1. TOTAL QUALITY MANAGEMENT:
TQM
Origins, Evolution & key elements

2. What is Quality?
Quality is “fitness for use”
(Joseph Juran)
Quality is “conformance to requirements”
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy
the needs and expectations of the customer

3. Evolution of Quality Management
Inspection Salvage, sorting, grading, blending, corrective
actions, identify sources of non-conformance
Develop quality manual, process performance
Quality data, self-inspection, product testing, basic
Control quality planning, use of basic statistics,
paperwork control.
Quality systems development, advanced quality
Quality
planning, comprehensive quality manuals, use of
Assurance quality costs, involvement of non-production
operations, failure mode and effects analysis, SPC.
TQM Policy deployment, involve supplier & customers,
involve all operations, process management,
performance measurement, teamwork, employee
involvement.

4. Deming’s view of a production as a system
Receipt & test of Design & Consumer
materials redesign Research
Suppliers, Production,
materials & assembly, Distribution Consumers
equipment inspection
Test of processes,
machines, methods, cost

5. Deming’s Chain Reaction
Improve Quality
Provide jobs and Cost decreases because
more jobs of less rework, fewer
mistakes, fewer delays,
snags, better use of
Stay in business machine time and
materials
Productivity improves
Capture the market with
better quality and lower price

6. What is TQM?
Concern for
Constant drive Management employee
for continuous by Fact involvement and
improvement and development
learning.
Organisation
Passion to deliver response
Result Focus customer value / ability
excellence
Partnership
Actions not just
perspective
words (internal /
Process
(implementation) external)
Management

7. BASIC PRINCIPLES OF TQM
Approach Management Led
Scope Company Wide
Scale Everyone is responsible for Quality
Philosophy Prevention not Detection
Standard Right First Time
Control Cost of Quality
Theme On going Improvement

8. The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
change had, if any.

9. Deming’s System of Profound Knowledge
Appreciation for Knowledge
system about variation
Theory about Knowledge of
knowledge psychology

10. LEARNING AND TQM
Learning
Process Improvement
Quality Improvement
Customer Shareholder Employee
Satisfaction Satisfaction Satisfaction

11. Philip Crosby’s Four Absolutes
What is Quality? Definition : Conformance to
requirements
What system is needed System of quality is
to cause quality? prevention
What performance Performance Standard :
standard should be Zero Defects
used?
What measurement Measurement : Price of non-
system is required? conformance (PON)

12. Crosby’s Successful Company
Characteristics of the Eternally Successful
Organisation
People do things right routinely
Growth is profitable and steady
Customer needs are anticipated
Change is planned and managed
People are proud to work there

13. Joseph M. Juran’s Quality Trilogy
Quality Planning Quality Control Quality
Establish quality goals Prove the process can Improvement
produce under Seek to optimise the
Identify customer needs
operating conditions process via tools of
Translate needs into our diagnosis
Transfer process to
language
operation
Develop a product for
these needs
Optimise product
features for these needs

14. Juran’s Quality Planning Road Map
1) Identify who are the customers
2) Determine the customer’s needs
3) Translate the needs into our language
4) Develop a product to meet those needs
5) Optimise a product so as to meets our needs
as well as the customer’s.
6) Develop a process which is able to produce the
product
7) Optimise the process
8) Prove the process can make the product
under operating conditions

15. Joseph M.Juran and the Cost Of Quality
2 types of costs:
Unavoidable Costs: preventing defects (inspection,
sampling, sorting, QC)
Avoidable Costs: defects and product failures
(scrapped materials, labour for re-work, complaint
processing, losses from unhappy customers
“Gold in the Mine”

16. Joseph M.Juran and the Cost Of Quality
Costs
Total Unavoidable
Costs costs
Avoidable
costs
100% defective Point of “Enough
quality”

17. FOUR KEY PRINCIPLES
•Measure quality so you can affect it
•Focus on a moving customer
•Involve every employee
•Think long term - Act short term