Total Quality Management TQM

Total Quality Management - TQM

The quality journey continues..
Author:
Dr Rhys Rowland-Jones
Standards in Action
www.bsieducation.org/standardsinaction
Session Plan
Introduction to concepts of TQM

Standards and TQM
TQM Reasons for failure
Measurement of Quality
Standards in Action
Total Quality Management
TQM is a philosophy which applies equally to all parts of the

organization.
TQM can be viewed as an extension of the traditional approach
to quality.
TQM places the customer at the forefront of quality decision
making.
Greater emphasis on the roles and responsibilities of every
member of staff within an organization to influence quality.
All staff are empowered.
Standards in Action
Total Quality Management

Doing things right..
.FIRST time.
Standards in Action
Internetix (2005)
British Standards on TQM

BS 7850-1:1992
Total quality management.
Guide to management principles.
BS 7850-2:1994,
ISO 9004-4:1993
Total quality management. Guidelines for quality
improvement.
Standards in Action
Elements of TQM
Leadership
Top management vision, planning and support.
Employee involvement
All employees assume responsibility for the quality of their work.
Product/Process Excellence
Involves the process for continuous improvement.
Standards in Action
Elements of TQM
Continuous Improvement
A concept that recognizes that quality improvement is a journey
with no end and that there is a need for continually looking for new
approaches for improving quality.
Customer Focus on Fitness for Use

Design quality
Specific characteristics of a product that determine its value in the
marketplace.
Conformance quality
The degree to which a product meets its design specifications.
Standards in Action
A fundamental concept of TQM

from BS 7850 - a Process
A set of inter-related resources and activities which
transform inputs into outputs. (ISO 8402).
Any activity that accepts inputs, adds values to these
inputs for customers, and produces outputs for these
customers. The customers may be either internal or
external to the organization. (BS 7850)
Standards in Action
"The Simple Process"

Controls
Inputs
Proces
s
Resources
(Source: BS 7850: 1992, Total Quality

Management)
Standards in Action
Outputs
Changing Role of the Process Owner

Process 1
Input from
supplier
As customer
Process owner
Process 1
Output
As supplier
Input
As customer
Process owner
As supplier
Output to
customer
(Source: BS 7850: 1992, Total Quality Management)

Standards in Action
TQM & organizational Cultural Change

Traditional Approach
TQM
Lack of communication
Open communications
Control of staff
Empowerment
Inspection & fire fighting
Prevention
Internal focus on rule
External focus on customer
Stability seeking
Continuous improvement
Adversarial relations
Co-operative relations
Allocating blame
Solving problems at their roots
Standards in Action
Expectations >
perceptions
Perceived quality
is poor
Customers
expectations
for the product
or service
Expectations =
perceptions
Expectations <
perceptions
Perceived quality is
good
Standards in Action
Customers
perceptions of the
product or service
Gap
Customers
perceptions of
the product or
service
Customers
expectations of
the product or
service
Gap
Customers
perceptions of
the product or
service
Customers
expectations for
the product or
service
Perceived quality is governed by the gap between customers

expectations and their perceptions of the product or service
Source: Slack et al. 2004
Additional views of Quality in Services
Technical Quality versus Functional Quality

Technical quality the core element of the good or service.
Functional quality customer perception of how the good functions or
the service is delivered.
Expectations and Perceptions

Customers prior expectations (generalized and specific service
experiences) and their perception of service performance affect their
satisfaction with a service.
Satisfaction = (Perception of Performance) (Expectation)
Standards in Action

Word of mouth
communications
Previous
Experience
Image of product
or service
Customers
perceptions
concerning the
product or service
Customers
expectations
concerning a
product or service
A Gap model
of Quality
Gap 4
Customers own
specification of
quality
Gap 1
organizations
specification of
quality
Managements
concept of the
product or service
The actual product

or service
Gap 3
Gap 2
Standards in Action
Source: Parasuraman, Zeithman and Berry.

1985
Continuous Improvement
Philosophy that seeks to make never-ending

improvements to the process of converting inputs into
outputs.
Kaizen: Japanese
word for continuous
improvement.
Standards in Action
Implementing TQM
Successful Implementation of TQM
Requires total integration of TQM into day-to-day operations.
Causes of TQM Implementation Failures

Lack of focus on strategic planning and core competencies.
Obsolete, outdated organizational cultures.
Standards in Action
Obstacles to Implementing TQM
Lack of a company-wide definition of quality.

Lack of a formalized strategic plan for change.
Lack of a customer focus.
Poor inter-organizational communication.
Lack of real employee empowerment.
Lack of employee trust in senior management.
View of the quality program as a quick fix.
Drive for short-term financial results.
Politics and turf issues.
Standards in Action
Some criticisms of TQM

1.
2.
3.
4.
Blind pursuit of TQM programs

Programs may not be linked to strategies
Quality-related decisions may not be tied to market
performance
Failure to carefully plan a program
Standards in Action
Performance
PDCA Cycle repeated to create continuous

improvement
Plan
Act
Do
Check
Continuous
improvement
Standards in Action
Time
Recognizing and rewarding Quality

Promotion of high quality goods and services
Malcolm Baldrige National Quality Award (MBNQA) (United States)
Deming Prize (Japan)
European Quality Award (European Union)
ISO9000 certification
Standards in Action
The integrated framework of the Baldrige Award criteria
Source: 2004 Criteria for Performance Excellence, U.S. Dept. of Commerce, Baldrige National Quality Program, National Institute of Standards and Technology, Gaithersburg, MD 20899. (www.quality.nist.gov)
Standards in Action
Continual
Continualimprovement
improvementof
ofthe
thequality
qualitymanagement
management system
system
Customers
(and other
interested
parties)
Customers
(and other
interested
parties)
Management
responsibility
Measurement,
analysis and
improvement
Resource
management
Satisfaction
Requirements
Input
Key:
Value adding activity
information flow
Product
realisation
Product
Output
Standards in Action
Source: BS EN ISO
9001:2000
Overview of the EFQM Excellence Model
Standards in Action
Quality Award common elements
All take holistic approach

Customers/people
Measurable characteristics
Visible
Basis taken from TQM
Standards in Action
Summary
TQM a way of working

Involves everyone
High prominence on customer
Awards based upon TQM
Standards in Action

Total Quality Management TQM

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Total Quality Management - TQM