“Total Quality

Management”

A Project Report

ACKNOWLEDGEMENT

I would like to thank Mrs. Manisha Anand for her support and co-
operation in completion of the project report within the stipulated time
period.

INDEX

3. CHAPTER THREE

7. CHAPTER SEVEN

INTRODUCTION

CONCEPTS AND PHILOSOPHIES

OF TQM

THE ACCEPTABILITY OF TQM

THE ESSENTIALS OF TQM

THE EFFECTS OF TQM

IMPLEMENTATION OF TQM

TQM TOOLS
 CASE STUDY ON IBM (TIVOLI SOFTWARE).

GLOSSARY

International Business Machine

Corporation

Total Quality Management

International Standard Organization

Total Productive Maintenance

Quality Control Circles

Business Process Re-Engineering

Total Quality Circles

Automated Teller Machines

Control Processing Centre

Computer Aided Design

Including

Plan-Do-Check-Act

Quality Management System

SUMMARY

Every nation has its own independent historical and cultural background. The quality sce-
-nario , therefore, differs from one national setting to the other. The nations are
orienting their quality management strategies and systems to meet the requirements
of the opera-ing environment though the primary focus remains the same, that is,
Total Customer Sat-
isfication .Many of the present techniques of quality management were developed in
Japan. However, U.S.A., European nations and developing nations have also
contributed
significantly to this development. The studies carried out by researchers in different
national settings reveal that the concept and philosophies of TQM are not
understood by the managers and others.An all out effort , therefore is required to
promote the understan-
-ding by launching massive educational and management development programs at
all
levels so as to create a cultural consciousness towards quality. TQM is not
undimensional approach but is multifaceted in nature.Understanding these facets is
essential to promote a successful quality improvement program. An integrated
approach on all vital compon-
ents of TQM is required to achieve the desired goal.

So, the summarization is being done in the following points.

1. TQM has been accepted by both service and manufacturing organizations,globally

as a
systematic management approach to meet the competitive challenges.

2. TQM redefines the quality with emphasis on top management commitment and
custo-
-mer satisfaction.

3. The benefits of TQM are numerous and are increasingly realized by

organizations.
4. TQM provides a linkage between productivity and quality.

5. The application of TQM tools increases a company’s efficiency.

6. The focus of TQM is on:

Involvement of everyone in organization in continuous improvement.

Commitment to satisfy customers.
Participation through teamwork.
Commitment and Leadership of top management.

CHAPTER ONE

INTRODUCTION

 DEFINITION

As defined by ISO:

"TQM is a management approach of an organization, centered on quality,

based on the participation of all its members and aiming at long-term success
through customer satisfaction, and benefits to all members of the
organization and to society."

In Japanese, TQM comprises four process steps, namely:

1. Kaizen – Focuses on Continuous Process Improvement, to make

processes visible, repeatable and measureable.

2. Atarimae Hinshitsu – Focuses on intangible effects on processes and

ways to optimize and reduce their effects.

3. Kansei – Examining the way the user applies the product leads to
improvement in the product itself.

4. Miryokuteki Hinshitsu – Broadens management concern beyond the

immediate product.

TQM requires that the company maintain this quality standard in all aspects
of its business. This requires ensuring that things are done right the first time
and that defects and waste are eliminated from operations.

Total Quality Management (TQM) is a management strategy aimed at

embedding awareness of quality in all organizational processes. TQM has
been widely used in manufacturing, education, government, and service
industries, as well as NASA space and science programs.
Although W. Edwards Deming is largely credited with igniting the quality
revolution in Japan starting in 1946 and trying to bring it to the United States in
the 1980s, Armand V. Feigenbaum was developing a similar set of principles at
General Electric in the United States at around the same time. "Total Quality
Control" was the key concept of Feigenbaum's 1951 book, Quality Control:
Principles, Practice, and Administration, a book that was subsequently released
in 1961 under the title, Total Quality Control (ISBN 0070203539). Joseph Juran,
Philip B. Crosby, and Kaoru Ishikawa also contributed to the body of knowledge
now known as TQM.

The American Society for Quality says that the term Total Quality Management
was first used by the U.S. Naval Air Systems Command "to describe its
Japanese-style management approach to quality improvement."[1] This is
consistent with the story that the United States Department of the Navy
Personnel Research and Development Center began researching the use of
statistical process control (SPC); the work of Juran, Crosby, and Ishikawa; and
the philosophy of Deming to make performance improvements in 1984. This
approach was first tested at the North Island Naval Aviation Depot.

In his paper, "The Making of TQM: History and Margins of the Hi(gh)-Story"
from 1994, Xu claims that "Total Quality Control" is translated incorrectly from
Japanese since there is no difference between the words "control" and
"management" in Japanese. William Golimski refers to Koji Kobayashi, former
CEO of NEC, being the first to use TQM, which he did during a speech when he
got the Deming prize in 1974.

 TQM :- “A QUALITY ORIENTED APPROACH”

Total Quality Management (TQM) is one of quality-oriented approaches that

many organisations adopt. It is generally acknowledged that manufacturing
companies need to be quality oriented in conducting their business to survive the
business world. TQM is an integrated management philosophy and a set of
practices that emphasise top management commitment, customer focus, supplier
relationship, benchmarking, quality-oriented training, employee focus, zero-
defects, process improvement, and quality measurement. This paper investigates
the structural linkages between TQM, product quality performance and business
performance in the electronics industry in Malaysia. Given the nature of this
study, the statistical analysis technique called Structural Equation Modelling was
used. This preliminary result suggests that there is insufficient statistical
evidence to conclude significant simple relationships between TQM, product
quality performance, and business performance. This implies that the electronics
industry cannot assume direct causal linkages between these three constructs,
which might also suggest that there is a more complex relationship between
TQM, product quality performance, and business performance. However, the
results reveal that top management commitment, supplier relations and training
in particular appear to be of primary importance for TQM practices in Malaysian
electronics companies.