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Mr. Hasan HaiderMr. Hasan Haider -- NPO PakistanNPO Pakistan

What is TQMWhat is TQM

It provides overall concept that fostersIt provides overall concept that fosterscontinuous improvementcontinuous improvement in thein the

organizationorganization Its philosophy stress aIts philosophy stress a systematic,systematic,

integratedintegrated,, consistentconsistent organizationorganization--wide perspective involving everyonewide perspective involving everyone

and every thing.and every thing. It primarily focuses on totalIt primarily focuses on total customercustomer

satisfactionsatisfaction. (Internal and External. (Internal and Externalboth)both)

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TQM DefinitionTQM Definition

TotalTotal-- EveryoneEveryoneassociated withassociated with

the company is involved inthe company is involved in

continuous improvementcontinuous improvement

QualityQuality-- CustomersCustomers expected andexpected and

implied requirementsimplied requirementsareare

met fully.met fully. ManagementManagement --Executives are fullyExecutives are fully

committedcommitted..

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Meanings of TQMMeanings of TQM

At every Level/Stratum

At every Level/Stratum

Management Methods

Management MethodsAnalytical Methods

Analytical Methods

Q (Quality):Quality improvement

Q (Quality):Quality improvement

C (Cost):Cost reduction

C (Cost):Cost reduction

D (Delivery):Delivery execution

D (Delivery):Delivery executionS (Safety):Safety maintenance

S (Safety):Safety maintenance

E(Environmental):Environmental protection

E(Environmental):Environmental protection

M (Morale):Morale boosting

M (Morale):Morale boosting

System

System

All persons

All persons

Of all divisions

Of all divisions

TQMmeans

TQMmeans

Method

Method

Purpose

Purpose

strivetoattain

...

s

trivetoattain

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Lipton Tea (Product & Services)

ABN Amro Bank Services

Carpenter and Workshop (Product & Services)

LG Mobile Compass (Innovative approach)

Shampoo Bottles (Product oriented)

Golf Clubs (Product oriented )

Watch (Innovative approach through feed back)

Tomato Ketchup (Product oriented)

Elfy (Customers satisfaction)

General Examples

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QUALITY

is no longer a desirable option

Productivity

Quality

Competitive price

It is the key to SURVIVAL

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Total Quality Management

Optimizing Seven Main Areas

1

Capable Leadership

4

Human ResourceDevelopment

3

Systems

2

Customer Driven

7

ResourceUtilization

6Product control andImprovement

5Process Control &

Improvement

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History of TQMHistory of TQM

Emergence of Modern Quality Control1924: "Control Chart" was advocated by Shewhart

Development of Modern Quality Control

Impetus was given by the Second World WarIntroducing the Concept of Quality Control to Japan

1951: The Deming Prize initiated

Orientation Towards Total Quality ManagementEmergence of TQC

1962 : QC circle activities started

TQC Practices1972: Quality Function Deployment

Deployed from Manufacturing to Tertiary Industry1980: NBC aired a program entitled "If Japan can..., why can't we?

Quality Assurance on Customers' Side (Certification of ThirdParty)

Quality and Productivity, ISO 9000s QMS with TQM approach,

Fully Utilizing Information Technology through KBE

Quality Control Originated from Industrial Revolution

'20s

30s

40s

50s

60s

70s80s

90s00s

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National Power and

Quality Management

1940 1960 19701990 19902000

Establishment of

SQC Technology

Establishment of

TQC Concept

TQC Practice CS Practice

Establishment of

TQM Approach

IT Revolution

Shewhart's Control Chart

Juran's Proposition ofTotal Quality Management

First Oil Crisis

Plaza Accord

NBC aired "If Japan can..." J Young's Report

MB Award was establishedISO 9000 was established

Prosperous 60's Manufacturing SuperpowerGDP

CS ManagementNew EconomyBPR, 6 Sigma

e-businessDell Direct Model

20002010

TQMBE

IQC

KBE

others

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TQM

StrategicBusiness

PolicyManagement

BusinessElements

Management

day-to-dayManagement

Strategic QCCircle

Activities

Activities Conducive to BetterCorporate Management

TQM Various Activities

ISO9000

ISO14000

BPR

Kaizen, TPM

Six SigmaImprovement in the Quality of

Corporate Management

JIT

and so on

Fusion

Selection and Concentration ofManagement Resources

TQM as All-Around Activities

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Problem

Solving

Problem

Solving

Improvement of TQM and ItsImprovement of TQM and ItsMechanism/ProcessMechanism/Process

TQM

PLAN

DO

ACT

CHECK

New Product

Development

Quality AssuranceCost Control

Sales and

Administration

EmployeesEmployees PresidentPresident

Everyone Taking the Lead

Enhancement of Q/C/D/M/S/E

Improvement and Enhancement of System/MechanismImprovement and Enhancement of System/Mechanism

StandardizationStandardization

Improvement ActivityImprovement Activity

Problem OccurrenceProblem Occurrence

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Procedures for ImprovingProcedures for Improvinga Mechanism/Processa Mechanism/Process

Turn what are being actually practiced

into a "mechanism".

Turn what are being actually practiced

into a "mechanism".

Work based on the mechanism.Work based on the mechanism.

A problem occurs.A problem occurs.

Review and modify the mechanism.Review and modify the mechanism.

Refine and sophisticate the mechanism.Refine and sophisticate the mechanism.

"Everyone" can

do a "good job

effectively and

efficiently"according to a

"good

mechanism".

"Everyone" can

do a "good job

effectively and

efficiently"according to a

"good

mechanism".WorkWork

The goals and

objectives of the

company can be

achieved

The goals and

objectives of the

company can be

achieved

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Delight the Customer

Management by Fact

People-based Management

Continuous Improvement

Total Quality ManagementTotal Quality Management

PrinciplesPrinciples

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Continuous improvement cycleContinuous improvement cyclepreventionprevention

Continuous improvementContinuous improvement

Team work, People make qualityTeam work, People make qualityPeoplePeople--based managementbased management

All work is process measurementAll work is process measurementManagement by factManagement by fact

Customer satisfaction, InternalCustomer satisfaction, Internal

customers are realcustomers are realDelight the customerDelight the customer

Core ConceptsCore ConceptsPrinciplesPrinciples

Table: 1, Principles & CoreTable: 1, Principles & Core

Concepts of TQMConcepts of TQM

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Customer satisfaction

Internal customers are real

All work is process

Measurement

Teamwork

People make quality

Continuous improvement cycle Prevention

Core Concepts forCore Concepts for

ImprovementImprovement

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The House of TQM

Goal & Strategy

CS

Intrinsic technology

General Education + Political stability

Base

Means

Purpose

Motivation

Infrastructure

Dr. N. Kano Model (2001)

modified by Terry

Motivational approach

Intrinsic Tech./ Information Tech.

Techniques

Seven ToolsNew Mgt 7 Tools

QC Story

Quality Func.

Deployment.

Malti- variate Analysis

Etc.

Vehicles

Policy MGT.Daily MGT.

Cross-Func.MGT

QC Circles

Etc.Concepts

Quality concept

CS

Market in

Next processes are our

Customer

Management Concept

PDCA

Control by Fact

Every bodys business

Etc.pdfMachinet

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Relations Between ManagementRelations Between ManagementMethods in the CompanyMethods in the Company

BusinessManagement

Meeting

Ma

nagement

by

Function

Yearly PolicyManagement

itemsTarget value

Focused

approach1. Develop unique

products in

anticipation of

emerging users'

needs

New product

sales turnover

25 bill ion yen Users' needs

2.

Policy Statement of FYOO

Top Policy

Implementation

Plan

Diagnosisby

Top

Management

Q

C

D

Policy Deployment

Evaluation

Detect the

defects of a

mechanismsystem

regarding

work

process.

PolicyImplementation

Results of work

Dayly management

Deployment

Plan by

Function

Gain and loss Evaluate the

results of work

Policy management

Diagnosisby

Top

Management

Results of work

Dally management

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IMPLEMENTATION ANDBUSINESS RESULTS OF TQM

Corporate ClimateCorporate Climate

CSQuality AssuranceQuality Assurance

Business ResultsBusiness Results

CS Cost/Delivery

Sales Quality

TQM MethodsTQM Methods

Creative Climate

SQC QC Circles

Total Participation

Technologydevelopment/CS

Technology development

Analysis and review of plan

Customer information

Technology development/

Product planning

CS Activities

Latent needs

RI Activities

CR mechanism

Strategy and Policy Management

Vision/Strategy

Diagnosis by top

management

Evaluation of level of achievement

Control Cycle

Standardization and Improvement

Decision-making speed

Information sharing

Sharing of values

Teamwork in the workshop

Inter-sectional teamwork

Desire for improvement

Climate to find breaking through

Education/training

Engineering technology / Problem-solving

ability

ES

Quality Assurance

QCD Management

Partnership with suppliers

Handling complaintspdfMachinet

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Are you looking for a change?

then Adopt

Total Quality Management

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