The document discusses Total Quality Management (TQM) and its focus on customer satisfaction. It defines key aspects of TQM including defining quality, quality dimensions, customer needs and expectations, TQM philosophy of continuous improvement, employee empowerment, and product design. The benefits of implementing TQM are also outlined, such as improved communication, employee motivation and loyalty, reduced defects, and meeting customer quality expectations. Overall the document provides an introduction to TQM principles and practices.
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How to Achieve TQM.ppt
1. Quality and Customer Satisfaction
Total Quality Management
Be-Engineering Services Ltd.
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2. Introduction to Group Members
Name Roll Number
Muhammad Haseeb Ul Hassan MAFE-21-25
Tayyab Saleem MAFE-21-08
Rahat Mureed MAFE-21-21
Fariha Naz MAFE-21-27
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3. Table of Contents
Introduction
The Meaning of Quality
Quality Dimension
Customer Satisfaction (Need and Expectation)
Philosophy of TQM
Customer focus
Continuous improvement of the quality management
system
Employee empowerment
Product design
Benefits of TQM
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4. Introduction
The Global environment has presented numerous
challenges to the firms in their quest to satisfy
customer needs and expectation.
In order to remain in competitive therefore, most
firms have launched Total Quality Management
(TQM) programs for both Employee and process.
These program are considered an attempt by
company management to continually improve the
quality of products and process.
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5. Introduction
As such the term Total Quality Management mean
different things to different people.
Designer expect the products or services to conform
to specification
Producer expect the product to perform or fit to the
intended use
Consumer expect the product to be useful according
to price paid
Users of products expect equally good support
service after using the product.
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6. The Meaning of Quality
Quality therefore mean different things for both
manufacturing and service organization.
In Manufacturing organizations base their perception
on the tangibility of their end-product.
E.g. Automobiles Machinery
Service Organization have to content with their
intengible products
E.g. Repairer and Maintains services
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7. Quality Dimension
The specific dimensions of quality for manufacturing
products include,
Performance, The basic operating features of a
product;
Features , The “additional” items added to the
product’s basic features of a product
Serviceability, the ease, speed and possibility of
getting repairs
Durability, the product’s life span before repair
Conformance, probability of the product meeting pre-
designed standards
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8. Quality Dimension
Safety, assurance of not being harmed while using
the product.
Esthetics, the sound, look, taste or feeling of a
product.
Reliability, that the product is guaranteed to work
properly over an anticipated period of time.
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9. Customer Satisfaction (Need and
Expectation)
The customer driven quality cycle requires that both
the planning of the products and system should be
geared at meeting the expectations and needs of the
customer.
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10. Philosophy of TQM
TQM is characterized by its focus on dealing with
quality problems by identifying their root causes and
ensuring correction at the source, instead of
identifying quality problems on the final product.
The focus of TQM while ensuring the participation of
everyone in the organizations ensures that the
cumulative attention is directed to the customer.
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11. Customer focus
TQM features as the company’s collaborative effort
to attend to the customer’s quality needs. In order to
meet and often times surpass the customer’s quality
standards
TQM acknowledges that a product that is not
according to the customer’s specifications becomes
of no value to the company.
Although TQM is targeting the customer, knowing
the exact quality that a customer needs is affected
by their changing tastes and preferences with time.
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12. Continuous improvement of the quality
management system
According to Deming’s philosophy, the continuous
improvement would ensure the ultimate philosophy
is achieved through a number of signposts,
including;
Establishing a mainstream purpose to ensure long
term organizational goals through product
improvement
Instead of accommodating certain levels of poor
quality products, the manufacturer should adopt and
stick with a policy of preventing poor quality
Rely on statistical quality to improve product design
and process, in turn eliminate the need for inspection
to achieve desired quality
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13. Continuous improvement of the quality
management system
Resorting to working a few suppliers or vendors that
have or will comply with TQM, rather than make
decisions based on competitive prices
Help workers improve their performance by instilling
leadership among their supervisors
Foster cooperation and the culture of working
together by eliminating barriers across departments
Encouraging workers to achieve numerical targets
and high performance by first orientating them on
how to achieve the set targets
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15. Employee Empowerment
Employee empowerment, exists in the premise that
employees can be able to identify and solve
problems if they are tasked with certain
responsibilities.
Traditional forms of quality approaches caused
employees to shy away from pinpointing problems
due to the consequences.
Instead, the problem of poor quality ended up being
“someone else’s problem” because it was ignored
and thus transferred to another department in the
company.
Under TQM problem identification is among the
priorities of all the employees, and incentives are
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16. Product design
By ensuring that the product design meets, and
some time surpasses customer expectation, is a
crucial aspect of building quality into a
product;possible through the concept of Quality
function deployment (QFD).
Practically the implementation of the procedures is
an involving task, simply because the customer
meaning of quality varies from one to the other.
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17. Process management
In order for quality to be reported in the final product,
TQM stipulates that quality should prevail during the
production process; through building quality into the
process,
Instead of discarding defective items after the
production process is complete, it is better and cost-
effective at that, to uncover the quality problem
source and correct it; this is possible through the
concept of quality at the source.
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18. Managing supplier quality
Traditionally the numerous suppliers to a company
would be allowed to deliver their raw materials
through a series of competitive price bidding.
That the materials were later checked for quality
after delivery, is according to TQM, a contributing
factor to poor quality cost plus time wastage.
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19. Managing supplier quality
As such, TQM extends the requirements of quality
vertically to the suppliers. Quality supply will
therefore not be checked upon delivery, thus saving
on time and costs.
This they accomplish by having a company
representative at the supplier’s location to elaborate
the quality process, thus incorporating the supplier
from the design stage to the final production
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20. Benefits of TQM
Implementation of TQM will benefit BR engineering
in various ways.
Through the improved communication channels
within and across functional areas, management and
supervisors get wind and embark on solving
employees’ problems.
Employees benefits from job satisfaction increasing
their loyalty to the company
Further, the employee empowerment principle of
TQM makes employees feel participatory and
motivated in the company operations, thereby
reducing turnover rates,
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21. Benefits of TQM
Establishment of teams and training programs
provides opportunities for employee personal growth
and development.
Improved coordination across company functions
develops mutual respect between management,
employees and customers.
Successful implementation of TQM
, improves company awareness and company
solidarity
reduces the frequency of defect right from the
supplier down to the consumer
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22. Benefits of TQM
Thereby providing both internal and external
customers with products that meet quality
expectations
The success of TQM and the recurring benefits
above requires that BR engineering top and middle
level management put their full support behind the
initiative.
The functional areas of the organizational should
encourage communication with every department.
Additionally, every stakeholder should commit to the
suggested principle for the long-term, while the
management measures guide programs and
measure success on the basis of long-term profits.
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23. Be Engineering View About Quality
Quality is one of our Commitments to you. You ‘ll be
confident in the quality of our work so your customer
can be confident in the quality of your product
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