TOTAL QUALITY MANAGEMENT
TQM Total - made up of the whole Quality - degree of excellence a product or service provides Management - act, art or manner of planning, controlling, directing,…. Therefore, TQM is the art of managing the whole to achieve excellence. •
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What does TQM mean?
Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.
The TQM System Continuous Improvement
Objective
Principles
Elements
Customer Focus
Process Improvement
Total Involvement
Leadership Education and Training Supportive structure Communications Reward and recognition Measurement
Basicc Tenets Basi Tenets of TQM TQM
The customer makes the ultimate determination of quality. Top management must provide leadership and support for all quality initiatives. Preventing variability is the key to producing high quality. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement. requires the establishment of Improving quality effective metrics. We must speak with data and facts not just opinions.
The Three Aspects of TQM
Counting Customers Culture
Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems.
Quality for the customer as a driving force and central concern. Shared values and beliefs, expressed by leaders, that define and support quality. quality.
ELEMENTS OF TQM
Customer Focus:
It is important to focus on the customer, both internal and external i.e., the employees and the users of the end product - the students. In TQM parlance, the customer is the next process and not just a person who pays for the product or service.
Employee
Involvement:
People at all levels make up an organization and their full involvement enables their abilities to be used for an institution's benefit.
Continuous
Improvement:
There is a beginning to the process of TQM, but there is no end. Checking, rechecking, valuation, re-evaluation, engineering and re-engineering are essential to ensure continuous improvement.
ELEMENTS OF TQM Universal Responsibility:
A TQM leader has to learn that inspection is not a means to achieve quality. One eliminates the need for inspection by building quality into the product in the first place. TQM helps us to recognize the fact that it is we ourselves ou rselves who are responsible for quality work.
A Sustained Management Commitment to Quality: An organization's performance and culture will ultimately reflect its senior management's values. If an organization is serious about implementing TQM, the commitment to do so has to start at the top, and the organization's senior management has to be unwavering in its commitment to quality. quality.
Addressing Deficiencies: Addressing TQM is a management philosophy that seeks to prevent poor quality in products and services, rather than simply to detect and sort out defects. "An ounce of prevention is worth a pound of cure”.
OBJECTIVES OF TQM •
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To develop a conceptual understanding of the basic principles and methods associated with TQM. To an understanding of how these methods and principles have been put into effect in a variety of organisations. To develop an understanding of the relationship between TQM develop principles and theories and models studied in traditional management. To do the right things, right the time every time.
PRINCIPLES OF TQM TQM can be defined as the management of initiatives and procedures that are aimed at achieving the delivery of quality products and services. A number of key principles can be identified in defining TQM, including: •
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Executive Management – Top management should act as the main driver for TQM and create an environment that ensures its success. Training – Employees should receive regular training on the methods and concepts of quality.
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Customer Focus – Improvements in quality should improve customer satisfaction.
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Decision Making – Quality decisions should be made based on measurements.
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Methodology and Tools – Use of appropriate methodology and tools ensures that non-conformances non-conformances are identified, measured and responded to consistently. consistently.
The PDSA Cycle Plan
Shewhart cycle
Document process Collect and analyze data
Deming wheel
Develop a plan
Act Standardize successful method, revise unsuccessful plan
Do Implement plan Using data to check: results match the goal?
Study
Collect data for evaluation
ADV AD VAN ANT TAGE AGES S AND AND DI DISA SADV DVAN ANT TAGE AGES S OF TQM Disadvantages using TQM 1)
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Initial introduction costs- training workers and disrupting current production whilst being implemented. Benefits may not be seen for several years.
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Workers may be resistant to change may feel less secure in job .
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Inhibits the developers creativity because they have to work out the inefficiencies.
Advantages using TQM 1) Improves reputation- problems are spotted and sorted quicker so there are zero defects. 2) Higher employee morale- workers motivated by extra responsibility, team work and involvement in decisions of TQM, requires effort on everyone's part. 3) Lower costs - Decrease waste as fewer defective products and no need for separate 4) Quality Control inspectors
ADV AD VAN ANT TAGE AGES S AND AND DI DISAD SADV VAN ANT TAGE AGES S OF TQM Advantages of TQM Manufacturing 1) It requires the effort of everyone so when policies are put into place, everyone needs n eeds to make an effort 2) By creating products from the stand point of a consumer, this can only help those developing the product to see what works and what does not 3) They can then begin fixing and making the corrections as needed. 4) Things usually get done right the first time. 5) The focus of total quality management is to save the company money in the long run by eliminated possible errors
Disadvantages of TQM Manufacturing 1.
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Everyone works together to make things work better. There is limited creativity in total quality management for developers as they are limited to making and fixing according to what consumers think . There is a lot of pressure placed on employees to get things right the first time and not much room for f or trial and error. Perhaps one of the biggest problems with TQM and perhaps why so many companies do not want to use the system is because it is not very cost effective in the short run . The idea, and actual implementation may prevent a large recall, but in the mean time there are up front costs associated with it
REFERENCES •
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Accounting for Management, 2009. Available from: . [20.10.2010]. Bizcovering, 2010. Available from: . [14.11.2010]. Burtynsky, Edward 2007, Manufacturing #15. Available from: .
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Business Knowledge Source, n.d.. Available from: . >. [20.10.2010]. Ross, J.E. 1999. Total Quality Management - Text, Cases and Reading. 3rd edition, Florida, USA: CRC Press LLC St. Lucie. Total Quality Management - P PRASSANNA.
