Total Quality Management (TQM) Is A Comprehensive and

TOTAL QUALITY MANAGEMENT (TQM)
Total Quality Management (TQM) is a comprehensive and

structured approach to organizational management that seeks to
improve the quality of products and services through regular innovation
by doing right things every time. It indicates consumer oriented
approach, quality approach and management philosophy. TQM is a
philosophy for achieving customer satisfaction which involves all
managers, employees and users.
According to John Gilbert, TQM is a process designed to focus on
consumer expectations, preventing problems, building commitments
to quality in the work force and promoting open decision making
process.
The higher degree of commitment toward work will improve
productivity and will decrease rejection cause due to human factor.
Human resource is the most important factor for any organization and
success of any organization is depending upon its resource. If human
resource of organization is not happy with the organization, it will
adversely affect the organization.
QUALITY: -
1. Quality means fit ness for use.

2. Quality means productivity, competitive cost, and timely delivery,
total customer satisfaction.
3. Quality means conformance to specification and standard.
4. Conformance to requirements.
5. Quality is what the customer says
6. Quality means getting everyone to do what they have agreed to do
and to do it right the first time and every time.
TOTAL QUALITY: -
It means all the people of the organization are committed to product

quality by doing right things right, first time, every time by employing
organization resource to provide value to customer.
TOTAL QUALITY MANAGEMENT: -
It is the process designed to focus external/internal customer

expectation preventing problems building, commitment to quality in the
workforce and promoting to open decision making.
TOTAL:
Everyone associated with the company is involved in continuous

improvement, in all functional area, at all level.
QUALITY:
Customer express and implied requirement is met fully.
MANAGEMENT:
1. Executive are fully committed

2. Decision in a planned way.
3. To maintain existing lever of quality.
4. To improve existing lever of quality.
5. Effective utilization of resource.
PRINCIPLES OF TQM: -
1. Delight the customer

2. Management by fact
3. People based management
4. Continuous improvement
5. Strong leadership
6. Quality system measure& record
7. Team work, Team accountable, correct problem
8. People oriented technology, speed.
The key principles of TQM are as following:
Management Commitment
Plan (drive, direct)
Do (deploy, support, participate)
Check (review)
Act (recognize, communicate, revise)
Employee Empowerment
Training
Suggestion scheme
Measurement and recognition
Excellence teams
Fact Based Decision Making

SPC (statistical process control)
DOE, FMEA
The 7 statistical tools
TOPS (Ford 8D team-oriented problem solving)
Continuous Improvement
Systematic measurement and focus on CONQ
Excellence teams
Cross-functional process management
Attain, maintain, improve standards
Customer Focus
Supplier partnership
Service relationship with internal customers
Never compromise quality
Customer driven standards
FACTOR AFFECTED TOWARDS COMMITMENT OF THE EMPLOYEES: -
1. General worker attitude toward the company.

2. General worker attitude toward the supervisor.
3. Lever of satisfaction toward job standard.
4. The lever of consideration the supervisor shows to his
subordination.
5. The workload & work pressure level.
6. The treatment of individual by the management
7. The lever of workers satisfaction with the salaries
8. The level of worker pride in the company and its activity
9. Worker reaction to the formal communication network in the
organization.
10. Intrinsic job satisfaction level of the worker.
11. Worker attitude toward the fellow worker.
Features of TQM
1. Stress on quality management

2. Continuous process
3. Stress on quality assurance system.
4. Linkage of quality and productivity.
5. Gradual Process
a. Awareness Phase
b. Planning Phase
c. Implementation Phase
d. Institutional Phase
6. Employees Involvement
7. Formation of Quality improvement teams.
8. Management Involvement.
FOUR CS OF TQM
1. Commitment
2. Competence
3. Communication
4. Continuous improvement
The Concept of Continuous Improvement by TQM
TQM is mainly concerned with continuous improvement in all

work, from high level strategic planning and decision-making, to detailed
execution of work elements. It stems from the belief that mistakes can
be avoided and defects can be prevented. It leads to continuously
improving results, in all aspects of work, as a result of continuously
improving capabilities, people, processes, technology and machine
capabilities.
Continuous improvement must deal not only with improving
results, but more importantly with improving capabilities to produce
better results in the future. The five major areas of focus for capability
improvement are demand generation, supply generation, technology,
operations and people capability.
A central principle of TQM is that mistakes may be made by people,
but most of them are caused, or at least permitted, by faulty systems and
processes. This means that the root cause of such mistakes can be
identified and eliminated, and repetition can be prevented by changing
the process.
There are three major mechanisms of prevention:

1. Preventing mistakes (defects) from occurring (mistake-proofing).
2. Where mistakes cant be absolutely prevented, detecting them
early to prevent them being passed down the value-added chain
(inspection at source or by the next operation).
3. Where mistakes recur, stopping production until the process can
be corrected, to prevent the production of more defects. (stop in
time).
Implementation Principles and Processes
A preliminary step in TQM implementation is to assess the

organizations current reality. Relevant preconditions have to do with
the organizations history, its current needs, precipitating events
leading to TQM, and the existing employee quality of working life. If the
current reality does not include important preconditions, TQM
implementation should be delayed until the organization is in a state in
which TQM is likely to succeed.
If an organization has a track record of effective responsiveness to
the environment, and if it has been able to successfully change the way
it operates when needed, TQM will be easier to implement. If an
organization has been historically reactive and has no skill at improving
its operating systems, there will be both employee skepticism and a
lack of skilled change agents. If this condition prevails, a comprehensive
program of management and leadership development may be
instituted. A management audit is a good assessment tool to identify
current levels of organizational functioning and areas in need of
change. An organization should be basically healthy before beginning
TQM. If it has significant problems such as a very unstable funding base,
weak administrative systems, lack of managerial skill, or poor employee
morale, TQM would not be appropriate.
However, a certain level of stress is probably desirable to initiate
TQM. People need to feel a need for a change. A crisis, if it is not too
disabling, can also help create a sense of urgency which can mobilize
people to act. In the case of TQM, this may be a funding cut or threat,
or demands from consumers or other stakeholders for improved quality
of service. After a crisis, a leader may intervene strategically by
articulating a new vision of the future to help the organization deal with
it. A plan to implement TQM may be such a strategic decision. Such a

leader may then become a prime mover, who takes charge in
championing the new idea and showing others how it will help them
get where they want to go. Finally, action vehicles are needed and
mechanisms or structures to enable the change to occur and become
institutionalized.
MOST OF EMPLOYEES FEELS THAT:
Most of the staff member and worker feel that organization is

quality conscious toward the employees. This also increases their
commitment toward the work and toward the organization.
Some of the employees feel that thy have proper information
about the policies, practices followed in the organization. But some
of employees feel that there is no proper communication.
Most of the facts related with the organization are kept unrevealed
by the management from the employees.
Most of the employees feel that they dont get rewarded for their
good performance.
Most of the staffs member feel that their performance is properly
measured in the organization.
RECOMMENDATIONS
It is very important to provide the opportunity to the employees of
the organization to express their ideas or whatever they want to
express.
Management should clear their vision mission and goals towards
the employees in the organization.
Management should involve the workers representatives in
managerial activities so that the transparency could be maintained
and through this they can win the confidence of the employees.
Management should give due importance to mental relaxation
&social cultural development of an employees who strives hard for
the company.
Reward or Praise/appreciation works as magic for an individual and
motivates them for work.
Role clarity of each position should be defined and based on that
individuals can plan their work accordingly.
Self-potential system should be encouraged.
There are regular review and comparison of current & past
performance to detect gradual deterioration in the strategy.
Proper cooperation should be necessary in the company.
Conclusion
TQM encourages participation amongst shop floor workers and

managers. There is no single theoretical formalization of total quality.

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TOTAL QUALITY MANAGEMENT (TQM)

Total Quality Management (TQM) is a comprehensive and

1. Quality means fit ness for use.

It means all the people of the organization are committed to product

TOTAL QUALITY MANAGEMENT: -

It is the process designed to focus external/internal customer

Everyone associated with the company is involved in continuous

Customer express and implied requirement is met fully.

1. Executive are fully committed

1. Delight the customer

The key principles of TQM are as following:

Fact Based Decision Making

FACTOR AFFECTED TOWARDS COMMITMENT OF THE EMPLOYEES: -

1. General worker attitude toward the company.

1. Stress on quality management

The Concept of Continuous Improvement by TQM

TQM is mainly concerned with continuous improvement in all

There are three major mechanisms of prevention:

Implementation Principles and Processes

A preliminary step in TQM implementation is to assess the

it. A plan to implement TQM may be such a strategic decision. Such a

MOST OF EMPLOYEES FEELS THAT:

Most of the staff member and worker feel that organization is

TQM encourages participation amongst shop floor workers and

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