Instructed by

Muhammad Waqas Chughtai

What is TQM?
Total: Made up the whole (organization-wide,
suppliers, customers.

Quality: Degree of excellence

Q= Performance/Expectations

Management: Art of directing & controlling.

Prepared by Muhammad Waqas Chughtai

Definitions of TQM
 TQM is the art of managing the whole to achieve
excellence.
 TQM is based on measures that make confidence to
provide goods & services according to the customer’s
perceptions.
 TQM is the philosophy and a set of guiding principles
that represent the foundation of a continually
improving firm.

Prepared by Muhammad Waqas Chughtai

Continued…
"TQM is a management approach for 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."
Definition
TQM is composed of three paradigms:
Total: Organization wide
Quality: Standards for excellence
Management: The system of managing with steps like
Plan, Organize, Control, Lead, Staff, etc.

Prepared by Muhammad Waqas Chughtai

Dimensions of Quality
Durability- Useful life ,include repair.

Service-Resolution of problems, ease of repair.

Response- Human relations with Customers.

Aesthetics-Sensory Features.

Reputation- Past performance, Company

Image.
5
Explanation
 TQM requires that the company maintain
this Quality Standards 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.

Prepared by Muhammad Waqas Chughtai

Benefits of TQM
 Improve quality
 Employee participation and satisfaction
 Teamwork and working relationship
 Customer satisfaction
 Communication
 Profitability and Market Share

Prepared by Muhammad Waqas Chughtai

Barriers/Challenges to TQM
 Lack of management commitment
 Inability to change organization culture
 Improper planning
 Lack of continues training & education
 Ineffective measurement techniques
 Paying inadequate attention to customer
 Failure to continually improve.
 Inadequate use of manpower.

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Evolution of quality Era
Evolution

TQM

TQC &CWQC

TQC

SQC

Inspection

Foreman

Craftsman
Years
1900 1920 1940 1960 1980 1990 2000
9
Evolution of quality –Means & Focus
1980 1985 1990 1995 2000
1975

Productivity Quality TQC/TQM

Total
Quality Quality
Circle

Quality
Employee
of
Involvement
Work life

Self Self
Directed Directed/Manage
Employees Teams d
Empowerme
Teams
nt

Operation Customers Innovations

10
Guru’s of TQM
 Walter.A.Shewhart -TQC &PDSA
 W.Edwards Deming- 14 Points & PDCA
 Joseph.M.Juran-Juran’s Trilogy

 A.Feiganbaum-Customer
requirement,CWQC,Employee
Involvement, TQC.

11
Guru’s of TQM
 Kaoru Ishikawa-Disciple of Juran &
Feigenbaum. TQC in Japan, SPC, Cause
&Effect Diagram,QC.
 Philips.B.Crosby. Four Absolutes-Quality-
Req, Prevention of NC,Zero Defects &
Measure of NC.
 Taguchi.G-Loss Function.

12
 Leadership

Prepared by Muhammad Waqas Chughtai

Definition of Leadership
 Leadership is the ability to influence individuals or
groups toward the achievement of goals.
 Leadership is the ability to get work done with and
through other, while at the same time winning their
confidence, loyalty, respect and willing cooperation.
 Leadership is the ability to motivate others to
achieve goal of outcome.

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Leadership Theories
 Trait theories
 Behavior Theories
Conventional Wisdom about Leadership
Research Findings about Leadership
Common Things between Leader &
Manager
 Both make decisions
 Both help groups to make decisions
 Both help to resolve conflicts
 Both set the goals
 Both motivate others
All Leaders are Managers, but
not all Managers are Leader?

True/False ?
 Leader Vs Manager
Leader Manager
Innovator Administrator
Leading & Developing People Managing Process
Have a Long-Range View Have a Short-Range View
Ask What & Why Ask How & When
Originate Initiate
Have Eyes on Horizon Have Eyes on Bottom

Prepared by Muhammad Waqas Chughtai

Leader traits that influence the
Leadership Process
 Personality

 Position

 Experience
Follower traits that influence the
Leadership Process
 Expectation
 Personality
 Maturity
 Competency level
 Motivation
 Number of followers
 Trust & Confidence
How Leader interact with Follower?
How Leader interact with Follower?
How Leader interact with Follower?
Leadership is not about
who’s boss or who’ s
incharge. It is about who
gains respect from others.
Building Power for Leadership
Trust: The Foundation
of Leadership
Trust: The Foundation
of Leadership
Trust: The Foundation of
Leadership
 Integrity (Honesty & Trustfulness)
 Competence (Technical/Interpersonal Skills)
 Consistency (Reliability, Predictability, Good handling
the situation)
 Loyalty ( Willingness to protect and save face for a
person)
 Openness (Willingness to share ideas and information
openly)
Leadership Styles
 Autocratic (Authoritarian)
 Bureaucratic (Follow by the Book)
 Democratic (Participative Approach)
 Coercive (Power to Punish)
 Transformational (Influencing
behavior)
 Transactional (Motivational Approach)
 Laissez-Faire (Hand off)
Characteristics of Quality Leader
 Priority attention to internal and external customer.
 Empower, rather than control subordinates.
 Emphasize improvement rather than maintenance.
 Emphasize prevention
 Encourage collaboration rather than competition
 Train & coach rather than direct & supervise
 Learn from problems
 Choose suppliers on basis of quality not price
 Encourage & Recognize team efforts
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The Seven Habit of highly effective People
1. Be Proactive: Don’t let fate control you, you control it.
2.Begin with the end in mind: Have a vision and plan
3.Put first thing first: Learn from priorities
4.Think win-win: Seek mutual benefits
5.Seek first to understand, then be understood
6. Synergy: Teams are better than individuals
7.Sharpen the Saw: renew one’s physical, mental and
emotional dimensions

Prepared by Muhammad Waqas Chughtai

The Deming Philosophy
William Edwards Deming
(October 14, 1900 – December 20,
1993) was an American statistician,
professor, author, lecturer, and
consultant. He is perhaps best
known for his work in Japan. There,
from 1950 onward, he taught top
management how to improve design
(and thus service), product quality,
testing and sales (the last through
global markets) through various
methods, including the application
of statistical methods.

Prepared by Muhammad Waqas Chughtai

Deming’s Seven Deadly Diseases
1. Lack of constancy of purpose.
2. Emphasis on short-term profits
3. Evaluation of performance rating, merit rating or
annual performance review. (Individually)
4. Mobility of Management.
5. Running a company on visible figures along.
6. Excessive medical cost.
7. Excessive cost of warranty.

Prepared by Muhammad Waqas Chughtai

The Deming Cycle

Act Plan

Check Do

Prepared by Muhammad Waqas Chughtai

Example: Consumer Product Research Through
Deming’s Cycle

Plan

Evaluate Do
Consumer
Product
Research

Act Check

Prepared by Muhammad Waqas Chughtai

 THANKS

Prepared by Muhammad Waqas Chughtai