A narrow explanation of Total Quality Management, its tools and techniques along with examples of companies using the TQM practices.

1. Total Quality
Management
Prof. Meenakshi Malhotra
Presented to
Presented by
Mohit Kumar
Prachi Singla
Shagun Rana
Surabhi Dutta

2. Table Of Contents
01
Definition
Quality, Management and
Total Quality Management
02 Techniques and Tools
03
Examples
Total Quality
Management
Motorola & Toyota

3. is a distinct process consisting
of planning, organizing
actuating and controlling
performed to determine and
accomplish the objectives by
the use of people and
resources”
- George R Terry
“Management

4. is a predictable degree of
uniformity and dependability
at low cost and suited to the
market.
Quality
- Deming (1982)

5. - Deming, 1994
“Total Quality Management
is a network of interdependent
components that work together to try to
accomplish the aim of the system”

6. Techniques
Tools
Values
- Hellsten and Klefsjo, 2000

7. Introduction to TQM
The cornerstones of TQM are base decisions on
facts, with focus on processes, continuous
improvement, commitment and focus on
customers (Bergman and Klefsjo, 1994).
TQM approach begins with the identification of the
organisation’s core values. The next step includes
identification of appropriate techniques that
support the values and finally it is the tools which
are effective in supporting the techniques. Through
TQM, organisations aim for increased satisfaction of
both external and internal customers.

8. ● Quality Circle: Quality circle is a group of employees from the same work area and doing
similar type of work. These employees meet voluntarily for an hour periodically, either every
week or once in a fortnight, to identify, analyse and resolve work-related issues within their own
work area.
● SQC: Statistical Quality Control (SQC) is a process that is used to determine the number of
units of a product to be inspected to calculate the probability that the total number of units
meet the organisation’s quality standards. This method helps in limiting the inspection cost.
● Kaizen Gemba: Kaizen means improvement and Gemba means workplace. Kaizen Gemba can
be defined as “the systematic organised effort to continuously improve the performance at the
work area by individual efforts in a group who assemble periodically to discuss their work-
related problems” (Mukherjee, 2006).
● Benchmarking: Spendolin (1992) defines benchmarking as “a continuous, systematic process
for evaluating the products, services and work processes of organisations that are recognised
as representing best practices for the purpose of organisational improvement”.
Techniques of TQM

9. • Brainstorming This is a management technique used for
problem-solving. In this technique, a group of
heterogeneous people is formed to generate many ideas
within a short span of time. All ideas are noted and
discussed, and each idea is analysed. Those ideas which
can provide solution to the problem are chosen.
• Total Productive Maintenance (TPM) Total productive
maintenance focuses on eliminating the causes of
machines’ failures and maximisation of effectiveness of
equipment’s in their lifetime. In the total productive
maintenance exercise, employees from all the levels and
all the departments are involved and motivated for
proper plant maintenance and a proper maintenance
system is developed
Techniques of TQM

10. Tools for TQM
In the fishbone diagram used in Ishikava tool, a
problem is identified and plotted at the head of the
fish which provides a point for brainstorming.
Thereafter, the ideas which are generated are
plotted on various spikes of the fishbone.
Why-Why Analysis
In this technique, the same question is asked
repeatedly to get to the root cause of the problem.
This is a probing technique and is used commonly
during investigation process.
Quality Certification
Inspection of the production or service system to
ensure its capability to produce the product/service of
the desired quality that meets customer’s
expectations
Ishikawa/Fishbone Tool

11. Benefits of TQM
Improved
quality.
Employee
participation.
Team work.
Working
relationships.
Customer
satisfaction.
Employee
satisfaction.
Productivity. Communication.
Profitability. Market share

12. In the late 1970s, Motorola was focused on
achieving 10X higher quality to try to catch up
with its competitors in Japan. Motorola lacked a
standard metric for sharing and comparing
improvement initiatives. Six Sigma was
introduced into Motorola in 1985 and was used to
describe an expected design margin and product
quality level. Following that, a four-stage
problem-solving approach: measure, analyze,
improve, control (MAIC). These steps became a
cornerstone for the Six Sigma process, later
called DMAIC. This resulted in Motorola
becoming the first company to win the Malcolm
Baldrige Award—the United States’ highest
presidential honor for performance excellence.
Today, Motorola is synonymous with innovation
and quality in the world of technology.
Motorola

13. Toyota
Kaizen (“change for the better” or “continuous
improvement”) is a Japanese business philosophy
employed by Toyota to involve all employees and
improve operations. Kaizen sees improvement in
productivity as a gradual and methodical process.
Toyota used the Kaizen methodology in the work
environment for more efficient and effective
production by creating an atmosphere that
improves everyday procedures and employee
engagement. It also assisted in making jobs more
fulfilling, less tiring, and safer.

14. Key Takeaways
● Total quality management (TQM) is an ongoing
process of detecting and reducing or eliminating
errors.
● It is used to streamline supply chain management,
improve customer service, and ensure that
employees are trained.
● The focus is to improve the quality of an
organization's outputs, including goods and
services, through the continual improvement of
internal practices.
● Total quality management aims to hold all parties
involved in the production process accountable for
the overall quality of the final product or service.

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