2. INTRODUCTION
• THE TOP MANAGEMENT ALWAYS LEADS THE
IMPLEMENTATION OF TOTAL QUALITY
MANAGEMENT.
• TQM IS BASED ON SELF-CONTROL , WHICH
SHOULD BE EMBEDDED IN EACH
EMPLOYEE,TEAM,DIVISION , ETC.
• PUSHING PROBLEM SOLVING AND DECISION
MAKING TO THE LOWER LEVELS OF THE
ORGANIZATION ALLOWS EMPLOYEES TO BOTH
MEASURE AND TAKE CORRECTIVE ACTION IN
ORDER TO DELIVER A PRODUCT OR SERVICE
THAT EXCEEDS CUSTOMER EXPECTATIONS.
3. TQM TOOLS AND
TECHNIQUES
• TQM INVOLVES APPLICATION OF THE
RIGHT TOOLS IN THE ORGANIZATION FOR
THE CONTINUOUS IMPROVEMENT OF
QUALITY.
4. TQM TOOLS AND
TECHNIQUES
TYPE TOOLS & TECHNIQUES
METHODOLOGIES
SYSTEM
SPC, TAGUCHI METHODS-
DOE,QFD,TPM ISO 9000
HUMAN RESOURCES TOTAL EMPLOYEE INVOLMENT (TPE) ,
PROACTIVE MANAGEMENT AND QUALITY
CIRCLES
MOTIVATION QUALITY IMPROVEMENT AWARDS SUCH
AS MALCOM BALDRIDGE, DEMING
AWARD, EUROPEAN QUALITY AWARD,
RAJIV GANDHI NATIONAL QUALITY
AWARD, ETC.
5. CONTRIBUTION OF GURUS
FOR TQM
AREAS OF TQM GURUS
STATISTICAL GAUSS, PARETO ,
SHEWART , FISHER
MANAGEMENT JURAN, CROSSBY,
FEIGENBAUM
EXECUTION(result of
performance)
DEMING , TAGUCHI
10. • PDSA typically involves the
following:
•The “ PLANNING” phases is the
preparation phase where the
actions proposed to be taken for
implementation of TQM are
determined and documented
after a detailed analysis.
11. •The “ DO” phase involves
implementation of the actions on
a pilot basis.
•The “STUDY” phase is where the
results of pilot implementation
are measured and analysed to see
whether there is a real
improvement. During this phase
one has to understand which plan
worked and which did not.
12. •This may either lead to confirming
the new process in the “ACT”
phase or modifying the plan and
revising the cycle again. The PDSA
cycle repeats itself for each
improvement action proposed.
19. •Before the planning phase, it is
assumed that the organization
after analyzing the pros and
cons has decided to implement
TQM.
20. ANNOUNCEMENT
•The CEO will be able to convince
the workers and the junior
employees about practicing TQM
quite easily as they tend to have
an open mind.
22. CORPORATE STRATEGIC
PLANNING
•The next step would be planning
the strategy as to how the
organization is going to get into
TQM. So it has to carry out the
strategic planning with the help of
the senior management and
consultant.
23. VISION STATEMENT
•Vision statement is the vision of
the CEO about where the
organization should be in the long
run. It may not have any relation
to the current status with regard
to the products or services of the
organization.
24. •Here are a few examples of vision
statement:
•ETDC, CHENNAI
The Long-term objective of the center is to
become a world-class calibration, testing
and quality education/management services
organization.
25. •RANE BRAKE LINING LTD,
CHENNAI
To remain marker leader in India and to
become a global player, through superior,
environment friendly technology and
people competence.
26. MISSION STATEMENT
•The mission statement describes
the purpose for which the
organization is in the business and
provides the strategies to achieve
this purpose. The mission
statement should communicate
the guiding principles and values
held common by the organization.
27. •Example of mission statement
•ETDC, CHENNAI
“Quality will not only be preached, but
practiced in every activity of the centre
resulting in the Total Quality Management”.
29. MISSION AND VALUE
• Provide superior products and services to
our customers and maintain market
leadership.
• Evolve as an institution that serves the
best interest of all stakeholders.
• Pursue excellence through Total Quality
Management.
• Ensure the highest standards of ethics and
integrity in all actions.
30. Quality Policy
• The quality policy should clearly convey
the views of the management on dealing
with the customers and achieving
customer satisfaction. The quality policy is
aimed at improving the customers
perceptions about the organization’s
image. It should also be like a guide for
each section of the organization for
developing their own quality objectives.
31. PLAN FOR ESTABLISHING
COMMUNICATIONS
FRAMEWORK
• As part of the strategic planning, the
organization should plan for a
corporate-wide framework for
communications. A typical framework
for communications is given in Fig. 4.2
below:
33. PLAN FOR QUALITY COUNCIL
(QC)
• The TQM project should be steered by
a Quality Council. Depending on the
size of the organization, there can be
a one or two-tier quality council. The
typical QC in a larger organization is
given in Fig. 4.3
35. •The apex quality council can be
called the Steering Quality Council
and the others the Divisional
Quality Council. The Steering
Quality Council consist of CEO and
the Directors.
•The Division Quality Council are
for each division under General
Managers in which TQM
facilitators will also be a member.
36. •The QC are the corporate
structures for implementation of
TQM. While the chairman,
members of the Quality council
are ex-officio, the TQM facilitator
is a full time employee working
for the implementation of the
TQM in the organization.
37. SELECTION OF TQM
FACILITATOR
• TQM facilitator should be an
independent person and he should
not be made responsible for normal
production.
• The TQM facilitator should be a coach
and not a player. He should take on
the responsibility for coordinating
TQM implementation across the
organization.
38. •The TQM facilitator has to provide
continuity to the QC meetings and
should be able to understand the
entire operation in the
organization.
•The TQM facilitator and corporate
quality council should be decided
upon before the organization goes
on to the next stage.
39. ROLE OF QUALITY COUNCIL
• They should have personal commitment to
quality and TQM. The member of quality
council should be convinced the
continuous improvement is possible in the
organization.
• They should constitute the right teams,
which can be called as Process
Improvement Team (PIT) for solving each
problem. Since the abbreviation does not
sound good, we will call them Process
Action Teams (PAT).
40. • They should attend QC meetings after
adequate preparation.
• They should kept track of the step
taken by the teams towards
improvement on a regular basis.
• They my discuss with the customer
and suppliers to get first hand
information about what is happening
in the organization. Hence, it would
be better to adopt Tom Peters’ MBWA
to know the facts.
41. • They should facilitate training of the
employees as well as the improvement of
the team members.
• They should be champions for quality in
the organization and should be wiling to
sponsor the quality related initiatives.
• They should always be on the look out for
related information and provide resources
continuously for quality improvement.
• Last, but not the least, they should walk to
talk, i.e. they should lead by example.
42. SRATEGIC QUALITY PLAN
• MBNQA advocates that the strategic
business plan and quality plan should
be integrated. The strategic business
plan involves the proposed market
share, goals, business value, profits,
diversification of strategies to achieve
TQM in the organization.
43. • Some strategies for TQM implementation
are:
• Training for top management- members of
quality council, senior management-
executives, employees.
• Forming improvement teams for specific
problems.
• The consultant can train the quality
council members. The TQM facilitator can
also undergo the training along with the
quality council members.
44. EMPLOYEE INVOLVEMENT
• Improvement plans required a lot of
detailed and intelligent work to be carried
out. For carrying out such task, cross
functional team, PATs will be formed by
the QC. Each team should be assigned
clear responsibilities and in particular
specific deliverables by the teams be
defined. They have to provide the
resources for accomplishing the tasks.
45. CONSTITUTION OF PAT
• The formal structure for TQM consists of
the QC, the TQM facilitator and the
support staff. Improvement teams are
formed for each improvement task.
Therefore the management should plan
for constituting PATs, empowering them
and supporting them. The improvement
teams will be formed for solving a given
problem on part-time basis and will be
dissolved as soon as the job has been
completed.
46. IDENTIFY PROCESS
•The QC should plan to identify
processes for improvement.
Business process benchmarking
helps in identification of the
potential processes for
improvement. The potential
processes are those, which yield
higher return on investment.
48. •We have come across two types
of planning activities. The higher
level of planning involves
formulating policies, selection of a
consultant, selection of a
consultant, selection of TQM
facilitator, constitution of QC,
formulating plans and procedures
for various activities and training
of personnel in the organization.
49. DO PHASE OF TQM
•After successful planning, the DO
phase starts. The first task in the
DO phase is the meeting of the
QC. In the first meeting, the
various plans as given above
should be authorized by the QC.
50. STUDY PHASE OF TQM
•In every meeting of the QC, the
results achieved through the
implementation of TQM should
be studied. Whenever plans are o
be change, they should be
discussed and decisions taken.
51. ACT PHASE OF TQM
•In the act phase, the plans for
implementing TQM should be
confirmed. This PDSA cycle should
be repeated continuously.
53. • THE IMPROVEMENT ACTIONS ARE AIMED
AT ACHIEVING ONE OR MORE OF THE
FOLLOWING GOALS:
• Attaining technical excellence
• Improving quality
• Reducing defects
• Increasing productivity
• Reducing quality cost
• Improving uptime of equipment
• Reducing overhead costs
• Reducing delivery time
54. PDSA FOR CONTINUOUS
IMPROVEMENT
•We have two PDSA cycle, one for
the TQM journey as a whole in
the organization and the other for
each improvement action as given
in Fig. 4.4
56. PLAN
• THE IMPROVEMENT TEAM HAS TO MAKE
A PLAN ADDRESSING THE FOLLOWING
POINTS, IN PARTICULAR:
• What is the current situation / level of
performance?
• What are the expected results/ level of
performance?
• How do they propose to go ahead to find
out the best solution?
57. DO
•After the QC has given its seal of
approval, the approved action
plan has to be implemented in the
DO phase on a pilot basis.
58. STUDY PHASE
•Once an improvement is
implemented on a trial basis then
the DO phase is completed and
the study phase starts. In this
phase, the improvement team
members have to assess the
effectiveness of the suggested
solutions.
