A Project On:

A Project on:

TOTAL QUALITY MANAGEMENT

Project done by:Ashish pandey

9255

Thank you Ashish sir for giving us such a great Opportunity to present on such a good topic”

INTRODUCTION Deming and Juran introduced statistical quality control to Japanese workers after WW II, as a part of General Mc. Arthur’s rebuilding programme. Although this was not much different from what was being done in America, there was one vital difference. They convinced top Japanese managers that quality improvement would open new world markets and was necessary for survival of their nations. The managers believed and fully supported the concept of quality improvement. The Japanese were in ideal position to embrace this philosophy. The country was devasted from the war, and they had few natural resources with which to compete, except their people. During the next 20 years, while the Japanese were improving quality at an unprecedented rate, quality levels in the west remained stagnant. Western Manufacturers had little need to focus on quality. America had a virtual monopoly in Manufacturing, and the Post war economy was hungry for nearly any kind of consumer good. Top managers focused their efforts on Marketing, Production quantity and financial performance.

Definition and Meaning :“ Total Quality Management is defined as an integrated approach in delighting the customer (both internal & external) by meeting their expectations on a continuous basis, through every one involved with the organization, working on continuous improvement along with proper problem solving methodology.” The term Customer refers to all those to whom we supply a product, service or information. Thus apart from the ultimate users, the retailers, stockists and transporters become the external customers to the company. Departments within the company become internal customers to each other. Thus the Production department is a customer to the Purchase department and the supplier to the sales and Dispatch departments. Total

= Quality involves everyone and all activities in the company.

Quality = Conformance to requirements (meeting customer requirements) Management = Quality can and must be managed. TQM = a process for managing Quality; it must be a continuous way of life; a philosophy of perpetual improvement in every thing we do.

The concept of Total Quality Management (TQM): The concept of Total Quality Management (TQM) was developed by an American, W. Edwards Deming, after World War II for improving the production quality of goods and services. The concept was not taken seriously by Americans until the Japanese, who adopted it in 1950 to resurrect their postwar business and industry, used it to dominate world markets by 1980. By then most U.S. manufacturers had finally accepted that the nineteenth century assembly line factory model was outdated for the modern global economic markets.

The concept of TQM is applicable to academics. Many educators believe that the Deming's concept of TQM provides guiding principles for needed educational reform. In his article, "The Quality Revolution in Education," John Jay Bonstingl outlines the TQM principles he believes are most salient to education reform. He calls them the "Four Pillars of Total Quality Management."

Principle #1: Synergistic RelationshipsAccording to this principle, an organization must focus, first and foremost, on its suppliers and customers. In a TQM organization, everyone is both a customer and supplier; this confusing concept emphasizes "the systematic nature of the work in which all are involved". In other words, teamwork and collaboration are essential. Traditionally, education has been prone to individual and departmental isolation. However, according to Bonstingl, this outdated practice no longer serves us: "When I close the classroom door, those kids are mine!" is a notion too narrow to survive in a world in which teamwork and collaboration result in high-quality benefits for the greatest number of people. The very application of the first pillar of TQM to education emphasizes the synergistic relationship between the "suppliers" and "customers". The concept of synergy suggests that performance and production is enhanced by pooling the talent and experience of individuals. In a classroom, teacher-student teams are the equivalent of industry's frontline workers. The product of their successful work together is the development of the student's capabilities, interests, and character. In one sense, the student is the teacher's customer, as the recipient of educational services provided for the student's growth and improvement. Viewed in this way, the teacher and the school are suppliers of effective learning tools, environments, and systems to the student, who is the school's primary customer. The school is responsible for providing for the long-term educational welfare of students by teaching them how to learn and communicate in high-quality ways, how to access quality in their own work and in that of others, and how to invest in their own lifelong and life-wide learning processes by maximizing opportunities for growth in every aspect of daily life. In another sense, the student is also a worker, whose product is essentially his or her own continuous improvement and personal growth.

Principle #2: Continuous Improvement and Self Evaluation-

The second pillar of TQM applied to education is the total dedication to continuous improvement, personally and collectively. Within a Total Quality school setting, administrators work collaboratively with their customers: teachers. Gone are the vestiges of "Scientific management"... whose watchwords were compliance, control and command. The foundations for this system were fear, intimidation, and an adversarial approach to problemsolving. Today it is in our best interest to encourage everyone's potential by dedicating ourselves to the continual improvement of our own abilities and those of the people with whom we work and live. Total Quality is, essentially, a win-win approach which works to everyone's ultimate advantage. According to Deming, no human being should ever evaluate another human being. Therefore, TQM emphasizes self-evaluation as part of a continuous improvement process. In addition, this principle also laminates to the focusing on students' strengths, individual learning styles, and different types of intelligences.

Principle #3 A System of Ongoing ProcessThe third pillar of TQM as applied in academics is the recognition of the organization as a system and the work done within the organization must be seen as an ongoing process. The primary implication of this principle is that individual students and teachers are less to blame for failure than the system in which they work. Quality speaks to working on the system, which must be examined to identify and eliminate the flawed processes that allow its participants to fail. Since systems are made up of processes, the improvements made in the quality of those processes largely determine the quality of the resulting product. In the new paradigm of learning, continual improvement of learning processes based on learning outcomes replaces the outdated "teach and test" mode.

Principle #4: LeadershipThe fourth TQM principle applied to education is that the success of TQM is the responsibility of top management. The school teachers must establish the

context in which students can best achieve their potential through the continuous improvement that results from teachers and students working together. Teachers who emphasize content area literacy and principlecentered teaching provide the leadership, framework, and tools necessary for continuous improvement in the learning process. According to the practical evidences, the TQM principles help the schools in following clauses: (a). Redefine the role, purpose and responsibilities of schools. (b). Improve schools as a "way of life." (c). Plan comprehensive leadership training for educators at all levels. (d). Create staff development that addresses the attitudes and beliefs of school staff. (e). Use research and practice-based information to guide both policy and practice. (f). Design comprehensive child-development initiatives that cut across a variety of agencies and institutions. In order to achieve the above as opportunities to the academic scenario, in addition to patience, participatory management among well-trained and educated partners is crucial to the success of TQM in education; everyone involved must understand and believe in principles. Some personnel who are committed to the principles can facilitate success with TQM. Their vision and skills in leadership, management, interpersonal communication, problem solving and creative cooperation are important qualities for successful implementation of TQM.

TQM compared to ISO 9000 :-

ISO 9000 is a Quality System Management Standard. TQM is a philosophy of perpetual improvement. The ISO Quality Standard sets in place a system to deploy policy and verifiable objectives. An ISO implementation is a basis for a Total Quality Management implementation. Where there is an ISO system, about 75 percent of the steps are in place for TQM. The requirements for TQM can be considered ISO plus. Another aspect relating to the ISO Standard is that the proposed changes for the next revision will contain customer’s satisfaction and measurement requirements. In short, implementing TQM is being proactive concerning Quality rather than reactive.

TQM as a Foundation :TQM is the foundation for activities which include; • • • • • •

Meeting Customers Requirements Reducing Development Cycles Times Just In Time/Demand Flow Manufacturing Improvement Teams Reducing Product and Service Cost Improving Administrative Systems Training

Principles of TQM :The Principles of TQM are as follows:

1. Quality can and must be managed. 2. Everyone has a customer and is a supplier. 3. Processes, not people are the problem. 4. Every employee is responsible for quality. 5. Problems must be prevented, not just fixed. 6. Quality must be measured. 7. Quality improvements must be continuous. 8. The quality standard is defect free. 9. Goals are based on requirements, not negotiated. 10.Plan and organize for quality improvement.

Elements of TQM :Focus on Quality and Prevention of Problems

Many definitions of quality exist. Quality can be defined as consistently producing what the customer wants while reducing errors before and after delivery to the customer. More importantly, however quality is not so much an outcome as a never-ending process of continually improving the quality of what your computer produces.

Encourage the Proper Climate, Empower Employees For continuous improvement to work, management must empower employees, so they are willing to innovate and act in an atmosphere of trust and respect. All of the other components can be in place, and TQM still fail. Employees motivated to improve service to their customers with the climate allowing them to do so is a potent combination.

Use the problem solving/problem prevention cycle This cycle describes the steps that TQM problem solving/prevention groups uses. Its major elements are 1. The gathering of information and its analysis before actions are taken, 2. the use of brainstorming(creating possible solutions) before evaluating ideas generated and 3. Evaluation of success. This cycle using different terminology, is also called the Deming cycle, where its components are PDCA (Plan, Do, Check, and Act).

Need for TQM 1. Rising customer expectations

2. Increasing competitive pressure and competitive position of Organization 3. Internal pressure for improvement 4. Low value addition in existing methods 5. To get the best from the people 6. Changing perceptions of vendors and customers 7. Managers and work force perceptions 8. Organizational priorities for improvement 9. To survive

Main Components of TQM For Six Sigma practitioners who may not be familiar with TQM, the program has three main components -- Just in Time (JIT), Total Quality Control (TQC) and Total Employee Involvement (TEI). The relationship between the three legs of TQM is: JIT exposes the cause of problems; TQC helps provide a solution to problems. Lastly, since the employees do all improvements; they need to be involved in the process of change. TEI helps elicits this involvement.

Benefits of having TQM • Increased customer satisfaction and loyalty • Gain a competitive advantage • Large market share

• Elimination of scrap, waste, errors, etc • Increase employee involvement

• Teamwork and co-operation • Information sharing • Enhanced customer requirements knowledge • Standardized recommended award amounts • Defined customer satisfaction issues • Examination of the strategic planning process

Common pitfalls leading to failure of TQM Overuse of ‘process action’ teams

Some organizations treat process action teams like candy: They want dessert before having dinner. There has been a known case of 3000-person organization with over 70 current process action teams (PATs) working on a variety of issues. The organization avoids measuring their success, provides them little technical support, and still has not addressed the systematic changes needed to support them. This implementation strategy has a high risk of failure, and TQM will probably not become an integral part of their culture. This problem occurs when an organization achieves successes with its first teams or hears about wild successes of other companies.

Not making systematic changes Management must realize that to fully implement TQM, satisfy its customers, and promote teamwork in the entire organization often wrenching systematic changes must be made: Profit sharing may be introduced; individual performance appraisals may be radically changed or eliminated; organizational structure may be realigned away from functions (production, quality, engineering) to a customer; more authority may be given to line employees.

Not making decisions up front Many organizations need to design the architecture of their quality effort. If they do not, they risk pouring time and dollars into an effort that will eventually collapse. Among the decisions that should be made up-front, before implementing a quality effort is: the measures of success; the degree of employee involvement; the depth and breadth of implementation; and the techniques to be used. As someone once said, “If you don’t know where you are going, you may not like getting there.”

Xerox Corporation using TQM

In launching its Total Quality Management programme, called ‘Leadership through Quality’, the CEO of the company cited the fierce global competition in the office machine business as the motivator for making the fundamental changes at Xerox to Total Quality in a $400 billion business. His company had enjoyed a near monopoly status for the sale and rental of Photocopy machines until 1975. Five years later Xerox’s market share of Photocopy machines had fallen to below 50% and the firm had a over a 100 direct competitors for that core part of their business. Xerox responded to the serious threat to its business by taking the following steps:Trimming its costs by about $600 million a year. Worldwide, Xerox employees were reduced through redundancy from 120,000 in 1980 to 104,000 three years later. • Restructuring, led from corporate headquarters in Stamford, Connecticut, each part of Xerox reorganized itself for greater efficiency. • Competitive benchmarking its new Rivals in terms of products, service and practices. • Launching a Total Quality Programme in February, 1983 based on massive training in the teachings of Deming and Juran. •

The policy statement was simple and direct: ‘Xerox is a quality company. Quality is the basic business principle for Xerox. Quality means providing our external and internal customers with innovative products and services that fully satisfy their requirements. Quality is the job of every Xerox employee.’

Conclusion:Through TQM a company can win awards like Malcolm Baldrige quality award and also can gain recognition from ISO and others like a Deming Company or Juran Company. TQM not only helps in improving Productivity but also will help the Co. to outstand in today’s cut throat competition.

BIBLIOGRAPHY

Prof. Ashish notes 2. The Essence of Total Quality Management ------ John Bank 3. Productivity techniques ----- Dr. Uday Salunkhe Dr. Srinivas Gondhalekar 1.

Websites 1. 2. 3. 4. 5.

www.skyenet.net www.improve.org www.isixsigma.com www.mazur.net www.wikipedia.org