What is TQM

n
io
 It provides overall concept that fosters

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ve
continuous improvement in the
al
organization
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 Its philosophy stress a systematic,

ne
hi

integrated, consistent organization-

ac
fM

wide perspective involving everyone

pd

and every thing.

 It primarily focuses on total customer
satisfaction. (Internal and External
both)
Mr. Hasan Haider - NPO Pakistan
 TQM Definition

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 Total-

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Everyone associated with

ve
the company is involved in
al
tri
continuous improvement
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 Quality-
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Customers expected and

ac

implied requirements are

fM
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met fully.
 Management -Executives are fully
committed.
Mr. Hasan Haider - NPO Pakistan
 Meanings of TQM

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All
All persons
persons

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rs
System
System Of
Of all
all divisions
divisions

ve
At
At every
every Level/Stratum
Level/Stratum
al

strive
strive to
tri
Management
Management Methods
Methods
TQM

Method
TQM means

Method
ne

Analytical
Analytical Methods
Methods
hi

to attain
Q
Q (Quality):
ac

(Quality):Quality
Quality improvement
means

improvement

attain ...
fM

C
C (Cost):
(Cost):Cost
Cost reduction
reduction
pd

D
D (Delivery):
(Delivery):Delivery
Delivery execution
execution

...
Purpose
Purpose
S
S (Safety):
(Safety):Safety
Safety maintenance
maintenance
M
M (Morale):
(Morale):Morale
Morale boosting
boosting
E(
E(Environmental):
Environmental):Environmental
Environmental protection
protection
Mr. Hasan Haider - NPO Pakistan
 General Examples
 Lipton Tea (Product & Services)

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 ABN Amro Bank Services

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 Carpenter and Workshop (Product & Services)

ve
al
 LG Mobile Compass (Innovative approach)
tri

 Shampoo Bottles (Product oriented)

ne

 Golf Clubs (Product oriented )

hi
ac


fM

Watch (Innovative approach through feed back)

 Tomato Ketchup (Product oriented)
pd

 Elfy (Customers satisfaction)

Mr. Hasan Haider - NPO Pakistan

 QUALITY
is no longer a desirable option

n
io
rs
ve
Productivity
al
tri
ne

Quality
hi
ac
fM

Competitive price
pd

It is the key to SURVIVAL

Mr. Hasan Haider - NPO Pakistan

 Total Quality Management
Optimizing Seven Main Areas

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io
rs
1

ve
Capable Leadership
al
tri
ne
hi

2 3 4
Human Resource
ac

Customer Driven Systems Development

fM
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5 6
7
Process Control & Product control and
Improvement
Resource
Improvement Utilization

Mr. Hasan Haider - NPO Pakistan

 History of TQM
Quality Control Originated from Industrial Revolution

n
io
rs
'20s Emergence of Modern Quality Control

ve
1924: "Control Chart" was advocated by Shewhart
‘30s al
Development of Modern Quality Control
tri
Impetus was given by the Second World War
‘40s
ne

Introducing the Concept of Quality Control to Japan

1951: The Deming Prize initiated
hi

‘50s
ac

Orientation Towards Total Quality Management

Emergence of TQC
fM

‘60s 1962 : QC circle activities started

pd

TQC Practices
‘70s 1972: Quality Function Deployment
Deployed from Manufacturing to Tertiary Industry 　
‘80s 1980: NBC aired a program entitled "If Japan can..., why can't we?“
Quality Assurance on Customers' Side (Certification of Third
‘90s Party)
Quality and Productivity, ISO 9000s QMS with TQM approach,
‘00s Fully Utilizing
Mr.Information Technology
Hasan Haider - NPO Pakistan through KBE
 National Power and
Quality Management

n
1940～ 1960 1970～1990 1990～2000 2000～2010

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rs
•Establishment of •TQC Practice •CS Practice •TQMBE

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SQC Technology •Establishment of •IQC
•Establishment of al TQM Approach •KBE
tri
TQC Concept •IT Revolution • others
ne

Shewhart's Control Chart NBC aired "If Japan can..." e-business

hi

 J Young's Report Dell Direct Model

Juran's Proposition of
ac

Total Quality Management  MB Award was established ISO 9000 was established
fM

First Oil Crisis

pd

Plaza Accord

CS Management
Prosperous 60's Manufacturing Superpower New Economy
GDP BPR, 6 Sigma
Mr. Hasan Haider - NPO Pakistan
 TQM as All-Around Activities
Activities Conducive to Better

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Corporate Management

rs
ve
TQM
al Various Activities
tri
Strategic ISO9000
ne

Business
hi

Policy ISO14000
ac

Management
BPR
fM

Business Fusion
day-to-day
TQM Elements
pd

Management
Management Kaizen, TPM
Strategic QC JIT
Circle
Activities Six Sigma
Improvement in the Quality of
Corporate Management
and so on
Selection and Concentration of
Mr. Hasan Haider - NPO Pakistan
Management Resources
 Improvement of TQM and Its
Mechanism/Process
Enhancement of Q/C/D/M/S/E

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ACT PLAN

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Sales and New Product
al
Administration Development
tri
Employees
Employees TQM President
President
ne
hi

Cost Control Quality Assurance

ac

CHECK DO
fM

Everyone Taking the Lead

pd

Improvement
Improvementand
andEnhancement
EnhancementofofSystem/Mechanism
System/Mechanism
Problem
Problem
Solving
Solving Standardization
Standardization
Improvement
ImprovementActivity Activity
Problem
Problem Occurrence
Occurrence
Mr. Hasan Haider - NPO Pakistan
 Procedures for Improving
a Mechanism/Process

n
io
Turn
Turnwhat
whatare
arebeing
beingactually
actuallypracticed
practiced "Everyone"
"Everyone"can can

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into
intoaa"mechanism".
"mechanism". do
doaa"good
"goodjob

ve
job
al effectively
effectivelyand
and
Work
Workbased
basedon
onthe
themechanism.
mechanism.
tri
efficiently"
efficiently"
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according
accordingtotoaa
hi

AAproblem
problemoccurs.
occurs. "good
Work "good
ac

Work
mechanism".
mechanism".
fM

Review
Reviewand
andmodify
modifythe
themechanism.
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mechanism.

Refine
The
Thegoals
goalsand
and
Refineand
andsophisticate
sophisticatethe
themechanism.
mechanism.
objectives
objectivesof
ofthe
the
company
companycancanbebe
achieved
achieved
Mr. Hasan Haider - NPO Pakistan
 Total Quality Management
Principles

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io
 Delight the Customer

rs
ve
 Management by Fact
al
tri
 People-based Management
ne

 Continuous Improvement
hi
ac
fM
pd

Mr. Hasan Haider - NPO Pakistan

 Table: 1, Principles & Core
Concepts of TQM

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rs
Principles Core Concepts

ve
Customer satisfaction, Internal
al
Delight the customer
customers are real
tri
ne

Management by fact All work is process measurement

hi
ac
fM

People-based management Team work, People make quality

pd

Continuous improvement cycle

Continuous improvement
prevention

Mr. Hasan Haider - NPO Pakistan

 Core Concepts for
Improvement

n
 Customer satisfaction

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rs
 Internal customers are real
ve
al
 All work is process
tri

 Measurement
ne
hi

 Teamwork
ac

 People make quality

fM
pd

 Continuous improvement cycle

 Prevention

Mr. Hasan Haider - NPO Pakistan

 The House of TQM

n
Dr. N. Kano Model (2001)

io
modified by Terry

rs
Purpose CS

ve
al Goal & Strategy
tri
Quality concept
CS
Seven Tools Policy MGT.
Market in
ne

New Mgt 7 Tools Daily MGT.

Next processes are our
QC Story Cross-Func.MGT
Means Customer
hi

Techniques Quality Func.

Deployment.
Vehicles QC Circles
Etc.
Concepts Management Concept
PDCA
ac

Malti- variate Analysis

Control by Fact
Etc.
Every body’s business
fM

Etc.
Motivation Motivational approach
pd

Intrinsic Tech./ Information Tech.

Base Intrinsic technology

Infrastructure General Education + Political stability

Mr. Hasan Haider - NPO Pakistan

 Relations Between Management
Methods in the Company

n
Top Policy

io
Policy Statement of FYOO

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Management Focused
Yearly Policy Target value
items approach
1. Dev elop unique New produc t 25 billion yen Users ' needs

ve
pr oduc ts in s ales turnover
antic ipation of
emerging users '
needs

Business 2.……………………

Management al …………
tri
Meeting Policy management
ne

Deployment Implementation
hi

Plan by
ac

Function
Plan
Policy Deployment
fM

Detect the
Management
pd

by Function

Management

Diagnosis by
Q defects of a
Policy mechanism
C Implementation system

Top
regarding
D work
process.
Evaluation

Gain and loss Results of work Evaluate the

Dayly
Dally management
management results of work
Mr. Hasan Haider - NPO Pakistan
 IMPLEMENTATION AND
BUSINESS RESULTS OF TQM
TQM
TQMMethods
Methods
Technology

n
Strategy and Policy Management
development/CS

io
• Vision/Strategy • Evaluation of level of achievement

rs
Technology development • Diagnosis by top • Control Cycle
management

ve
• Analysis and review of plan • Standardization and Improvement
• Customer information
• Technology development/ al • QC Circles • SQC
tri
Product planning Quality
QualityAssurance
Assurance
ne

CS Business • Quality Assurance

BusinessResults
Results
• CS Activities
hi

• QCD Management
• Latent needs • CS • Cost/Delivery
ac

• Partnership with suppliers

• RI Activities
• Sales • Quality • Handling complaints
fM

• CR mechanism
pd

Corporate
CorporateClimate
Climate
Total Participation Creative Climate
• Decision-making speed • Desire for improvement
• Information sharing • Climate to find breaking through
• Sharing of values • Education/training
• Teamwork in the workshop • Engineering technology / Problem-solving
• Inter-sectional teamwork ability
Mr. Hasan Haider •- ES
NPO Pakistan
 Are you looking for a change?

n
io
rs
then Adopt

ve
al
tri
ne

Total Quality Management

hi
ac
fM
pd

Mr. Hasan Haider - NPO Pakistan