TOTAL QUALITY MANAGEMENT

Defined as a continuous effort by the

management as well as employees of
a particular organization to ensure
long term customer loyalty and
customer satisfaction.
THE CONCEPT OF TOTAL QUALITY MANAGEMENT

TQM is presented as a holistic approach

which requires customer orientation,
empowered people, attention to the
process, a good quality system, and
continuous improvement.
THE PHILOSOPHY BEHIND TOTAL QUALITY MANAGEMENT
WILLIAM EDWARDS
DEMING
Is considered to be the pioneer and the
founder of the quality movement (Graeme,
2011; Goetsch and Davis, 2014). Deming’s
work in Japan resulted in Japanese factories
dominating the manufacturing sector with high
quality and low cost. His major contributions to
the quality management field are,
• The Fourteen Points
• The Deadly Diseases
• The System of Profound Knowledge
• Deming Wheel
1. Create constancy of purpose
THE FOURTEEN POINTS
2. Adopt the new philosophy
3. Cease dependence on mass inspection
4. Cease award of business on price tag alone
5. Improve constantly and forever the system of production and service
6. Institute training
7. Institute leadership
8. Drive out fear
9. Break down barriers between departments
10.Eliminate slogans, exhortations, and targets
11.Eliminate numerical quotas for the workforce and numerical goals for
management
12.Remove barriers that deny people pride of workmanship
 THE DEADLY
DISEASES
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of
performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fuelled by lawyers who work for
contingency fees
THE SYSTEM OF PROFOUND
KNOWLEDGE
Its four points it advocates holistic
approach:

(1) appreciation of a system,

(2) knowledge of variation,
(3) theory of knowledge and
(4) knowledge of psychology.
DEMING WHEEL

Deming modified it for his

lecture at the Japanese Union
of Scientists and Engineers
(JUSE), presenting it with four
steps:
• design, production, sale
and research.
In his later work Deming
modified PDCA cycle to PDSA
cycle, substituting Check
phase with Study phase
JOSEPH MOSES JURAN

Juran focused on managing for quality. The Quality

Trilogy, cost of poor quality are considered to be his
major contributions. In his work he advocated
embedding quality into the corporate culture,
creating quality habit, through a four-stage approach
• Goals – establish specific goals for an organization
• Plans – detail ways to achieve these goals
• Responsibilities – assign tasks for executing the
plans
• Rewards – base rewards on results
THE QUALITY TRILOGY

Juran was inspired by financial processes of (1) budgeting, (2) cost control,
expense control, and (3) cost reduction, profit improvement. He created
parallel processes for quality, namely (1) quality planning, (2) quality
control, and (3) quality improvement.

COST OF POOR QUALITY

Juran developed a Cost of Quality approach, which enabled
companies to asses the costs related to quality. He divided cost of
poor quality into cost of nonconformities, cost of inefficient processes
and cost of lost opportunities for sales revenue.
 PHILIP BAYARD CROSBY

Crosby developed quality is free and zero

defects concepts, and believed that
appropriate quality management would
contribute to growth and survival of a
company. He proposed DRIFT (Do It Right
the First Time) principle, supported by four
major principles.
• The definition of quality is conformance to
requirements (requirements meaning both the
product and the customer’s requirements)
• The system of quality is prevention
• The performance standard is zero defects
(relative to requirements)
 14-POINT PLAN FOR IMPROVING QUALITY
1. Management must be clearly committed to the importance of quality
2. Quality improvement programmes need to be supported by a multifunctional team
3. Quality measures need to be in place
4. The cost of quality needs to include the price of non-conformance as well as the price of
conformance so as to help prioritize action
5. Quality awareness needs to be promoted throughout the organization
6. Improvements and ideas need to be actioned at the appropriate level of an organization
7. The goal is to achieve a position of zero defects
8. Education and training should form the basis of any quality programme
9. A specific future date should be established as zero-defects days
10.Management needs to set goals
11.Everyone is to be responsible for identifying the source of defects and errors
12.A quality programme should receive public, non-financial recognition
13.A quality council should be formed to help share experiences, problems and ideas
14.To highlight the never-ending process of quality programmes, companies then need to
KAORU ISHIKAWA

Credited for the creation of cause and effect

diagram and quality circle concept. He
believed that quality should come first, and
proposed a holistic approach to the quality
which he called an integrated quality.
QUALITY CIRCLES

a small group between three and twelve people who do the same
or similar work, voluntarily meeting together regularly for about
an hour per week n paid time, usually under the leadership of
their own supervisor, and trained to identify, analyze, and solve
some of the problems in their work, presenting solutions to
management, and where possible, implementing the solutions
themselves.

Cause-and-effect diagrams
are causal diagrams that show the causes of a specific event,
useful and simple tool for root cause analysis.
ARMAND FEIGENBAUM

The originator of the term “Total Quality

Control”. He believed that significant quality
improvement could only be achieved by the
participation of everyone in the organization.