TQM

1. W. Edwards Deming’s 14 Points for
Total Quality Management

2. • Deming’s 14 Points on Quality Management,
or the Deming Model of Quality Management,
a core concept on implementing total quality
management (TQM), is a set of management
practices to help companies increase their
quality and productivity.

3. W. Edwards Deming’s 14 Points
• Create constancy of purpose for improving
products and services.
• Adopt the new philosophy.
• Cease dependence on inspection to achieve
quality.
• End the practice of awarding business on price
alone; instead, minimize total cost by working
with a single supplier

4. • Improve constantly and forever every process
for planning, production and service.
• Institute training on the job.
• Adopt and institute leadership.
• Drive out fear.
• Break down barriers between staff areas.
• Eliminate slogans, exhortations and targets for
the workforce.

5. • Eliminate numerical quotas for the workforce
and numerical goals for management.
• Remove barriers that rob people of pride of
workmanship, and eliminate the annual rating
or merit system.
• Institute a vigorous program of education and
self-improvement for everyone.

6. • Put everybody in the company to work
accomplishing the transformation.
These total quality management principles can be
put into place by any organization to more
effectively implement total quality management.
As a total quality management philosophy, Dr.
Deming’s work is foundational to TQM and its
successor, quality management systems.

7. What is the Juran Trilogy?
• The Juran Trilogy, also called Quality Trilogy,
was presented by Dr. Joseph M. Juran in 1986
as a means to manage for quality. The
traditional approach to quality at that time
was based on quality control, but today, the
Trilogy has become the basis for most quality
management best practices around the world.

8. In essence, the Juran Trilogy is a universal way
of thinking about quality—it fits all functions,
all levels, and all product and service lines.
The underlying concept is that managing for
quality consists of three universal processes:
• Quality Planning (Quality by Design)
• Quality Control (Process Control & Regulatory)
• Quality Improvement (Lean Six Sigma)

9. Quality Planning (Quality by Design)
• The design process enables innovation to happen by
designing products (goods, services, or information)
together with the processes—including controls—to
produce the final outputs. Today many call this Quality
By Design or Design for Six Sigma (DFSS)
• The Juran Quality by Design model is a structured
method used to create innovative design features that
respond to customers’ needs and the process features
to be used to make those new designs. Quality by
Design refers to the product or service development
processes in organizations.

10. Quality Improvement (Lean Six Sigma)
• Improvement happens every day, in every
organization—even among the poor performers.
That is how businesses survive—in the short
term. Improvement is an activity in which every
organization carries out tasks to make
incremental improvements, day after day. Daily
improvement is different from breakthrough
improvement. Breakthrough requires special
methods and leadership support to attain
significant changes and results.

11. • It also differs from planning and control as it
requires taking a “step back” to discover what
may be preventing the current level of
performance from meeting the needs of its
customers. By focusing on attaining breakthrough
improvement, leaders can create a system to
increase the rate of improvement. By attaining
just a few vital breakthroughs year after year (The
Pareto Principle), the organization can
outperform its competitors and meet stakeholder
needs.

12. • As used here, “breakthrough” means “the
organized creation of beneficial change and the
attainment of unprecedented levels of
performance.” Synonyms are “quality
improvement” or “Six Sigma improvement.”
Unprecedented change may require attaining a
Six Sigma level (3.4 ppm) or 10-fold levels of
improvement over current levels of process
performance. Breakthrough results in significant
cost reduction, customer satisfaction
enhancement and superior results that will
satisfy stakeholders.

13. Quality Control (Process Control & Regulatory)
• Compliance or quality control is the third universal process in the
Juran Trilogy.
• The term “control of quality” emerged early in the twentieth
century. The concept was to broaden the approach to achieving
quality, from the then-prevailing after-the-fact inspection
(detection control) to what we now call “prevention (proactive
control).” For a few decades, the word “control” had a broad
meaning, which included the concept of quality planning. Then
came events that narrowed the meaning of “quality control.” The
“statistical quality control” movement gave the impression that
quality control consisted of using statistical methods. The
“reliability” movement claimed that quality control applied only to
quality at the time of test but not during service life.

14. • Today, the term “quality control” often means
quality control and compliance. The goal is to
comply with international standards or
regulatory authorities such as ISO 9000.

15. Quality Circles (QC) or Quality Control
Circles (QCC)
Objectives of Quality Circle
• To contribute towards the improvement and development of the
organization or a department.
• To overcome the barriers that may exist within the prevailing
organizational structure so as to foster an open exchange of ideas.
• To develop a positive attitude and feel a sense of involvement in the
decision making processes of the services offered.
• To respect humanity and to build a happy work place worthwhile to
work.
• To display human capabilities totally and in a long run to draw out
the infinite possibilities.

16. • To improve the quality of products and services.
• To improve competence, which is one of the goals of all
organizations.
• To reduce cost and redundant efforts in the long run.
• With improved efficiency, the lead time on convene of
information and its subassemblies is reduced, resulting
in an improvement in meeting customers due dates.
• Customer satisfaction is the fundamental goal of any
library. It will ultimately be achieved by Quality Circle
and will also help to be competitive for a long time.

17. BENEFITS OF QUALITY CIRCLES
There are no monetary rewards in the QC’s. However,
there are many other gains, which largely benefit the
individual and consecutively, benefit the business.
These are:
• Self-development: QC’s assist self-development of
members by improving self-confidence, attitudinal
change, and a sense of accomplishment.
• Social development: QC is a consultative and
participative programme where every member
cooperates with others. This interaction assists in
developing harmony.

18. • Opportunity to attain knowledge: QC members
have a chance for attaining new knowledge by
sharing opinions, thoughts, and experience.
• Potential Leader: Every member gets a chance to
build up his leadership potential, in view of the
fact that any member can become a leader.
• Enhanced communication skills:The mutual
problem solving and presentation before the
management assists the members to develop
their communication skills.

19. • Job-satisfaction: QC’s promote creativity by tapping the
undeveloped intellectual skills of the individual.
Individuals in addition execute activities diverse from
regular work, which enhances their self-confidence and
gives them huge job satisfaction.
• Healthy work environment: QC’s creates a tension-free
atmosphere, which each individual likes, understands,
and co-operates with others.
• Organizational benefits: The individual benefits create
a synergistic effect, leading to cost effectiveness,
reduction in waste, better quality, and higher
productivity.

20. Thank you