it thoroughly describes what total quality management is.

1. BY :- UTKARSH UPADHAYAY
ECE –A
ROLL NO:-251601013

2.  TQM is a long term ‘success’ strategy for the
organization. It aims at customer
satisfaction, employee satisfaction, product
quality at all stages and brings about
continuous improvement and innovations of
total quality.

3.  TQM provides the concept that ensures
continuous improvement in an organization.
 Philosophy stresses on systematic, integrated
and consistent approach involving everything
and every one in an organization.
 Aims at using all people in multifunctional
teams to bring about improvement from
within the organization.

4.  “TQM is an approach to improving the
effectiveness and flexibility of business as
whole. It is essentially a way of organizing
and involving whole organization, every
department, every activity, every single
person at every level.”_ _ _ _Oakland
 “TQM is a strategic approach to produce the
best product and service possible through
constant innovation”_ _ _ _ _ _Alkinson

5.  Emphasizing the needs of the market
 Assures better quality performance in every
sphere of activity
 Helps in checking non productive activities
and waste
 Helpful in meeting the competition
 It helps in developing an adequate system of
communication
 Continuous review of progress

6.  Managements commitment to quality
 Customer satisfaction
 Preventing rather than detecting defects
 Measurement of quality
 Continuous improvement
 Corrective action for root cause
 Training
 Recognition of high quality
 Involvement of employees
 Benchmarking

7.  Customer satisfaction-TQM’s basic focus is on
customer and his satisfaction. Some of the customers
perception of quality are expected quality, delightful
quality, indifferent quality and worst quality. these
must aim at preventing customer dissatisfaction and
also meet customer satisfaction.
 Employee involvement-employees must be
encouraged and involved to participate in quality
management by using control tools and techniques
and identifying the areas needing improvement.
 Continuous improvement in quality-it is a never
ending process. The manufacturer must specify
quality attributes of the product and services and
must strive hard for attaining these specification.

8.  Importance of people
 Importance of quality
 Importance of customer
 Role of management
 Management –union relationships
 Team work
 Organizational structures
 Span of control
 Profit v/s quality
 motivation

10. Edward deming is considered to be the chief
contributor towards quality management and
his name is synonymous with quality and
TQM.
He is considered to be the father of Japanese
quality revolution.

11. Improve quality
Cost decreases due to lesser rework, fewer mistakes,
delays and snags and better use of time and materials
Improvement in productivity
High market share with better quality and lower prices
Stay in business
Provides jobs and better returns and investment

12. 1. Create consistency of purpose towards
improvement of product and service with an
aim to become competitive and thus to stay in
business and provide jobs.
2. Adopt new philosophy for economic stability.
3. Eliminate the need for mass inspection by
building quality in to the product in the first
place.
4. End the practice of awarding business on price
tag alone. Rather total cost should be
minimized select a single supplier on long term
trust and loyalty.
5. Improve system of production and service to
improve quality and productivity and thus
leading to decrease in cost

13. 6. Institute better methods of training and
education for all the employees including
management.
7. Adopt and institute better leadership to help
the people to perform a job in a better way.
8. Drive out fear so that everyone works without
tension.
9. Break down barriers between different
departments.
10.Eliminate slogans, exhortations and numerical
targets for the workforce they never help, let
the workers decide their own slogans and
targets.

14. 11.Eliminate work standards and numerical
quotas because a person, in order to hold a
job, will try to meet a quota at any cost
including doing damage to his own company.
12. Remove barriers in taking pride in
workmanship.
13. Introduce a vigorous programme of
education and self development.
14.Take proper action to accomplish the
transformation.

15. 1. Lack of consistency
2. Short term profits
3. Performance appraisal
4. Mobility of management
5. Over emphasis on visible figures
6. Excessive medical costs

16. He was one of the early leaders in field of
quality management. He has greatly helped
in developing conceptual basis for quality
management.
Juran highlighted managerial responsibility for
quality and strongly stressed that quality was
achieved through people rather than through
techniques.

17. Quality Trilogy –
1. Quality planning: Process of preparing to meet
quality goals. Involves understanding customer
needs and developing product features.
2. Quality control: Process of meeting quality
goals during operations. Control parameters.
Measuring the deviation and taking action.
3. Quality improvement: Process for breaking
through to unprecedented levels of performance.
Identify areas of improvement and get the right
people to bring about the change.

18. 1. Create awareness of the need and opportunity
for improvement
2. Set goals for improvements
3. Organize to reach the goals
4. Provide training throughout the organization
5. Cary out the projects to solve the problems
6. Report progress
7. give recognition
8. Communicate results
9. Keep score
10. Maintain momentum by making annual
improvement part of the regular systems and
processes of the company

19. He focused more on people oriented issues and
emphasized on changing the executive behavior.
His major contribution is zero defect concept.
He feels that higher quality results in reduction
in cost and increase in profits.
Absolute’s of Management
 Quality means conformance to requirements not
elegance.
 There is no such thing as quality problem.
 There is no such thing as economics of quality: it is
always cheaper to do the job right the first time.
 The only performance measurement is the cost of
quality: the cost of non-conformance.

20. 1. Management commitment
2. Quality improvement team
3. Quality measurement
4. Cost of quality
5. Quality awareness
6. Corrective action
7. Zero defect planning
8. Employee education
9. Zero defect day
10. Goal setting
11. Removal of causes of error
12. Recognition
13. Quality conflicts
14. Do it all over again

21.  Genichi Taguchi
 Emphasized the minimization of variation.
 Concerned with the cost of quality to society.
 Extended Juran’s concept of external failure.
 Kaoru Ishikawa
 Developed problem-solving tools such as the cause-and-
effect (fishbone) diagram.
 Called the father of quality circles.

22.  Armand Feigenbaum
 Proposed the concept of “total quality control,”
making quality everyone’s responsibility.
Stressed interdepartmental communication.
Emphasized careful measurement and report of
quality costs
 W.G. Ouchi
He developed a famous theory known as ‘theory –Z’ . He has
analyzed the impact of Japanese management philosophy on
American business. He concluded that the success of Japanese
business is mainly due to their total commitment to quality and
their participative style of management. He concluded “in USA
we conduct our careers between organizations but with a single
specialty. In Japan ,people conduct careers between specialists
but within a single organization.