1. Introduction to Total Quality Management
Team Members
► Kanwal Shafique
► Khawaja Muhammad Zaheer
Masters of Commerce (M.Com.), IMPCC, H-8/4,
Islamabad, University of the Punjab

2. Outline
1. TQM defined
2. Historical Stirrings/Gurus of TQM
3. Basic Approaches
4. Quality Culture in Pakistan
5. References

3. TQM defined
► An enhancement to the traditional way of doing business.
► Comprises three words:
1. Total – Made up of the whole
2. Quality – Degree of excellence a product or service
provides
3. Management - Art and science of achieving organizational
goals through planning, leading, organizing and controlling
the resources
► “It is the application of quantitative methods and human
resources to all the processes within an organization and
exceed customer needs now and in future”

4. Various Schools of Thought
► Walter A. Shewhart
► W. Edward Deming
► Joseph M. Juran
► Armand V. Feiganbaum
► Kaoru Ishikawa
► Philip B. Crosby
► Genichi Taguchi

5. Walter A. Shewhart
► Walter A. Shewhart, PhD spent his professional
career at Western Electric & Bell Telephone
Laboratries, both divisions of AT&T
Contributions:
► Control chart theory with control limits
► Chance causes of variation
► Rational subgroups
► PDSA cycle of learning and improvement
Publications:
► “Economic Control of Quality & Manufactured
Product” 1931

6. W. Edward Deming
► W. Edward Deming, PhD, the best known quality expert in
the world. He was protégé of Schewhart.
Contributions:
► Taught Statistical Process Control (SPC) to leading
Japanese CEOs in 1950s, thus becoming chief architect of
Japanese quality miracle
► “Deming’s 14 Points” – a theory for management to
improve quality, productivity and competitive position
Publications:
► “Out of the Crisis”
► “Quality, Productivity and Competitive Position”
► 161 scholarly studies and many other books

7. Joseph M. Juran
► Joseph M. Juran, PhD, worked at Western Electric (1924-
41), in 1954 traveled to Japan where he taught Quality
Management
Contributions:
► Emphasized on committed management at all levels for
quality, recommended project improvement based on ROI
► “The Juran Trilogy for Managing Quality” – three
interrelated processes of planning, control and
improvement
Publication:
► “Juran’s Quality Control Handbook”, 1951

8. Armand V. Feiganbaum
► Armand V. Feiganbaum, PhD, an
American quality control expert and businessman.
He devised the concept of Total Quality Control,
later known as TQM.
Contributions:
► Feigenbaum’s quality principles – Customer
satisfaction, Genuine management involvement,
Employee involvement, First-line supervision
leadership & Company-wide quality control
Publication:
► “Total Quality Control”, 1951

9. Kaoru Ishikawa
► Kaoru Ishikawa, PhD studied under Deming, Juran
and Feiganbaum
Contributions:
► Best known for Cause & Effect diagram – also
referred to as Ishikawa diagram
► Developed “Quality Circles” concept – groups
containing supervisors and workers trained in SPC
regularly meet to identify and solve quality
problems
Publications:
► Authored SPC texts in Japanese and English

10. Philip B. Crosby
► Philip B. Crosby was a businessman and author who
contributed to management theory and quality
management practices
Contributions:
► He argued, “doing it right the first time is less expensive
than costs of detecting and correcting nonconformities”
► Four Absolutes of Quality Management
Publications:
► Seminal work “Quality is Free”, 1979, translated into 15
languages, 1.5 million copies sold
► “Quality Without Tears”, 1984

11. Genichi Taguchi
► Genichi Taguchi, PhD, was an engineer and
statistician.
Contributions:
► Developed “loss function” – combines cost,
target and variation into one metric
► Cornerstone of Taguchi’s philosophy –
robust design of parameters and tolerances

12. TQM Framework

13. Basic Approaches
TQM requires six basic concepts:
1. A committed and involved management to provide long-
term to bottom organizational support
2. An unwavering focus on the internal as well as external
customer
3. Effective involvement and utilization of the entire work
force
4. Continuous improvement of the business and production
process
5. Treating suppliers as partners
6. Establish performance measures for the processes

14. 1. Committed & Involved
Management
► Management’s participation in quality program of
the organization through quality council that
develops a clear vision, set long-term goals and
direct the program
► Annual quality improvement program is
established and involves input from the entire
workforce
► Managers participate on quality improvement
teams and also act as coaches to other teams
► TQM is a continual activity that must be
entrenched in the culture, it isn’t one shot
program. It must be communicated to all people

15. 2. Unrelenting Customer Focus
► The key to an effective TQM program is its focus
on the customer
► An excellent place to start is by satisfying internal
customers
► We must listen to “the voice of the customer” and
emphasize design quality and defect prevention
► Do it right the first time and every time, for
customer satisfaction is the most important
consideration

16. 3. Organization-wide Challenge
► TQM is everyone’s responsibility
► All personnel must be trained in TQM, SPC and other
appropriate quality improvement skills so they can
effectively participate on project teams including internal
customers and suppliers
► Those affected by the plan must be involved in its
development and implementation
► Changing behavior should be the goal. People must not
come to do their job simply but to think how to improve it
► People must be empowered at the lowest possible level to
perform processes in an optimum manner

17. 4. Continuous Improvement
► There must be a continual striving to improve all
business and production processes
► Quality improvement projects such as on-time
delivery, order entry efficiency, billing error rate,
customer satisfaction, cycle time, scrap reduction
and supplier management are good places to
begin with
► Technical techniques such as SPC,
benchmarking, quality function deployment, ISO
9000, and designed experiments are excellent for
problem solving

18. 5. Supplier Partnership
► Supplier quality must be outstanding because on
the average 40% of the sales is purchased
product or service
► A partnering relationship rather than an
adversarial one must be developed
► Both parties have as much to gain or loose based
on the success or failure of product/service
► The focus should be on quality and life-cycle costs
rather than price
► Suppliers should be few in number so that true
partnering can occur

19. 6. Performance Measures
► Performance measures such uptime,
percent nonconforming, absenteeism and
customer satisfaction should be determined
for each functional area
► These measures should be posted for
everyone to see
► Quantitative data are necessary to measure
the continuous quality improvement activity

20. Summing up
► The purpose of TQM is to
provide a quality product
and/or service to
customers, which will in
turn, increase productivity
and lower cost.
► TQM requires a cultural
change
► In a nutshell, TQM
approaches are
foundations on which the
impressive edifice of TQM
stands

21. Quality in Pakistan

22. ► The Pakistan Standards and Quality Control Authority, under the
Ministry of Science and Technology, is the national standardization
body. In performing its duties and functions, PSQCA is governed by the
PSQCA Act, 1996. PSQCA came into operation since 1st December
2000, working with 81 scientists/engineers and 254 supporting staff as
self-finance organization, been given the task of not only formulation of
Pakistan Standards, but is also responsible for promulgation thereof.
► PSQCA is a member of International Organization for Standardization
(ISO), International Electro-technical Commission (IEC), and
International Organization of Legal Metrology (OIML).
► PSQCA has also been established to advise the Government on
standardization policies, programs and activities to promote industrial
efficiency and development, as well as for consumer protection.

23. Vision
"I would like Pakistan to become a synonym and
hallmark for standards and quality in the
market-place of the world"
Quaid-e-Azam Muhammad Ali Jinnah – April 27, 1948
Mission
"To provide sustainable industrial quality
infrastructure for global compatibility and
market place through standards and conformity
assessment"

25. References
1. Total Quality Management by Dale H.
Besterfield et. al, 3rd Edition
2. Wikipedia
3. Pakistan Standards and Quality Control
Authority - http://www.psqca.com.pk/

26. https://www.slideshare.net/khawajazaheer