invite a well-known American statistician Dr. W. Edwards Deming, to present his ideas to them. Deming addressed the top business leaders in Japan, including managers from Companies which are now household names, Sony, Nissan, Mitsubishi and Toyota. They introduced new management methods, TQM being a key one. This led to Japan being the world leader in quality and productivity.
Deming had made a highly significant contribution during the war in increasing America's industrial efficiency. After the war was won, although well received by engineers and scientists, top management did not respond to his ideas. Industry went back to the old established ways of trying to meet consumer market opportunities.

TQM Definition

Total Quality Management (TQM) is a management approach that aims for long-term success by focusing on customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture in which they work.

What are the elements Of TQM.

The Eight Elements Of TQM

1. Ethics
2. Integrity
3. Trust
4. Training
5. Teamwork
6. Leadership
7. Recognition
8. Communication

Why is TQM importants for engineers?

The University of Michigan Conference on Leadership for Technical Education and Training identified needs in areas...that help engineers prepare for
· managing projects, people, and resources in a global setting....
· enhancing leadership and communications skills and understanding markets, product realization, and finance....

Why TQM

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.

What is TQM?

• Total organization using Quality thinking and methods to Manage.
• Doing the right things right, the first time and every time.