2. Primary approach
Adaptation and deployment of a suitable quality
improvement model, keeping in view the
improvement needs and competition.
Reason for adopting TQM - primarily to increase
domestic and global competitiveness.
There is need for clear, consistent and persistent
leadership to introduce TQM principles.
TQM can be implemented through a well-
developed Total Quality system model.
3. Basic Elements of TQM strategy
Concept of „customer-first‟ and listening to
customers.
Customer-focused vision, and strategic goals
Care for employees and trust-building
Creation of a Learning Organization for change
and continuous improvement
Leadership to remove barriers to achieving TQ
Plans and measurement of result.
4. Deming Management Philosophy
Propounded by W. Edwards Deming
Was a statistician at Western Electric in 1930s
During World War II – he taught quality control courses
as part of national defense effort
Taught engineers but failed to reach top management
1950s – he was invited to Japan to introduce statistical
quality control concepts
Mid 1970s – quality of Japanese products exceeded that
of the West.
He was practically unknown in the US till 1980.
5. Deming Management Philosophy
He never really defined quality. “ a product or
service possesses quality if it helps somebody and
enjoys a good and sustainable market.”
High quality High productivity long-term
competitive strength
Deming‟s Philosophy – “A System of Profound
Knowledge” which consists of 4 parts;
Appreciation for a system
Understanding process variation
Theory of knowledge
Psychology
6. Deming‟s Philosophy
1. Systems:
A set of functions or activities that work together to
achieve organizational goals
A system must have an aim for everybody to gain
over the long term– stockholders, employees,
customers, community and environment
Components of a system must work together for
effectiveness
Subsystems and people who work in them must be
interrelated
Management‟s job is to optimize the system.
Systems require co-operation. Competition may be
destructive
7. Deming‟s Philosophy
2. Understanding process variation:
No two outputs from any production process are
exactly alike.
Variation may be due to difference in material, tools,
machinery, settings, operators, etc. and are difficult to
comprehend.
Common causes of variation - Factors present as a
natural part of the process (80-90%)
Special causes of variation – arise from external
sources, thus not inherent in the process (10-20%)
8. Deming‟s Philosophy
2. Understanding process variation:
Common Causes of variation Special Causes of variation
›Inherent in the process ›External to the process
›Account for 80-90% of ›Account for 10-20% of
observed variations observed variations
›Arise from variation in ›Arise from variation in quality
methods, machines, etc. of material, poor training, etc.
›System governed only by ›System governed by special
common causes is stable causes is unstable and disrupts
and performance can be predictable pattern
predicted ›If management ignores them,
›If management tries to fix they miss the opportunity to
it, variation may increase. improve.
9. Deming‟s Philosophy
2. Understanding process variation:
Variation is the root cause of poor quality
Variation increases the cost of doing business
By minimizing variation, everybody benefits
To reduce common cause variation – change
technology of the process
Pressurizing workers to perform at high quality
can lead to frustration
Special cause variation – can be corrected through
training and management support
10. Deming‟s Philosophy
3. Theory of knowledge:
Concerned with nature and scope of knowledge, its
presuppositions, and general reliability of claims to
knowledge.
Deming was influenced by Irving Lewis who stated
that there is no knowledge without interpretation, the
latter being an activity of the mind subject to further
experience.
Management decisions must be driven by facts, data,
and justifiable theories, not solely by opinions.
Good theories supported by data can establish cause-
effect relationship, used for prediction.
Theory explains why things happen.
11. Deming‟s Philosophy
4. Psychology:
It helps understand people, interactions between
people and circumstances, between leaders and
employees, etc.
Psychology helps nurture and preserve people‟s
positive innate attributes.
Deming‟s contribution was in bringing together
some basic concepts already developed by others in
the field.
12. Deming – 14 Points for Management
Introduction:
These points were devised during an era when
organisations were ruled by autocratic managers,
driven by short-term profits and little focus or
interest in quality improvement.
These points, even today, provide important
insights for managers.
Failure to heed them might lead to repetition of the
mistakes made in the past.
13. Deming – 14 Points for Management
1.Create and publish a statement of aims and
purposes of the organisation and demonstrate
management‟s commitment to it:
Conduct a thorough assessment to identify the
need for change as well as the areas that
demand change, and follow up on
opportunities. Without adequate commitment
from management, change and improvement is
not possible.
14. Deming – 14 Points for Management
2. Learn the new philosophy:
Old historical methods such as quota-driven
production, work measurement, don‟t work.
There should be new ways of thinking.
Organisations need to continually renew
themselves to learn new approaches including
the Baldrige framework and Six Sigma
15. Deming – 14 Points for Management
3. Understand the purpose of inspection:
It is essential for improvement of processes and
reduction of cost.
Mid 20th Century – it was a principal means of
quality control, which added little value to the
product.
Deming suggested that inspection should be used
wisely as an information-gathering tool for
improvement.
Better understanding can eliminate unnecessary
inspection or perform critical inspection to avoid
expensive rework.
16. Deming – 14 Points for Management
4. End Price-tag Decisions:
Purchasing decisions have been conventionally
driven by cost through competitive bidding.
Deming promoted the recognition of purchasing
departments as „internal suppliers‟ to production.
He urged businesses to be loyal to few suppliers
thereby enhancing opportunity for improvement.
Supply chains need to be established to develop
stronger partnerships with suppliers.
17. Deming – 14 Points for Management
5. Improve Constantly:
Traditionally not a common practice, but currently
an essential means to survival in competition.
Improvements are sought in design (through
customer feedback and understanding customer
needs)and operations (by reducing variation,
encouraging innovation, etc.).
Use appropriate tools for improvement.
18. Deming – 14 Points for Management
6. Institute training:
People are the most valuable resource
Training, besides improving product/service quality;
adds to worker morale by demonstrating that the
company is interested in investing in their future.
Training should aim to identify, diagnose, analyze
and solve performance problems.
Some provide excellent training for technology
related to production, but fail to enrich ancillary
skills of their workforce.
19. Deming – 14 Points for Management
7. Teach & Institute Leadership:
Management must lead and guide, not supervise and
direct.
Supervision must provide a link between
management and workforce. Leadership should
help eliminate fear and instill teamwork.
Leadership gets challenging as new generations of
managers replace those who have learned to lead.
20. Deming – 14 Points for Management
8. Drive out fear:
Fear in work – fear of failure, change, the unknown.
It encourages short-term selfish thinking and not
long-term improvement.
Creating a culture without fear is a slow process.
It can happen through positive motivation and
effective leadership & corporate policies.
Managers should be sensitive to the impact that fear
can have on their organisations.
21. Deming – 14 Points for Management
9. Optimize Team Efforts:
Barriers between individuals and departments lead
to poor quality. This is often a result of internal
competition.
Teamwork helps break down barriers between
internal customers and suppliers.
Focus should be on meeting customer needs and
improving processes as a means to achieving
corporate goals.
22. Deming – 14 Points for Management
10. Eliminate Exhortations:
Motivate through trust and leadership than slogans.
However, workers cannot improve solely from
motivational methods without a system that
enhances their performance.
Where the environment constrains their output, they
become frustrated and perform badly.
Take the help of data-driven processes and better
organizational design to drive improvement.
23. Deming – 14 Points for Management
11. Eliminate Quotas and MBO:
Numerical quotas encourage short-term behavior
rather than long-term.
Deming – goals are useful, but numerical goals set
without incorporating a method to reach there,
generate frustration and resentment.
Where variations occur, strive to understand the
reasons for variation, find means to improve rather
than focus on short-term goals.
24. Deming – 14 Points for Management
12. Remove barriers to pride in workmanship:
Stop viewing workers as „commodities‟
Don‟t give them monotonous work with inferior
machines, or material, or require them to report
to supervisors who don‟t know the job.
Empower workers with a sense of ownership of
their work processes and show higher self-
esteem.
25. Deming – 14 Points for Management
13. Institute Education:
Where training refers to job skills, education refers
to self-development.
Firms should develop value and self-worth of
employees by investing in them.
It is an effective method to motivate employees and
is found to return many benefits.
Educating employees must not be viewed as a cost.
26. Deming – 14 Points for Management
14. Take Action:
Cultural changes anywhere, starts with top
management, and includes everyone.
Changing an organizational culture may be met with
resistance in many firms.
This normally happens when traditional
management practices are deeply ingrained into
the organization's culture.
Nevertheless, take appropriate action to imbibe
change.
27. The Juran Philosophy
Joseph M Juran joined the Western Electric in 1920s
Spent much of his tenure as a corporate industrial
engineer
1951 – wrote and published „Quality Control
Handbook‟, one of the most comprehensive books on
quality.
1950s - He taught quality principles to Japanese, just
after Deming
He was a principle force in their quality
reorganisation
28. The Juran Philosophy
Juran viewed quality on two levels;
i. The mission of the firm as a whole is to achieve high product
quality
ii. The mission of each individual department in the firm is to
achieve high production quality
Senior management must play an active leadership
role in quality management process.
He believed that employees at different levels spoke
different „languages‟.
Thus, to get management‟s attention, quality issues
must be addressed through analysis of quality costs.
29. The Juran Philosophy
Focus on conformance to specifications through
Elimination of defects and
Support by statistical tools
He defined quality as “fitness for use.” It consists of
four parts
Quality of design
Quality of conformance
Availability
Field service
30. The Juran Philosophy
Quality of design:
Focuses on market research, product concept and
design specifications
Quality of conformance:
Includes technology, manpower and management
Availability:
Focuses on reliability, maintainability and logistical
support
Field service:
Includes promptness, competence and integrity
31. The Juran Philosophy
Juran prescribed the Juran Quality Trilogy
consisting of
Quality planning – the process for preparing to meet
quality goals
Quality control – the process of meeting quality
goals during operations
Quality improvement – the process for breaking
through to unprecedented
levels of performance.
32. The Juran Philosophy
Adopted top-down approach. It is management‟s
responsibility to achieve quality
Emphasised on problem solving techniques
He advocated 10 steps to quality improvement:
i. Build awareness of opportunities
ii. Set goals for improvement in all areas of work
iii. Organise to reach goals.
iv. Carry out improvement projects to solve problems
v. Provide training to people
33. The Juran Philosophy
vi. Give recognition for quality work
vii. Report progress
viii. Communicate results
ix. Keep the score
x. Maintain momentum of progress
Based on these principles, Juran propagated a concept
“Managing Business Process quality” by cross-
functional quality improvement programs
34. The Crosby Philosophy
Advocated by Philip B. Crosby, who was corporate
vice president at International Telephone &
Telegraph for 14 years.
He established the Philip Crosby Associates in 1979
to develop and offer training programs.
He authored several books, “quality without tears”,
“quality is free”, etc that were easy for people to read.
He popularized the idea of the "cost of poor quality",
that is, figuring out how much it really costs to do
things badly
35. The Crosby Philosophy
He believed that zero defects is not something that
originates on the assembly line
Management must set the tone and atmosphere for
employees to follow
Benefit - dramatic decrease in wasted resources and
time spent producing goods that consumer's do not
want
Mr. Crosby defined quality as a conformity to certain
specifications set forth by management
36. The Crosby Philosophy
Crosby's response to the quality crisis was the principle
of "doing it right the first time" (DRIFT) which
included four important principles
1) Quality is defined as conformance to requirements,
not as 'goodness' or 'elegance'.
2) The system for causing quality is prevention, not
appraisal.
3) The performance standard must be Zero Defects,
not "that's close enough".
4) The measurement of quality is the Price of Non-
conformance.
37. The Crosby Philosophy
Zero Defects (ZD) Performance standard:
Theme – do it right the first time
Prevent defects, not find and fix them
People are conditioned to believe that error is
inevitable… they not only accept but anticipate it!
Most human error is a result of lack of attention
rather than lack of knowledge.
ZD standard – help to eliminate waste due to rework,
scrap and repair
38. The Crosby Philosophy
Basic elements of quality improvement:
Determination, education and implementation.
Emphasis on management and organisational
processes for changing corporate culture.
Crosby Philosophy fits well within existing
organisational structures.
Like Deming, Crosby has also prescribed his 14
points of quality management, as follows;
39. The Crosby Philosophy
14 principles for quality improvement – Crosby:
i. Commitment of top management to quality
ii. Team approach to quality improvement
iii. Measure quality to identify improvement areas
iv. System for measuring cost of quality
v. Initiating corrective actions
vi. Promoting quality awareness in the company
vii. Planning „zero defect‟ programme
40. The Crosby Philosophy
viii. Organizing supervisory training for all levels
ix. Setting goals for improvement
x. Promoting work systems for performing error-free
work
xi. Observe zero-defects day to stress quality standards
xii. Recognize those who meet their quality goals
xiii. Constitute „quality councils‟ of quality professionals
to share experiences, problems and solutions
xiv. „Do it all over again‟ for improvement.
41. Armand Feigenbaum‟s Philosophy
1950s – He recognized the importance of
comprehensive approach to Quality
Coined the term “Total Quality Control”
Japanese adopted his concept and renamed it
Company-wide Quality Control
Defines Total Quality as excellence-driven rather than
a defect-driven concept
He viewed quality as a strategic business tool that
requires involvement from everyone, and promoted
the use of quality costs to measure and evaluate
quality.
42. Armand Feigenbaum‟s Philosophy
He believed that TQM is based on three core
principles: customer focus, participation and
teamwork, continuous improvement.
Practices
Principles
Infrastructure Participation & Teamwork Tools & techniques
43. Armand Feigenbaum‟s Philosophy
He observed that quality is directly influenced by 9 M‟s
1. Markets
2. Money
3. Management
4. Men
5. Materials
6. Machines
7. Modern information methods
8. Mounting product requirements
9. Motivation
44. Armand Feigenbaum‟s Philosophy
Focus on TQM should be:
Satisfy customers better than competitors do
Compensate for weaknesses inherent in the culture
Use facilitation, mediate structure to imbibe change
Benchmark against best-of-breed companies
Use scientific methods, not opinion or gut-feel
All dealings to be based on sincerity and trust
Use customers and competitors to drive all decisions
Get the workforce to manage itself
45. Armand Feigenbaum‟s Philosophy
Focus on TQM should be:
Build on continuous learning and improvement
processes
Use technology effectively
Measure key parameters for all activities
Get people to perform mundane activities with a
focus on quality
Emphasize process more than product
Turn employees from skill hoarders to disseminators
Use cross-functional teams
46. Armand Feigenbaum‟s Philosophy
Key elements of quality control:
a) Total quality control is a system for quality development
b) The „control‟ aspect involves setting standards, appraising
performance and taking corrective action
c) Factors that affect quality can be divided into two categories;
viz., technology and human
d) Operating quality costs can be divided into four parts;
prevention costs, appraisal costs, internal failure costs and
external failure costs
e) It is important to control quality at the source.
47. Shewhart‟s Philosophy
Walter A Shewhart – Father of Quality
Deming learned „at the feet‟ of Shewhart.
Credit for TQM philosophy goes to two people,
Shewhart, and his student, Deming.
Shewhart introduced the concept of Statistical Process
Control which became the cornerstone for process
control.
Statistical Process Control involves the use of a system
to chart separately common causes and special causes
of variation, and then remedy it
48. Shewhart‟s Philosophy
For SPC to work effectively, the common cause
variation needs to be really small relative to
specification limits.
Control processes are hampered greatly by lack of
information. SPC will aid managers to make scientific,
efficient and economical decisions.
He developed Shewhart Cycle Learning and
Improvement Cycle, combining creative thinking with
statistical analysis.
The cycle contains 4 continuous steps: Plan, do, study,
act. (The PDSA Cycle)
49. Shewhart‟s Philosophy
The major contribution made by Shewhart is the PDSA
cycle of management.
Plan what you want to do
Do what is planned
Study the results
Act – make corrections
Plan for improvements (start the cycle again)
50. Shewhart‟s Philosophy
Another of his noteworthy contributions includes
control charts; which is a fundamental tool of SPC.
Control chart is the graphical device which helps in
identifying the variation in characteristics for
improvement. It is the line chart with control limits
It helps to identify whether processes are operating
consistently. Control charts have 3 components:
A centerline (the mathematical average of samples)
Upper and lower control limits defining constraints
Performance data plotted over time
51. Shewhart‟s Philosophy
Control charts – applications
To establish a state of statistical control
To monitor a process and signal when it goes out of
control
To determine process capability
The American Society for Quality presents a Shewhart
Medal – for outstanding contribution to the science
and techniques of quality control or for
demonstrating leadership in the field of QC.
