Summer Training Project Report

- MEC410
ON

QUALITY

CONTROL

Submitted by

HARI PRAKASH MEENA

2010ME10744

Under supervision
Dr.of
R.K. Pandey (Faculty

supervisor)

MayJune 2014

INDEX

Chapter
Page no.
1. About Company
3
2. Objectives
5
3. Quality Circle- A way to Quality Improvement
5
4. Concept of the Promotion of Quality Maintenance
8
5. Difference between Quality Assurence & Quality
Control
10
6. Implementation of Total Quality Management (TQM)
11
7. Why Total Productivity Management (TPM)?
15
8. Applying Total Quality Management In Academics
15
9. References
18

1. About
PRAGATI COATINGS PVT.Company
LTD. Is one of the most expperienced and largest

Metal Finishers in India. Plating & Coating are done as per ISI, ASTM, DIN, JIS
standards, Established Quality Control procedures are followed and all quality
control esting equipments are installed in house.
PRAGATI COATINGS PVT. LTD. Was established at New
Delhi
in 1985
Shifted
to its own premise in Gurgoan in
Jan
2001
It is an ISO 9001: 2000
company
Worked since inception as avendor to O.E.M (Original Equipment
Manufacturer) suppliers in the field of Automobiles, Refrigeration, Sanitary
Ware and other household durables

Pragiti Vision
TO BE RECOGNIZED AS THE LEADER IN THE DECORATIVE PLASTIC
PART
BY:Being Customer
Focused
Delivering Best in class quality products at Cost
Effective
Price
Being Environmentally
Conscious in the areas of energy efficiency
and pollution
Thereby
growing profitably and ahead of the market every
year.

Factory Overview
Establishment

1985 at Delhi

Present Location

Sec-37 , Gurgaon

Covered Area

20,000 Sq. feet

Employment

170

Growth Journey &

Milestone

Objectives

2.

How to improve quality?, Types of quality defects & How to promote

Applymaitenance?
Total Quality Management In
quality
Academics
Difference between Quality Assurence & Quality
Control
Implementation of Total Quality Management
(TQM)
Why Total Productivity Management
(TPM)?

3. Quality Circle- A way to Quality

Improvement
INTRODUCTION
People are the greatest assets of an organisation, because, through people all
other resources are converted into utilities. Participate methods in the
workplace are one way to improve both the work environment for employees
and productivity and quality for the company.
Quality Circle is one of the employee participation methods. It implies the
development of skills, capabilities, confidence and creativity of the people
through cumulative process of education, training, work experience and
participation. It also implies the creation of facilitative conditions and
environment of work, which creates and sustains their motivation and
commitment towards work excellence. Quality Circles have emerged as a
mechanism to develop and utilize the tremendous potential of people for
improvement in product quality and productivity.
Quality Circle is a small group of 6 to 12 employees doing similar work who
voluntarily meet together on a regular basis to identify improvements in their
respective work areas using proven techniques for analysing and solving work
related problems coming in the way of achieving and sustaining excellence
leading to mutual upliftment of employees as well as the organisation. It is "a
way of capturing the creative and innovative power that lies within the work
force".
The concept of Quality Circle is primarily based upon recognition of the value
of the worker as a human being, as someone who willingly activises on his
job, his wisdom, intelligence, experience, attitude and feelings. It is based
upon the human resource management considered as one of the key factors
in the improvement of product quality & productivity. Quality Circle concept
has three major attributes:
a. Quality Circle is a form of participation
management.
b. Quality Circle is a human resource development
technique.
c. Quality Circle is a problem solving
technique.

The objectives of Quality Circles are multi-faced. a) Change in

Attitude. From "I don?t care" to "I do care" Continuous
improvement in quality of work life through humanisation of work.
b) Self Development Bring out hidden potential of people People
get to learn additional skills. c) Development of Team Spirit
Individual Vs Team "I could not do but we did it" Eliminate inter
departmental conflicts. d) Improved Organisational Culture
Positive working environment. Total involvement of people at all
levels. Higher motivational level. Participate Management process.

ORGANISATIONAL
STRUCTURE
The structure of a Quality Circle consists of the following
elements.
i. A steering committee: This is at the top of the structure. It is
headed by a senior executive and includes representatives from the
top management personnel and human resources development
people. It establishes policy, plans and directs the program and
meets
usually once
in a be
month.
ii.
Co-ordinator:
He may
a Personnel or Administrative officer who
co-ordinates and supervises the work of the facilitators and
administers the programme.
iii. Facilitator: He may be a senior supervisory officer. He co-ordiates
the works of several quality circles through the Circle leaders.
iv. Circle leader: Leaders may be from lowest level workers or
Supervisors. A Circle leader organises and conducts Circle activities.
v. Circle members : They may be staff workers. Without circle
members the porgramme cannot exist. They are the lifeblood of
quality circles. They should attend all meetings as far as possible,
offer suggestions and ideas, participate actively in group process,
take training seriously with a receptive attitude.The roles of Steering
Committee, Co-ordinator, Facilitator, Circle leader and Circle members
are well defined.
PROCESS OF OPERATION
The operation of quality circles involves a set of sequential steps as
under: 1. Problem identification: Identify a number of problems. 2
Problem selection : Decide the priority and select the problem to be
taken up first.

3 Problem Analysis : Problem is clarified and analysed by basic problem

solving methods. 4 Generate alternative solutions : Identify and evaluate
causes and generate number of possible alternative solutions. 5 Select the
most appropriate solution : Discuss and evaluate the alternative solutions
by comparison in terms of investment and return from the investment. This
enables to select the most appropriate solution. 6 Prepare plan of action :
Prepare plan of action for converting the solution into reality which includes
the considerations "who, what, when, where, why and how" of solving
problems. 7 Present solution to management circle members present
solution to management fore approval. 8. Implementation of solution : The
management evaluates the recommended solution. Then it is tested and if
successful, implemented on a full scale.

BASIC PROBLEM SOLVING

TECHNIQUES
The following techniques are most commonly used to analyse and solve
work related problems. 1 Brain storming 2 Pareto Diagrams 3 Cause &
Effect Analysis 4 Data Collection 5 Data Analysis The tools used for
data analysis are : 1 Tables 2 Bar Charts 3 Histograms 4 Circle graphs
5 Line graphs 6 Scattergrams 7 Control Charts

The Quality Circles also are expected to develop internal leadership, reinforce
worker morale and motivation, and encourage a strong sense of teamwork in
an organisation.
A variety of benefits have been attributed to Quality Circles, including higher
quality, improved productivity, greater upward flow of information, broader
improved worker attitudes, job enrichment, and greater teamwork.
Problem quality circles often suffer from unrealistic expectations for fast
results, lock of management commitment and support, resistance by middle
management, resentment by non participants, inadequate training, lack of
clear objectives and failure to get solutions implemented.

BENEFITS AND LIMITATIONS OF QUALITY

CIRCLES

It took more than two decades for the quality control concept to get
acceptance in India, after its introduction in Japan. This may be due to the
differences in the industrial context in the two countries. Japan needed it for
its survival in a competitive market. India had a reasonably protected, sellers
market, with consequent lethargy towards efforts to improve quality and
productivity. However, with the policy of liberalisation of economy and
privatisation of infrastructure development, contexts changed. The concept
now needs to be looked upon as a necessity.

4. Concept of the Promotion of Quality

Maintenance
To promote quality maintenance, it is necessary to satisfy the following two
preconditions:
1. The situation is of such stability that forced machine deterioration has
been thoroughly removed and only natural deterioration progresses.
2. Managers and operators have become skillful with equipment, so that
the functions and structure of equipment are well understood by them, and
they have sufficient inspection skill.
Even if condition management is attempted when forced machine
deterioration is left unchecked, the service life of constituent parts that
influence the conditions will be unstable and short.
To make the staff who handle equipment skillful with equipment, Jishu-Hozen,
Kobetsu-Kaizen, PM analysis training, and skill education and training must be
enforced.
When choosing the timing for quality maintenance, the general practice is for
the entire company to execute Jishu-Hozen at around the time when workshop
free from forced deterioration or defects have been realized-at the end of
Step 4 in terms of Jishu-Hozen steps. Here, it should be remembered that
"when failures cannot be reduced, defects cannot be reduced.
It is effective, however, that if process defect countermeasures are taken up
as the theme in the stage where Kobetsu-Kaizen by project teams is executed
before the total-company implementation is done Quality Maintenance
implementation requires is to organize a project team covering all related
staff groups and accumulate experience within the company.
Implementation Procedure for Quality
Maintenance
Understanding quality defect
phenomena.
Setting of standard values for inspection items and confirmation
of
results
Concentration
of inspection items and shortening of
time
inspection
Drafting of
QM (Quality Maintenance) matrix and reflection in
standards
Master plan for QM
3M Analysis
PM analysis for exposure and handling of
malfunctions
Kaizens and Poka Yoke for eliminating
defects
Maintaining Zero
Defect
Process capability improvement
plan

Understanding quality defect

phenomena

 Clarity on the definition of the

defect
Frequency of occurrence and effect of
defects

Defects
classification:

Setting of standard values for inspection items and

confirmation
of results
If
standard values
are set for individual inspection items, and equipment
precision is maintained within the standard range, it is necessary to confirm
that all quality characteristics can be satisfied.
If they cannot, the cause is either that "there are omission in inspection
items" or "Standard values are not stringent enough." In either case, it is
necessary to return to PM analysis and carry out study.
Concentration of inspection items and shortening of
inspection
time
For orderly implementation
of condition control, review inspection items
themselves and satisfy the following conditions:
Reducing
by by
concentrating
the number
Extendinginspection
inspectionitems
interval
eliminating on
forced
machineof items for
deterioration
inspection
Shortening inspection time by taking steps for 'difficult to
inspect' spots
If inspection
items are many, inspection intervals are short, or inspection
requires much time, maintenance and control will become difficult, and
eventually achievement
level will decline.
Elimination
of forced deterioration
and spots that are difficult to inspect
depends greatly on Jishu-Hozen implementation.
Drafting of QM (Quality Maintenance) matrix and reflection in
standards

QA Matrix is prepared to establish the relationship between defect / defect

mode and the process which causes it. It requires data collection for defects
at various process stages to prepare a QA Matrix.

QM Master plan
Master Plan for quality maintenance is planning of various activities in this
pillar with respect to the time frame in months and years. According to the
stage of TPM implementation it can start at various levels. In the beginning it
will start with data collection on defects to improving conditions to sustaining
zero defect conditions.
3M analysis
This analysis is a set of conditions with respect to machine, material and
method for obtaining a good products. It helps in identifying 3M standards
and checking is possible against these standards. Removing this variability
can some times eliminate Quality Defects in the product.
Maintaining Zero Defect
There are lot of activities required to be done for maintaining zero defects. It
starts with following JH checklist, preparing Quality Maintenance matrix,
preparing checklists for inspection of zero defect conditions and also audits
for monitoring activities related to zero defects. This involves preparing
correct operating standards and other standards for maintenance.
Process Capability Improvement
Plan
Sometimes capability of a process needs to be enhanced to obtain high Cp
value for critical characteristics. This plant again follows the analysis for
variation in the characteristics and taking countermeasure against all the
sources.

5. Difference between Quality Assurence &

Quality Control

Quality Assurance

Quality Control

A planned and systematic set of activities The process by which product quality is
necessary to provide adequate confidence compared with applicable standards; and
that requirements are properly established the action taken when nonconformance is
and products or services conform to
detected.
specified requirements.
An activity that establishes and evaluates An activity which verifies if the product
the processes to produce the products.
meets pre-defined standards.
Helps establish processes.
Sets up measurements programs to
evaluate processes.

Implements the process.

Verifies if specific attribute(s) are in a
specific product or service

Identifies weaknesses in processes and

improves them.

Identifies defects for the primary purpose

of correcting defects.

QA is the responsibility of the entire team. QC is the responsibility of the tester.

Prevents the introduction of issues or
Detects, reports and corrects defects
defects

QA evaluates whether or not quality

control is working for the primary purpose
of determining whether or not there is a
weakness in the process.

QC evaluates if the application is working

for the primary purpose of determining if
there is a flaw / defect in the
functionalities.

QA improves the process that is applied to QC improves the development of a

multiple products that will ever be
specific product or service.
produced by a process.
QA personnel should not perform quality
control unless doing it to validate quality
control is working.

QC personnel may perform quality

assurance tasks if and when required.

6. Implementation of Total Quality

Management (TQM)

TQM is a management philosophy that seeks to integrate all organizational

functions (marketing, finance, design, engineering, and production, customer
service, etc.) to focus on meeting customer needs and organizational
objectives.
TQM views an organization as a collection of processes. It maintains that
organizations must strive to continuously improve these processes by
incorporating the knowledge and experiences of workers. The simple
objective of TQM is "Do the right things, right the first time, every time". TQM
is infinitely variable and adaptable. Although originally applied to
manufacturing operations, and for a number of years only used in that area,
TQM is now becoming recognized as a generic management tool, just as
applicable in service and public sector organizations. There are a number of
evolutionary strands, with different sectors creating their own versions from
the common ancestor. TQM is the foundation for activities, which include:
Commitment by senior management and all
employees
Meeting customer
requirements
Reducing development cycle
times
Just In Time/Demand Flow
Manufacturing

Improvement
teams

Reducing product and service

costs
Systems to facilitate
improvement

Line Management
ownership

Employee involvement and

empowerment
Recognition and
celebration

Challenging quantified goals and

benchmarking

Focus on processes / improvement

plans
Specific incorporation in strategic

planning
This shows that TQM must be practiced in all activities, by all personnel, in
Manufacturing, Marketing, Engineering, R&D, Sales, Purchasing, HR, etc.

Principles of TQM

The key principles of TQM are as

following:

 Management

Commitment
1. Plan (drive,
direct)
2. Do (deploy, support,
participate)
3. Check
(review)
4. Act (recognize, communicate,
revise)
Employee
Empowerment
1. Training
2. Suggestion
scheme
3. Measurement and
recognition
4. Excellence
Factteams
Based Decision
Making1. SPC (statistical process
control)
2. DOE, FMEA
3. The 7 statistical
tools
4. TOPS (FORD 8D - Team Oriented Problem
Solving)
Continuous
Improvement
1. Systematic measurement and focus on
CONQ
2. Excellence
teams
3. Cross-functional process
management
4. Attain, maintain, improve
standards
Customer
Focus 1. Supplier
partnership
2. Service relationship with internal
customers
3. Never compromise
quality
4. Customer driven
standards

1. Preventing mistakes (defects) from occurring (Mistake - proofing or

Poka-Yoke).
2. Where mistakes can't 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 organization's current reality. Relevant
preconditions have to do with the organization's 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. Kanter (1983) addresses this phenomenon
be describing building blocks which are present in effective organizational
change. These forces include departures from tradition, a crisis or galvanizing
event,
strategic
individual
"prime movers,"
and
action
vehicles.
The Concept
ofdecisions,
Continuous
Improvement
by TQM
TQM
is mainly
Departures
fromcontinuous
tradition are
activities, usually
at lower
levels
thestrategic
concerned with
improvement
in all work,
from
high of
level
organization,
which
occur
when
entrepreneurs
move
outside
the
normal
planning and decision-making, to detailed execution of work elements onways
the
of
operating
to
solve
a
problem.
A
crisis,
if
it
is
not
too
disabling,
can
also
help
shop floor. It stems from the belief that mistakes can be avoided and defects
create
sense of urgency
can mobilize
people results,
to act. In
case of of
can be aprevented.
It leads which
to continuously
improving
inthe
all aspects
TQM,
this
may
be
a
funding
cut
or
threat,
or
demands
from
consumers
or
work, as a result of continuously improving capabilities, people, processes,
other
stakeholders
for
improved
quality
of
service.
After
a
crisis,
a
leader
may
technology and machine capabilities.
intervene strategically by articulating a new vision of the future to help the
organization
deal with it. Amust
plandeal
to implement
TQMimproving
may be such
a strategic
Continuous improvement
not only with
results,
but
decision.
Such a leader
may then capabilities
become a prime
mover,
who takes
charge
more importantly
with improving
to produce
better
results
in the in
championing
themajor
new idea
showing
others howimprovement
it will help them
get
future. The five
areasand
of focus
for capability
are demand
where
they want
togeneration,
go. Finally, action
vehicles
are needed
mechanisms
generation,
supply
technology,
operations
and and
people
capability.or
structures to enable the change to occur and become institutionalized.
Steps
A
central
in principle
Managing
of TQM
the Transition
is that mistakes
Beckhard
may and
be made
Pritchard
by people,
(1992)but
have
most
of them are
outlined
the caused,
basic steps
or atinleast
managing
permitted,
a transition
by faulty
to systems
a new system
and processes.
such as
This means
TQM:
identifying
that the
tasks
root
to cause
be done,
of such
creating
mistakes
necessary
can be
management
identified and
eliminated, developing
structures,
and repetition
strategies
can be for
prevented
buildingby
commitment,
changing the
designing
process.
mechanisms to communicate the change, and assigning resources.
There are three major mechanisms of
prevention:

Task identification would include a study of present conditions (assessing

current reality, as described above); assessing readiness, such as through a
force field analysis; creating a model of the desired state, in this case,
implementation of TQM; announcing the change goals to the organization;
and assigning responsibilities and resources. This final step would include
securing outside consultation and training and assigning someone within the
organization to oversee the effort. This should be a responsibility of top
management. In fact, the next step, designing transition management
structures, is also a responsibility of top management. In fact, Cohen and
Brand (1993) and Hyde (1992) assert that management must be heavily
involved as leaders rather than relying on a separate staff person or function
to shepherd the effort. An organization wide steering committee to oversee
the effort may be appropriate. Developing commitment strategies was
discussed above in the sections on resistance and on visionary leadership.

To communicate the change, mechanisms beyond existing processes will

need to be developed. Special all-staff meetings attended by executives,
sometimes designed as input or dialog sessions, may be used to kick off the
process, and TQM newsletters may be an effective ongoing communication
tool to keep employees aware of activities and accomplishments.
Management of resources for the change effort is important with TQM
because outside consultants will almost always be required. Choose
consultants based on their prior relevant experience and their commitment to
adapting the process to fit unique organizational needs. While consultants will
be invaluable with initial training of staff and TQM system design, employees
(management and others) should be actively involved in TQM
implementation, perhaps after receiving training in change management
which they can then pass on to other employees. A collaborative relationship
with consultants and clear role definitions and specification of activities must
be established.
In summary, first assess preconditions and the current state of the
organization to make sure the need for change is clear and that TQM is an
appropriate strategy. Leadership styles and organizational culture must be
congruent with TQM. If they are not, this should be worked on or TQM
implementation should be avoided or delayed until favorable conditions
exist.
Remember that this will be a difficult, comprehensive, and long-term process.
Leaders will need to maintain their commitment, keep the process visible,
provide necessary support, and hold people accountable for results. Use input
from stakeholder (clients, referring agencies, funding sources, etc.) as
possible; and, of course, maximize employee involvement in design of the
system.
Always keep in mind that TQM should be purpose driven. Be clear on the
organization's vision for the future and stay focused on it. TQM can be a
powerful technique for unleashing employee creativity and potential, reducing
bureaucracy and costs, and improving service to clients and the community.
Conclusion TQM encoureges participation amongst shop floor workers and
managers. There is no single

theoretical formalization of total quality, but Deming, Juran and Ishikawa

provide the core assumptions, as a "...discipline and philosophy of
management which institutionalizes planned and continuous...
improvement ... and assumes that quality is the outcome of all activities that
take place within an organization; that all functions and all employees have
to participate in the improvement process; that organizations need both
quality systems and a quality culture.".

7. Why Total Productivity Management

(TPM)?

Total Productivity Management (TPM) is becoming an industrial

standard and it is an approach to optimize the effectiveness of production
means in a structured manner. TPM focusses on improving the Planned
Loading Time. The gap (losses) between 100% and actual efficiency can be
categorized into 3 categories: - Availability - Performance - Yield (Quality Rate)
Availability losses: Breakdowns and changeovers indicate situations where
the line is not running while it should be. Performance losses: Speed
losses and small stops/idling/empty positions indicate the line is running, but
is not providing the quantity it should. Yield losses: Additionally, when the
line producing products, there are losses due to rejects and start-up quality
losses. These losses lead to the Overall Equipment Effectiveness indicator,
which tells you how efficiently you produce when you have planned to
produce. TPM helps you to improve your OEE by providing a structure to
quantify these losses, and by subsequently giving priority to the most
important ones. TPM provides concepts and tools to achieve both short and
longer term improvements.

8. Applying Total Quality Management In

Academics

Total Quality Management, TQM, is a method by which management and

employees can become involved in the continuous improvement of the
production of goods and services. It is a combination of quality and
management tools aimed at increasing business and reducing losses due to
wasteful practices.
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.

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.

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 Relationships According 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.

9.
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8.
Principle
#2: Continuous Improvement and Self Evaluation The second
http://sinche.uom.gr/sites/default/files/ijee95
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of TQM applied to education is the total dedication to continuous
9.pdf
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improvement,
personally and collectively. Within a Total Quality school
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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 problem-solving. 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 Process The 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: Leadership The 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 principle-centered teaching provide the leadership, framework,
and tools necessary for continuous improvement in the learning process.