Total quality management (TQM) is defined as the enhancement of traditional business methods with a focus on meeting customer expectations, continuous process improvement, and defect prevention. TQM involves managing the whole organization to achieve excellence by focusing on quality in all aspects. It requires integrating quality management into daily operations and overcoming outdated organizational cultures. Key elements of a successful TQM system include integrity, training, teamwork, leadership, communication, and recognition. Common quality management tools used in TQM include check sheets, histograms, control charts, scatter diagrams, Ishikawa diagrams, Pareto diagrams, and run charts.

1. TOTAL
QUALITY
MANAGEMENT
Presented by:
Ms. Beenish Tariq Zuberi

2. What is Quality ?

3. Definitions of Quality
Quality means different to different people:
1. Customer-Based: Fitness for use, meeting customer expectations.
2. Manufacturing-Based: Conforming to design, specifications, or requirements. Having
no defects.
3. Product-Based: The product has something that other similar products do not that
adds value.
4. Value-Based: The product is the best combination of price and features.
5. Transcendent: It is not clear what it is, but it is something good...

4.  TQM is the enhancement to the traditional way of doing business.
 It is a proven technique to guarantee survival in the world-class competition.
 TQM is for the most part common sense.
 Analyzing three words (TQM), we have:
Total--- Made up of the whole
Quality— Degree of excellence a product or service provides
Management— Act, art, or manner of handling, controlling, directing, etc.
 Therefore TQM is the art of managing the whole to achieve the excellence.

5. Continuous Improvement versus
Traditional Approach
■ Market-share focus
■ Individuals
■ Focus on ‘who” and “why”
■ Short-term focus
■ Status quo focus
■ Product focus
■ Innovation
■ Fire fighting
■ Customer focus
■ Cross-functional teams
■ Focus on “what” and “how”
■ Long-term focus
■ Continuous improvement
■ Process improvement focus
■ Incremental improvements
■ Problem solving
Traditional Approach Continuous Improvement

6. Three of the Quality Gurus Compared
Source: Modified from John S. Oakland, Total Quality Management (London: Heinemann Professional Publishing Ltd., 1989),
pp. 291–92.

7. Three of the Quality Gurus Compared (cont’d)
Source: Modified from John S. Oakland, Total Quality Management (London: Heinemann
Professional Publishing Ltd., 1989), pp. 291–92.

8. Three of the Quality Gurus Compared (cont’d)
Source: Modified from John S. Oakland, Total Quality Management (London: Heinemann Professional
Publishing Ltd., 1989), pp. 291–92.

9. Implementing TQM
■Successful Implementation of TQM
–Requires total integration of TQM into day-to-day operations.
■Causes of TQM Implementation Failures
–Lack of focus on strategic planning and core competencies.
–Obsolete, outdated organizational cultures.

10. Communication
For TQM to be successful, the organization must
concentrate on the following key elements:
Ethics
Integrity
Trust
Training
Teamwork
Leadership
Recognition
Implementation of TQM

11. Roof: Recognition (Motivation)
The key elements of TQM can be divided into four
groups according to their function:
Foundation: Integrity, Ethics, Trust
Building Bricks: Leadership, Teamwork,Training
Binding Mortar: Communication
Implementation of TQM

12. 2. Histograms
1. Check Sheets
4. Control Charts
5. Run Charts
3. Scatter Diagrams
6. Ishikawa Diagram
7. Pareto Diagram
The Seven TQM Tools

13. Check Sheets are simple documents that are used for
collecting data in real-time.
A Check Sheet is typically a blank form that is designed
for the quick, easy and efficient recording of the desired
information, which can be either quantitative or
qualitative.
When the information is quantitative, the check sheet is
called a Tally Sheet.
Check Sheets

14. A histogram divides up the range of possible values in a data set into
classes or groups.
For each group, a rectangle is constructed with a base length equal to the
range of values in that specific group, and an area proportional to the
number of observations falling into that group.
Histograms

15. Scatter Diagrams are used to present measurements of two or more related
variables.
A Scatter Diagram does not specify dependent or independent variables.
Either type of variable can be plotted on either axis.
Scatter Diagrams represent the association (not causation) between two
variables.
Scatter Diagrams

16. A control chart consists of the following:
A Centre Line (CL) drawn at the process mean value.
Lower and Upper Control Limits that indicate themthreshold at which the
process output is considered statistically unlikely.
Control Charts

17. Run Charts are
similar in some
regards to Contol
Charts, but do
not show the
control limits of
the process.
They are therefore
simpler to produce, but do not allow for the full range of analytic
techniques supported by Control Charts.
• Run chart: Measurement against progression of time.
• Control chart: Add Upper Control Limit and Lower Control Limit
to the run chart.
Run Charts

18. Machine Manpower
Method Material
Problem
Ishikawa Diagram is also called Cause-and-Effect
Diagram. Often are four generic heading used: 4 M´s!
Ishikawa Diagram
Also called fishbone diagrams (because of
their shape) or Ishikawa diagrams.
Helps in identifying root causes of the
quality failure. (Helps in the diagnostic
journey.)

19. The purpose of the Pareto Diagram is to highlight the
most important set of factors among a typically large
amount of causes for a problem.
In order to develop the Pareto Diagram for a specific
process, the knowledge of Frequncy, Relative
Frequency, Cumulative Frequency and Percentage
Frequency is needed.
Pareto Diagram

20. It can be noted that the 3 defects of out-of-dimension,
poor surface finish and loose joints account for 75% of
the rejections.
Pareto Diagram

21. Copyright © 2005 The
McGraw-Hill Companies. All
rights reserved.
McGraw-Hill/Irwin 9–21
Overview of the EFQM Excellence Model
Exhibit 9.11
European Foundation for Quality Management

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TOTAL QUALITY MANAGEMENT

24. ■ What is Kaizen? - Five S of Kaizen
■ “Kaizen” refers to a Japanese word which means “improvement” or “change for the better”.
■ Kaizen is defined as a continuous effort by each and every employee (from the CEO to field staff)
to ensure improvement of all processes and systems of a particular organization.
■ Kaizen works on the following basic principle.
“Change is for good”.

25. Let us understand the five S in Detail:
■ SEIRI means for sort Out.
■ SEITION means to organize.
■ SEISO means shine the workplace.
■ SEIKETSU means to standardization.
■ SHITSUKE means self Discipline

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27. Let us understand the five S in Detail:
1. SEIRI - SEIRI stands for Sort Out. According to Seiri, employees should sort out and organize things well.
Label the items as “Necessary”, ”Critical”, ”Most Important”, “Not needed now”, “Useless and so on. Throw
what all is useless. Keep aside what all is not needed at the moment. Items which are critical and most
important should be kept at a safe place.
2. SEITION - Seition means to organize. Research says that employees waste half of their precious time
searching for items and important documents. Every item should have its own space and must be kept at its
place only.
3. SEISO - The word “SEISO” means shine the workplace. The workplace ought to be kept clean. De-clutter
your workstation. Necessary documents should be kept in proper folders and files. Use cabinets and drawers to
store your items.
4. SEIKETSU - refers to Standardization. Every organization needs to have certain standard rules and set
policies to ensure superior quality.
5. SHITSUKE - means Self Discipline. Employees need to respect organization’s policies and adhere to rules
and regulations. Self-discipline is essential. Do not attend office in casuals. Follow work procedures and do
not forget to carry your identity cards to work. It gives you a sense of pride and respect for the organization.

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ISO - Quality Management Principles
■ Principle 1: Customer Focus
■ Principle 2: Leadership
■ Principle 3: Involvement of people
■ Principle 4: Process approach
■ Principle 5: Systems approach for management
■ Principle 6: Continual improvement
■ Principle 7: Factual approach to decision making
■ Principle 8: Mutually beneficial supplier relationships.