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    Lecture 1 - Without - Vo

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    This document discusses definitions of total quality management (TQM) and its basic approaches. TQM is defined as enhancing traditional business practices with a focus on continuous improvement, customer satisfaction, and quality at all levels. The basic TQM approach includes management commitment to TQM principles, a focus on internal and external customers, quality training for all employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. The document also outlines some common obstacles to implementing TQM such as lack of management commitment, inability to change culture, improper planning, and inadequate training.

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    Lecture 1 - Without - Vo

    Uploaded by

    maimoonasaleem
    23 views16 pages
    This document discusses definitions of total quality management (TQM) and its basic approaches. TQM is defined as enhancing traditional business practices with a focus on continuous improvement, customer satisfaction, and quality at all levels. The basic TQM approach includes management commitment to TQM principles, a focus on internal and external customers, quality training for all employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. The document also outlines some common obstacles to implementing TQM such as lack of management commitment, inability to change culture, improper planning, and inadequate training.

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    Lecture 1_without_vo

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    This document discusses definitions of total quality management (TQM) and its basic approaches. TQM is defined as enhancing traditional business practices with a focus on continuous improvement, customer satisfaction, and quality at all levels. The basic TQM approach includes management commitment to TQM principles, a focus on internal and external customers, quality training for all employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. The document also outlines some common obstacles to implementing TQM such as lack of management commitment, inability to change culture, improper planning, and inadequate training.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    23 views16 pages

    Lecture 1 - Without - Vo

    Uploaded by

    maimoonasaleem
    This document discusses definitions of total quality management (TQM) and its basic approaches. TQM is defined as enhancing traditional business practices with a focus on continuous improvement, customer satisfaction, and quality at all levels. The basic TQM approach includes management commitment to TQM principles, a focus on internal and external customers, quality training for all employees, continuous process improvement, treating suppliers as partners, and establishing performance measures. The document also outlines some common obstacles to implementing TQM such as lack of management commitment, inability to change culture, improper planning, and inadequate training.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 16

    TQM

    Lecture 1
    (Chapter 1)
    TQM-Definitions
    • Total Quality Management is an enhancement to the traditional way
    of doing business. It has main 3 pillars are:
    TQM-Definitions (cont.)
    • It is the art of managing the role to achieve excellence under
    philosophical guidance with continuous improvement.
    • “A degree or level of excellence.” Oxford Dictionary
    • According to the American National Standards Institute (ANSI) and the
    American Society for Quality Control (ASQC):“The totality of features
    and characteristics of a product or service that bears on its ability to
    satisfy given needs”
    • Quality is excellence that is better than a minimum standard.
    TQM-Definitions (cont.)
    • It is conformance to standards and ‘fitness of purpose’
    • ISO 9000:2000 definition of quality- “It is the degree to which a set of
    • inherent characteristics fulfills requirements.”
    • Quality is conformance to standards, specifications or requirements
    (Crosby, 1979)
    • Quality is fitness for use (Juran, 1989)
    • Quality as excellence (Peters and Waterman, 1982)
    • Quality means delighting the customer (Peters, 1989)
    TQM Basic Approach
    1. Management commitment to TQM principles and methods & long term
    Quality plans for the Organization
    2. Focus on customers – internal & external
    3. Quality at all levels of the work force.
    4. Continuous improvement of the production / business process.
    5. Treating suppliers as partners
    6. Establish performance measures for the processes.
    The comparison regarding benefits
    achieved from TQM
    Gurus of TQM
    • For implementation of TQM movement, we need go through
    philosophies of notable individuals in field of TQM. TQM current
    positioning have contributed to modern setup of organization.
    Quality and Customer Expectations
    • Quality is also defined as excellence in the product or service that fulfills
    or exceeds the expectations of the customer.
    • There are 9 dimensions of quality that may be found in products that
    produce customer-satisfaction.
    • Though quality is an abstract perception, it has a quantitative measure

    Q=(P/E), where Q = quality, P = performance (as measured by


    the Manufacturer) E = expectations (of the customer)
    • If Q >1 then customer has good feeling about product or services
    More about Quality
    • Quality is not fine-tuning your product at the final stage of
    manufacturing before packaging and shipping
    • Quality is in-built into the product at every stage from conceiving –
    specification & design stages to prototyping – testing and
    manufacturing stages.
    • TQM philosophy and guiding principles continuously improve the
    Organization processes and result in customer satisfaction.
    • Quality is the degree to which a set of inherent characteristics fulfills
    requirement – ISO 9000: 2000
    9 Dimensions of Quality
    1. Performance
    2. Features
    3. Conformance
    4. Reliability
    5. Durability
    6. Service
    7. Response
    8. Aesthetics
    9. Reputation
    9 Dimensions of Quality
    Obstacles in the implementation of TQM
    • There are lots of obstacles for implementation of TQM in an organization
    because it depends upon physical, social, economic, technological or political.
    These barriers determined by Robert J. Masters after extensive research are:
    1. Lack of management commitment
    • Top management embrace quality improvement programs no matter how far reaching
    the programs may appear the monetary implications therein. Competition alone should
    not be considered as the single factor that drives managers into implementing quality
    initiatives.
    2. Inability to change organizational culture
    • In adequate cultural dynamism has made total quality implementation difficult because
    most of the top level management of many organizations are rigid in their ways of
    doing things.
    Obstacles in the implementation of TQM
    3. Improper planning
    • The absence of a sound strategy has often contributed to ineffective quality
    improvement. There is need of developing the right attitude and level of awareness is
    crucial to achieving success in a quality improvement program.
    4. Lack of continuous training & education
    • There is evidence that lack of understanding and proper training exists at all levels of
    any organization, and that it is a large contributor to worker resistance. TQM should
    provide comprehensive training, including technical expertise, communication skills,
    small-team management, problem-solving tools, and customer relations.
    5. Incompatible Organizational Structure & isolated individuals &
    Departments
    • There is need of co-ordination between departments and individuals, it’s the longest
    internal barrier. The only way to resolve conflicts are restructuring through proper
    segmentation such as Spartan Light Metal products Inc. implemented
    6. Ineffective Management techniques & lack of access to Data & Results
    • Data plays an important role in management decision making , it needs to
    improve the effect of management ideas for design effective processes. The
    processes are helpful through excessive inspection, training & management
    encouragement.
    7. Paying scarce attention to internal & external customers
    • Most companies don’t involve quality in their strategic plan, little attention is paid
    to TQM in terms of human and financial resources. The company attention
    towards increasing product & quality. TQM has been neglected as its
    implementation “May not necessarily bring gains to the organization in the short
    term”.
    8. Inadequate use of empowerment and teamwork.
    • A key challenge in implementation of teams, especially self- directed work.
    Team members should be trained enough in problem solving, monitoring, and
    resolving conflicts. Norms need to be established around the issues of
    leadership, membership, and processes.
    9. Failure to continually improve
    • There is need to explore problems; constantly improve the system of
    production and service. There should be continual rise in productivity and a
    decrease in costs.
    References
    • Total Quality Management - Dale H. Besterfield et al. ,Pearson
    education LPE
    • Certified Manager of Quality / Organizational Excellence – Russell T.
    Westcott, ASQ (USA)
    • Smartinvestorsreports.blogspot.com, (2012). Smart Investors:
    BARRIERS TO TOTAL QUALITY MANAGEMENT IMPLEMENTATION

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