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In the Name of Allah

Most Gracious, Most Merciful.
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TOTAL QUALITY MANAGEMENT
TQM
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LO1 Explain the concepts and definitions of quality.
LO2 Describe the quality philosophies and principles of
Deming, Juran, Crosby, Ishikawa and Imai.
LO3 Describe the methods of Business Excellence Awards
l e a r n i n g o u t c o m e s
Learning Outcomes
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How do you feel if you receive How do you feel if you receive
a defective Product/Service? a defective Product/Service?
How do people feel if they receive
a defective product / service?
Although it is one of the many Products / Service,
it is the only one for the person who received .
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What is Quality?
What is Quality?
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Quality Quality
Fitness for Use
(Juran 1988)
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Quality is conformance to
requirements or specifications (Crosby
1979)
Quality is fitness for use (Juran 1988)
Quality should be aimed at the needs
of the consumer, present and future
(Deming, 1986)
Quality Quality
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DEMING SAID
Reduced variation
is Quality.
Total Quality Management
Total Quality Management
Emergence of Modern Quality Control
1924: "Control Chart" was advocated by Shewhart
Development of Modern Quality Control
Impetus was given by the Second World War
Introducing the Concept of Quality Control to Japan
1951: The Deming Prize initiated
Orientation Towards Total Quality Management
Emergence of TQC
1962 QC circle activities started
TQC Practices
1972 Quality Function Deployment
Deployed from Manufacturing to Tertiary Industry
1980: NBC aired a program entitled "If Japan can..., why can't we?
Quality Assurance on Customers' Side (Certification of
Third Party)
ISO 9000s Quality System was established.
Quality Assurance Fully Utilizing Information
Technology
Quality Control Originated from Industrial Revolution
'20s
30s
40s
50s
60s
70s
80s
90s
00s
The Age of Statistical
Quality Control (SQC)
The Age of Total
Quality Control (TQC)
The Age of Total
Quality Management
(TQM)
The Age of a New
Quality Management
that Contributes to
Business
Management in
Times of Change
History of TQM
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Understanding Quality
Principles of Total Quality
1. A focus on customers and stakeholders,
2. A process focus supported by continuous
improvement and learning, and
3. Participation and teamwork by everyone
in the organization.
Quality Management
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Made up of the whole Made up of the whole
Total
Therefore, TQM is the art of managing Therefore, TQM is the art of managing
the whole to achieve excellence the whole to achieve excellence.
Management
Quality
Degree of excellence Degree of excellence
a product or service a product or service
provides provides
Art of Planning, Art of Planning,
Organizing, Organizing,
Controlling etc. Controlling etc.
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All persons
All persons
Of all divisions
Of all divisions
At every stratum
At every stratum
MBO, Kaizen, QC Circle, 5S, TPM
MBO, Kaizen, QC Circle, 5S, TPM
SQC,SPC, FMEA, MSA, OEE
SQC,SPC, FMEA, MSA, OEE
Q(Quality):Quality improvement
Q(Quality):Quality improvement
C(Cost):Cost reduction
C(Cost):Cost reduction
D(Delivery):Delivery execution
D(Delivery):Delivery execution
S(Safety):Safety maintenance
S(Safety):Safety maintenance
E(Environmental):Environmental protection
E(Environmental):Environmental protection
M(Morale):Morale boosting
M(Morale):Morale boosting
System
System
Method
Method
Purpose
Purpose
T
Q
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Meaning of TQM Meaning of TQM
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Systematic activities of operating the
whole units of a company effectively
and efficiently to supply goods and
services of quality satisfactory to
customers at right time and at right price,
thus contributing to attaining Business
Purposes.
Definition of TQM Definition of TQM
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Major Contributors to the
development of TQM
Dr Edwards Deming
Dr Joseph Juran
Philip Crosby
Prof. Kaori Ishikawa
Genichi Taguchi
Masaaki Imai
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W. Edwards Deming
Focus on bringing about improvements in product
and service quality by reducing uncertainty and
variability in goods and services design and
associated processes (the beginning of his ideas
in 1920s and 1930s).
Higher quality leads to higher productivity and
lower costs.
14 Points management philosophy.
Deming Cycle Plan, Do, Check, and Act.
Influential Leaders in Quality Management - Deming
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W. Edwards Deming 14 Points
Influential Leaders in Quality Management
1. Create constancy of purpose for improvement of product and
service, and communicate this aim to all employees.
2. Learn and adopt the new philosophy throughout all levels
within the organization.
3. Understand that inspection only measures problems but does
not correct them; quality comes from improving processes.
4. Reduce the number of suppliers, and do not award business
on the basis of price tag alone.
5. Constantly improve processes, products, and services while
reducing waste.
6. Institute modern aids to training on the job.
7. Improve supervision.
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Influential Leaders in Quality Management
W. Edwards Deming 14 Points
8. Drive out fear of expressing ideas and reporting problems.
9. Break down barriers between departments and get people
working toward the goals of the organization as a team.
10. Eliminate slogans, exhortations, and targets for the
workforce.
11. Eliminate numerical quotas for production; concentrate on
quality, not quantity.
12. Remove barriers that rob people of pride of workmanship.
13. Institute a program of education and self-improvement for
everyone.
14. Put everyone in the organization to work to accomplish the
transformation.
Source: W. Edwards Deming, Out of the Crisis (Cambridge, MA: MIT, Center for Advanced Engineering Study, 1986).
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Exhibit Extra
Plan: study current situation
Do: implement plan on trial basis
Check: determine if trial is working correctly
Act: standardize improvements
The Deming Cycle
Check Check
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Influential Leaders in Quality Management
Joseph Juran
Wrote Quality Control Handbook
in 1951, a comprehensive quality
manual.
Defined quality as fitness for use.
Advocated use of Quality Cost
Measurement.
Quality Trilogy: quality planning,
quality control, and quality
improvement.
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Philip B. Crosby
Wrote Quality is Free in 1979, which brought quality to the
attention of top corporate managers in the U.S.
Crosbys Absolutes of Quality Management include:
Quality means conformance to requirements, not
elegance.
There is no such thing as a quality problem.
There is no such thing as the economics of quality; doing
the job right the first time is always cheaper.
The only performance measurement is the cost of quality,
which is the expense of nonconformance.
The only performance standard is Zero Defects (ZD).
Influential Leaders in Quality Management
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Developed several tools and
techniques for application
Ishikawa cause and effect diagram
Defined the Seven Basic Tools of
quality management
Influential Leaders in Quality Management - Ishikawa
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1260
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1280
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1 0
1 2 4 6
- Define focus areas - Look at the control situation - Look at trends and habits Process capability
Select a theme
Pareto diagram Control chart Line chart Histogram
60
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120
1 0
1 2 4 6 8
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12 1 2

- 3 factors of targets - Activity
plan
Get hold of the current situation Get hold of a vision
Line chart Gantt chart
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1 2 4 6 8 10 11 12 1 14 1 16 1 18 1 20 21 22 2 24 2
Cause/result relationship, Take data
View at things in layers
Confirm interrelations
Look at changes over time
cause and effect diagram Check
sheet
Control chart (for
analysis)
Analyze the factors
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100
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120
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1 2 4 6 8
10
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- What, how much and until what time?
Confirm the effect Follow-up and review
Check sheet Control chart Line chart
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Solutions
proposal
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Problem Solving and QC tools
Brain writing Affinity chart
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Seven QC Tools
Pareto Diagram To identify the current status and issues
Cause and Effect Diagram To identify the cause and effect relationship
Histogram To see the distribution of data
Scatter Diagram To identify the relationship between two things
Check Sheet To record data collection
Control Chart To find anomalies and identify the current status
Graph / Flow Charts To find anomalies and identify the current status
Pareto Diagram To identify the current status and issues
Cause and Effect Diagram To identify the cause and effect relationship
Histogram To see the distribution of data
Scatter Diagram To identify the relationship between two things
Check Sheet To record data collection
Control Chart To find anomalies and identify the current status
Graph / Flow Charts To find anomalies and identify the current status
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Known for the
development of Kaizen
philosophy (1986)
Focus of improvement
activities to the factory
shop floor
Influential Leaders in Quality Management - Imai
Baldrige National Quality Program
2010
Criteria Framework:
A Systems Perspective
Baldrige National Quality Program
2010
Seven Categories of the Criteria
1. Leadership
2. Strategic Planning
3. Customer Focus
4. Measurement, Analysis, and Knowledge
Management
5. Workforce Focus
6. Process Management
7. Results
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Sr. Categories MBNQA TQA PMQA
1.0 Leadership 120
120
120
2.0 Strategic Planning 85
80
90
3.0 Customer Focus 85
110
110
4.0 Measurement, Analysis and KM 90
80
90
5.0 Workforce Focus 85
100
110
6.0 Process Management 85
110
100
7.0 Results 450
400
380
1000
1000
1000
The PMQA criteria, adopted from Malcolm The PMQA criteria, adopted from Malcolm The PMQA criteria, adopted from Malcolm The PMQA criteria, adopted from Malcolm Baldrige Baldrige Baldrige Baldrige National Quality Award National Quality Award National Quality Award National Quality Award
(MBNQA) criteria, consists of seven categories; (MBNQA) criteria, consists of seven categories; (MBNQA) criteria, consists of seven categories; (MBNQA) criteria, consists of seven categories;
PMQA Award System PMQA Award System PMQA Award System PMQA Award System
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Levels of Recognition Under PMQA
Commitment to Business
Excellence through
Quality Management
(300-400)
Achievement in Business
Excellence through Quality
Management
(401-550)
Pakistan Business Excellence Prize
(551-700)
Pakistan National Quality Award
(701-1000)
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LO1 Explain the concepts and definitions of quality.
LO2 Describe the quality philosophies and principles of
Deming, Juran, Crosby, Ishikawa and Imai.
LO3 Describe the methods of Business Excellence Awards
What we have discussed
Learning Outcomes
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Thank You.