1. Onkar R. SatamAnit Nair Roll No: 26 Roll No: TQMTOTAL QUALITY MANAGEMENT

2. Defining TQM Total quality management is a management system for a customer focused organization that involves all employee in continual improvement of all aspects of the organization. TQM uses strategy, data, and effective communication to integrate the quality principles into the culture and activities of the organization.

4. Focuses on continuous improvement. (Objective)

5. Recognizes role of everyone in t he organization.

6. views organization as an integral system with a common aim.

7. Focuses on the way tasks are accomplished.

9. Principles of TQM

10. TQM Elements Approach GURU Approach Strategies to develop TQM Organisation Model Approach Japanese Total Quality Approach

11. 1-TQM elements approach: Take key business process and use TQM Tools to foster improvement. Use quality circles, statistical process control, taguchi method, and quality function deployment. TQM Tools (Histograms, Fish Bone, Flow Charts, Affinity Diagrams, Matrix Diagrams, Activity Network Diagram etc) Quality Circles: Small group of employees doing same type of work meet regularly to identify, analyze and sole the problems faced by them in their day to day work and their association with the organisation.

12. Statistical Process Controls: Application of statistical methods to the monitoring and control of a process to ensure that it operates at its full potential to produce conforming product. Taguchi Methods: Developed by Genichi Taguchi uses methods such as Specific Loss Function, Philosophy of Offline Quality Control, Innovations in Designs of Experiments. Quality Function Deployment: method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process

13. 2 - The guru approach: Use the guides of one of the leading quality thinkers like Joseph Juran, W Edwards Deming, and Armand Feigenbum, Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo. 3- Organization model approach: The organization use benchmarking or MBNQA (Malcolm Baldrige National Quality Award)as model for excellence. 4- Japanese total quality approach: Companies pursue the Deming principles

14. Deming’s Principles Dr. Deming included 14 points in his book “Out of the Crisis” that he believed managers must fallow to be successful with TQM; 1) Create constancy of purpose for improvement of product and service. 2) Adopt the new philosophy. 3) Cease dependence on mass inspection 4) End the practice of awarding contracts on the basis of price tag 5) Improve constantly and forever the system of operations and service 6) Institute modern methods of training on the job 7) Institute modern methods of leadership

15. 8) Drive out fear 9) Break down barriers between staff areas 10) Eliminate slogans, exhortations, numerical goals and targets for the work force 11) Eliminate work standards and quotas 12) Remove barriers to pride of workmanship. 13) Institute a vigorous program of education and training 14) Create a structure in top management that will push every day on the above 13 points

16. Costs In TQM 1) Cost of Quality The “cost of quality” isn’t the price of creating a quality product or service. It’s the cost of NOT creating a quality product or service. 2) Cost of Non Quality Prevention Cost Correction Cost Failure Cost

17. 5-S Way To TQM The 5-S practice is a technique used to establish and maintain quality environment in an organisation. The name stands for five Japanese words: Seiri, Seiton, Seiso, Seiketsu and Shitsuke. In English these words mean : Structurise, Systemize, Sanitize, Standardize and Self Discipline. Example of a company using 5-S to ensure Quality: Toyota

24. Today’s Current Scenario Six Sigma TQM

25. Thank You