UNIVERSITY OF KHARTOUM

FACULTY OF ENGINEERING

MEM
TOTAL QUALITY MANAGEMENT
AND CONTINUOUS IMPROVEMENT
LEC 4,5 (TQM)
by:

Dr . Dina M. Belal
TQM implementation cause

 Many companies had suffered from losses

due to lack of quality or less market share

For example Xerox market share dropped from

93% to 40% in 1981
For d Motor company had operating losses of 3-
3 billion between 1980 and 1982
TOTAL QUALITY MANAGEMENT
DEFINITION?
Total Quality Management (TQM) is an approach that seeks
to improve quality and performance which will meet or
exceed customer expectations.
This can be achieved by integrating all quality-related
functions and processes throughout the company.
TQM looks at the overall quality measures used by a
company including managing quality design and
development, quality control and maintenance, quality
improvement, and quality assurance.
TQM takes into account all quality measures taken at all
levels and involving all company employees.
 TQM
 Total : made up of the whole

 Quality: degree of excellence

a product or service provides

 Management: act or art or

manner of planning ,
implementing, controlling,
directing, ,,,,

 Therefore, TQM is the art of

managing the whole to
achieve excellence
What does TQM mean

 Total quality management means that the

organization’s culture is defined by and
supports the constant attainment of
customer satisfaction through an integrated
system of tools, techniques and training.

 This involves the continuous improvement o f

organizational processes resulting in high
quality products.
Therefore TQM concentrates on
two things
 Total client satisfaction through providing
quality products and services

 Continuous improvements to processes,

systems, people, suppliers, partners, products
and services
 TQM goal
The TQM goal is :

“Do the right things Right the first time, every time”
TQM concepts

 Leader ship
 Customer satisfaction
 Employee involvement
 Continuous process improvement
 supplier partnership
 Performance measures
Productivity and TQM

 Traditional view:
Quality can not be improved without significant
losses in productivity

 TQM view:
Improved quality leads to improved productivity
Aspects of TQM ,,,,3Cs

 Counting : tools and techniques and training

their use for analyzing, understanding and
solving quality problems

 Customers : quality for customer as a driving

force for central concern

 Culture : shared values and beliefs,

expressed by leaders that define and support
quality
 currently we have 6 C’s of
TQM
TQM and continuous improvement

 TQM is the management process used to

make continuous improvements to all
functions
 TQM represents and ongoing continuous
commitment to improvement
 The foundation to total quality is a
management philosophy that supports
meeting customer requirements through
continuous improvement
The difference between the traditional
method and continuous improvements
The value based approach

2- Manufacturing dimensions:
 Performance
 Features
 Reliability
 Conformance
 Durability
 Serviceability
 Aesthetics
 Perceived quality
The value based approach

2- Service dimensions
 Reliability
 Responsiveness
 Assurance
 Empathy
 tangibles
The total quality system
Benefits of TQM

1. Great customer loyalty

2. Markert share improvement
3. Higher stock prices
4. Reduced service calls
5. Higher prices
6. Greater productivity
Barriers of implementing the
TQM system

 Assignment No 1: date 24/8/2017

to be submitted after two weeks time
1- What is the difference between the
traditional method and continuous
improvement?
2- What are the barriers of implementing
Lecture five
Quality costs
Types of quality costs

 The cost of quality is generally classified into

four categories:
1. Cost of prevention
2. Cost of appraisal
3. Cost of internal failure
4. Cost of external failure
1- prevention cost
 Prevention costs include those activities which
remove and prevent defects from occurring in
the production process.

 Included are such activities as quality planning

production reviews, training and engineering
analysis which are incurred to ensure that poor
quality is not produced
2- Cost of appraisal

 Those costs incurred to identify poor quality

products after they occur but before
shipment of customers eg. inspection
activities
3- Cost of internal failure

 Those incurred during the production

process include such items as
machine downtime, poor quality
materials, scrap and rework
4- Cost of External failure

 Those incurred after the product is shipped

External failure costs include returns and
allowances warranty costs and hidden costs
of customer dissatisfaction and lost market
share.
1- analyze the situation of H&S company in
terms of quality costs?
2- what do you expect to happen in the 5 th
year