Total Quality Management Presentation

Total Quality Management
PRESENTED BY: PARTHA PATTANAIK

COLLEGE: IIPM TOWER
SESSION:PGP/SS/09-11
INTRODUCTION:
 Total – Everyone should be
involved
 Quality – customer should be
provided with an uniform
quality product that meets
their expectations
 Management – Act , art or
manner of handling ,
controlling, directing .
DEFINITION:
“TQM is a management approach for an organization,
centered on quality, based on the participation of all its
members and aiming at long-term success through
customer satisfaction, and benefits to all members of the
organization and to society.”
- INTERNATIONAL STANDARDS ORGANISATION
EXPLANATION:
TQM requires that the company should maintain
this quality standard in all aspects of its business.
 This requires ensuring that things are done right

the first time and that defects and waste are
eliminated from operations.
MAJOR INGREDIENTS IN TQM:
 Strategic Commitment: The success of TQM requires the
commitment of the top management.
 Employee Involvement: TQM requires that all employees be

involved in every step of the production process.
 Technology: Use of new form of technology can result in

production of better quality product.
MAJOR INGREDIENTS IN TQM:
 Materials: Raw materials used for the production purpose
should be of higher quality so as to get a higher quality output.
 METHODS: Improved methods should be used to get

improved quality.
NEEDS AND IMPORTANCE:
 Helps to face competition.
 Satisfaction of the customer is ensured.
 Generates good name and reputation for the

company.
 Reduces Complaints of customers.
 Better facilities to employees.

LIMITATIONS OF TQM:
 Conservative attitude of management: In India
implementation of TQM is difficult due to the conservative
attitude of the management.
 Lack of initiatives: In order to introduce TQM

participative management is required.
 Slow Process: TQM is a slow process. A total change in

the outlook of the management and employees is required
and the results of TQM can be seen in long run.
LIMITATIONS OF TQM:
 Practically Difficult: The success of TQM
depends upon team work, participative management
and total commitment to quality on the part of
management and employees is required which is
practically very difficult.
PROBLEMS OF TQM:
 Conservative attitude of Indian management
 Trade union problems
 No Unity
 Lack of training to the personnel
 Failure to recognize and reward
 Status differences
 Lack of support
TQM LEADERS:
 W. E. Deming - PDCA cycle

 Joseph M Juran - Juran's trilogy
 Walter Andrew Shewhart - Shewhart cycle
 Armand Vallin Feigenbaum - the concept of
quality costs
DEMING PRINCIPLES:
Central belief:
94% of problems due to management.
6% ascribed to workers.
 Results of Total Quality:
- Higher productivity
- Lower costs
- Increased market share
- Long-term stability
DEMING PRINCIPLES:
The Deming circle or PDCA cycle
 PDCA cycle can be used

in any type of management...
be it quality, manufacturing,
marketing, engineering...etc.
PDCA CYCLE:
 PLAN: Establish the objectives and processes necessary to
deliver results in accordance with the expected output. By making the
expected output the focus, it differs from other techniques in that the
completeness and accuracy of the specification is also part of the
improvement.
 DO: Implement the new processes. Often on a small scale if

possible.
 CHECK : Measure the new processes and compare the results

against the expected results to ascertain any differences.
 ACT: Analyze the differences to determine their cause.
Each will be part of either one or more of the P-D-C-A steps.
Determine where to apply changes that will include

improvement.
Juran's Trilogy:
Joseph M Juran developed the "Juran's trilogy," an approach to
cross-functional management that is composed of three managerial
processes: quality planning, quality control and quality
improvement.
CROSS-FUNCTIONAL MANAGEMENT :
It is a group of people with different functional expertise working
toward a common goal.
It may include people from finance, marketing, operations, and

human resources departments.
It includes employees from all levels of an organization.
Members may also come from outside an organization (in

particular, from suppliers, key customers, or consultants).
Quality Planning: It is a framework of procedures and techniques
used to develop products in industry, particularly
the automotive industry.
Quality Control: In engineering and manufacturing, quality

control and quality engineering are used in
developing systems to ensure products or
services are designed and produced to meet or
exceed customer requirements.
Quality control is the branch of engineering and
manufacturing which deals with assurance and
failure testing in design and production of products
or services, to meet or exceed customer
requirements.
Quality Improvement: Quality improvement means improvement in
the quality standard of the product.
Any improvement (change) takes time to
implement, gain acceptance and stabilize as
accepted practice.
Improvement must allow pauses between
implementing new changes so that the change is
stabilized and assessed as a real improvement,
before the next improvement is made (hence
continual improvement, not continuous
improvement).
CASE STUDY:
In the year 1973, Toyota motors operating in US faced problems, the demand for the
cars manufactured by Toyota decreased in US market. As there was an oil crisis in
that year, the customers or the buyers began to buy small cars with better fuel
efficiency from companies like General Motors and Ford.
Then Two years later, Toyota entered into a joint venture with General Motors and
formed the New United Motor Manufacturing, Inc. because the General Motors had a
good reputation in US market.
It then planned new manufacturing strategies like introduction of fuel efficient

engines and production of small cars.
It introduced new fuel efficient engines to its manufacturing sector.

Then it tested those engines for fuel efficiency. It used these engines in the
manufacturing of small cars.
It promoted NUMMI, the small and more fuel efficient car into the US market with the
help of General Motors.
Toyota then started to establish new brands at the end of the 1980s, with the launch
of their luxury division Lexus in 1989.
BIBLIOGRAPHY:
http://en.wikipedia.org
WWW.GOOGLE.COM
WWW.TECHSHOUT.COM
WWW.ANNAUNIVERSITY.INFO
WWW.SCRIBD.COM
WWW.DOCQUALITY.INFO
WWW.MANAGEMENTPARADISE.COM

Total Quality Management Presentation

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Total Quality Management Presentation

Uploaded by

Copyright:

Available Formats

Total Quality Management

PRESENTED BY: PARTHA PATTANAIK

 This requires ensuring that things are done right

 Employee Involvement: TQM requires that all employees be

 Technology: Use of new form of technology can result in

 METHODS: Improved methods should be used to get

 Satisfaction of the customer is ensured.

 Generates good name and reputation for the

 Reduces Complaints of customers.

 Better facilities to employees.

 Lack of initiatives: In order to introduce TQM

 Slow Process: TQM is a slow process. A total change in

 W. E. Deming - PDCA cycle

 PDCA cycle can be used

 DO: Implement the new processes. Often on a small scale if

 CHECK : Measure the new processes and compare the results

Determine where to apply changes that will include

It may include people from finance, marketing, operations, and

It includes employees from all levels of an organization.

Members may also come from outside an organization (in

Quality Control: In engineering and manufacturing, quality

It then planned new manufacturing strategies like introduction of fuel efficient

It introduced new fuel efficient engines to its manufacturing sector.

You might also like