SEMINAR PROJECT REPORT

ON

“TOTAL QUALITY MANAGEMENT”

SUBMITTED IN PARTIAL FULFILLMENT OF

DEGREE OF

MASTERS OF BUSINESS ADMINISTRATION

SESSION (2010-2012)

PAPER CODE-(CP-108)

SUBMITTED TO: SUBMITTED BY: Mr. KAPIL AGGARWAL QUAISAR NOOR MBA SEM I

Section: - A

Roll No.:- 42

ICL INSTITUTE OF MANAGEMENT AND TECHNOLOGY

SOUNTLI

(KURUKSHETRA UNIVERSITY, KURUKSHETRA)

ACKNOWLEDGEMENT

“Gratitude is the hardest of emotions to express and one often does not find adequate

words to convey what one feels and trying to express it”

The Present Seminar Report project file is an amalgamated of various thoughts and

experiences .The successful completion of this project report would have not been possible

without the help and guidance of number of people and especially to Mr. KAPIL

AGGARWAL, Assistant Professor, ICL. I take this opportunity to thank all those who have

directly and indirectly inspired, directed and helped me towards successful completion of

this project report.

There are several other people who also deserve much more than a mere

acknowledgement at their exemplary help. I also acknowledge with deep sense of gratitude

and wholehearted help and cooperation intended to me by them.

QUAISAR NOOR-

COURSE- MBA SEM I

SECTION- A

ROLL NO. - 42

DECLARATION

I hereby declare that, the project entitled “TOTAL QUALITY MANAGEMENT”

assigned to me for the partial fulfillment of MBA degree from Kurukshetra University,

Kurukshetra. The work is originally completed by me and the information provided in the

study is authentic to the best of my knowledge.

This study has not been submitted to any other institution or university for the award of any

other degree.

QUAISAR NOOR

MBA SEM 1

Roll No. 42

CONTENTS

Introduction of Total Quality of Management

Basic principles Total Quality Management

Quality management System

Quality System General Requirements

Management Responsibility

Objectives of Total Quality Management

Findings/ Recommendations/Suggestions

Conclusion

Bibliography

AN INTRODUCTION OF TOTAL QUALITY

MANAGEMENT

A name itself is sufficient to describe everything but a bit more clarification will add to a

base for the description. Total quality management is a management’s approach towards the

quality; it can be in regard to products, customer satisfaction and employee’s satisfaction.

The concept of TQM was developed by an American W. Edwards Deming and i.e. why it is

called as Deming’s concept of TQM .He introduced this concept for improving the quality

of various products and services. Earlier it was just related with the quality of products

which a organization is producing but now other concepts like marketing, finance design,

customer service has also joined the area. Which means that now good number of things is

there to manage? TQM works on one belief that mistakes can be avoided and defects can be

prevented. And management should believe in watching each and every step.

TQM is now a day’s called as TPM (total productivity management) and an organization

needs to consider ABCD for the effective application of TQM where A stands for accident

cure, B stands for breakdown, C stands for cost reduction and D stands for damage. This

policy of ABCD is in relation to product and if TQM needs to be introduced a positive

attitude from the side of management and employees is required and then a collective effort

will come up. TQM should give chance for unleashing employee’s creativity and potential.

The aim of TQM is to reduce variations in quality of the products as well as in the working

of whole organization. For the successful implementation of TQM, an organization must

consider the commitment from all the level of organization. A concept of Six sigma is a part

of TQM. It is a strategy developed by Motorola and it helps to detect the defects and to

remove them.

TQM talks about the satisfaction of customer, supplier, employees etc. and it requires

continuous improvement. If the workers of an organization are efficiently working then their

morale will go up. TQM works effectively if the organization works in a family manner.

Here management is like a father, employees are the children and manager is like mother

and as father and mother takes care for their home collectively the same way management 

and managers  are supposed to take care for their organization with the help of tool  called

TQM. Total quality management is called total because entire organization is involved,

Quality means degree of excellence. And management in literal sense means getting things

done by others. In a TQM effort, all members of an organization participate in improving

processes, products, services and the culture in which they work. The earlier introduced

quality management concept is now taken over by Total quality management. To have

effective TQM the first requirement is strong internal motivation and emotional

involvement for implementation. So the concept of TQM talks about adopting the new

policy, creating quality products, eliminate defects, estimate for breakdown, accidents etc.

Hence TQM should be purpose driven so first the whole organization should be willing to

accept the change then only TQM can actually affect the organization in a positive way.

There are many approaches in the business domain in order to achieve and exceed the

quality expectations of the clients.

For this, most companies integrate all quality related processes and functions together and

control it from a central point.

As the name suggests, Total Quality Management takes everything related to quality in to

consideration, including the company processes, process outcomes (usually products or

services), and employees.

Project management is a practice that can be found everywhere. Project management does

not belong to any specific domain or a field. It is a universal practice with a few basic

concepts and objectives.

Regardless of the size of the activities or effort, every 'project' requires project management.

There are many variations of project management that have been customized for different

domains. Although the basic principles are the same among any of these variations, there are

unique features present to address unique problems and conditions specific to each domain.

Total Quality Management (or TQM )

It is a management concept coined by W. Edwards Deming. The basis of TQM is to reduce

the errors produced during the manufacturing or service process, increase customer

satisfaction, streamline supply chain management, aim for modernization of equipment and

ensure workers have the highest level of training. One of the principal aims of TQM is to

limit errors to 1 per 1 million units produced. Total Quality Management is often associated

with the development, deployment, and maintenance of organizational systems that are

required for various business processes.

There are two main types of project management:

Traditional Project management

Modern Project management

The traditional project management uses orthodox methods and techniques in the

management process. These methods and techniques have been evolved for decades and are

applicable for most of the domains. But for some domains, such as software development,

traditional project management is not a 100% fit.

Therefore, there have been a few modern project management practices introduced to

address the shortcomings of the traditional method. Agile and Scrum are two such modern

project management methods.

There are many approaches in the business domain in order to achieve and exceed the

quality expectations of the clients.

For this, most companies integrate all quality related processes and functions together and

control it from a central point.

As the name suggests, Total Quality Management takes everything related to quality in to

consideration, including the company processes, process outcomes (usually products or

services), and employees.

Basic Principles of Total Quality Management (TQM)

The basic principles for the Total Quality Management (TQM) philosophy of doing business

are to satisfy the customer, satisfy the supplier, and continuously improve the business

processes.

Questions you may have include:

How do you satisfy the customer?

Why should you satisfy the supplier?

What is continuous improvement?

Satisfy the customer

The first and major TQM principle is to satisfy the customer--the person who pays for the

product or service. Customers want to get their money's worth from a product or service

they purchase.

Users

If the user of the product is different than the purchaser, then both the user and customer

must be satisfied, although the person who pays gets priority.

Company philosophy

A company that seeks to satisfy the customer by providing them value for what they buy

and the quality they expect will get more repeat business, referral business, and reduced

complaints and service expenses.

Some top companies not only provide quality products, but they also give extra service to

make their customers feel important and valued.

Internal customers

Within a company, a worker provides a product or service to his or her supervisors. If the

person has any influence on the wages the worker receives, that person can be thought of as

an internal customer. A worker should have the mind-set of satisfying internal customers in

order to keep his or her job and to get a raise or promotion.

Chain of customers

Often in a company, there is a chain of customers, -each improving a product and passing it

along until it is finally sold to the external customer. Each worker must not only seek to

satisfy the immediate internal customer, but he or she must look up the chain to try to satisfy

the ultimate customer.

Satisfy the supplier

A second TQM principle is to satisfy the supplier, which is the person or organization from

whom you are purchasing goods or services.

External suppliers

A company must look to satisfy their external suppliers by providing them with clear

instructions and requirements and then paying them fairly and on time.

It is only in the company's best interest that its suppliers provide it with quality goods or

services, if the company hopes to provide quality goods or services to its external customers.

Internal suppliers

A supervisor must try to keep his or her workers happy and productive by providing good

task instructions, the tools they need to do their job and good working conditions. The

supervisor must also reward the workers with praise and good pay.

Get better work

The reason to do this is to get more productivity out of the workers, as well as to keep the

good workers. An effective supervisor with a good team of workers will  certainly satisfy

his or her internal customers.

Empower workers

One area of satisfying the internal suppler is by empowering the workers. This means to

allow them to make decisions on things that they can control. This not only takes the burden

off the supervisor, but it also motivates these internal suppliers to do better work.

Continuous improvement

The third principle of TQM is continuous improvement. You can never be satisfied with the

method used, because there always can be improvements. Certainly, the competition is

improving, so it is very necessary to strive to keep ahead of the game.

Working smarter, not harder

Some companies have tried to improve by making employees work harder. This may be

counter-productive, especially if the process itself is flawed. For example, trying to increase

worker output on a defective machine may result in more defective parts. Examining the

source of problems and delays and then improving them is what is needed. Often the process

has bottlenecks that are the real cause of the problem. These must be removed.

Worker suggestions

Workers are often a source of continuous improvements. They can provide suggestions on

how to improve a process and eliminate waste or unnecessary work.

Quality methods

There are also many quality methods, such as just-in-time production, variability reduction,

and poka-yoke that can improve processes and reduce waste.

Quality Management

Quality Management is the assembly and management of all activities aimed at the

production of quality by organizations of various kinds. In the present case this implies the

introduction and proper running of a "Quality System" in laboratories. A statement of

objectives and policy to produce quality should be made for the organization or department

concerned (by the institute's directorate). This statement also identifies the internal

organization and responsibilities for the effective operation of the Quality System.

Quality Management can be considered a somewhat wider interpretation of the concept of

"Good Laboratory Practice" (GLP). Therefore, inevitably the basics of the present

Guidelines largely coincide with those of GLP. These are discussed below in Section 1.5.

Note. An even wider concept of quality management is presently coming into vogue: "Total

Quality Management" (TQM). This concept includes additional aspects such as leadership

style, ethics of the work, social aspects, relation to society, etc. For an introduction to TQM

the reader is referred to Parkany (1995).

Quality Assurance

Proper Quality Management implies consequent implementation of the next level: Quality

Assurance. The ISO definition reads: "the assembly of all planned and systematic actions

necessary to provide adequate confidence that a product, process, or service will satisfy

given quality requirements." The result of these actions aimed at the production of quality,

should ideally be checked by someone independent of the work: the Quality Assurance

Officer. If no QA officer is available, then usually the Head of Laboratory performs this job

as part of his quality management task. In case of special projects, customers may require

special quality assurance measures or a Quality Plan.

Quality Control

A major part of the quality assurance is the Quality Control defined by ISO as "the

operational techniques and activities that are used to satisfy quality requirements. " An

important part of the quality control is the Quality Assessment: the system of activities to

verify if the quality control activities are effective, in other words: an evaluation of the

products themselves.

Quality control is primarily aimed at the prevention of errors. Yet, despite all efforts, it

remains inevitable that errors are be made. Therefore, the control system should have checks

to detect them. When errors or mistakes are suspected or discovered it is essential that the

"Five Ws" are trailed:

QUALITY MANAGEMENT SYSTEM

Sales

Marketing

Engineering Operations

Development

Manufacturing

Engineering

Teams

Engineering

Assurance

Manufacturing

Quality

Assurance

Juarez

Logistics

Purchasing

Operations

Quality

Assurance

Quality System – General Requirements

Management (EFQM) – further complement the model with cultural, business, and

competitor analysis activity. The goal of the Tyco Electronics Total Quality Management

Process is delivering products and services that provide value and meet the customer’s

requirements. The quality policy, associated metrics and goals of the quality management

system shall be evaluated for continued suitability as part of the business assessment process

and associated management review. The ability to provide continual improvement and

breakthrough improvement is a key element for growth and identifying organizational and

individual achievements for recognition.

The Quality Management System shall foster and provide guidance for the continual

improvement efforts including customer satisfaction, and the quality and reliability of our

products, processes and services. The Six Sigma Operational Excellence initiative provides

the framework and process for managing breakthrough improvement. Specific authority

shall be given to those responsible for product, process, or system quality to:

Determine the sequence and interaction of the processes needed to maintain the

quality management system;

Determine criteria and methods needed to ensure that both the operation and control

of the processes are effective;

Measure, monitor and analyze these processes and implement actions necessary to

meet goals and to drive continual improvement;

Initiate action to prevent nonconformance’s;

Initiate action to identify, record, and correct problems;

Initiate, recommend or provide solutions;

Verify implementation of solutions;

Control further processing, delivery, or installation of nonconformance’s;

Utilize the DMAIC (Define, Measure, Analyze, Improve and Control) process to

implement breakthrough improvement;

Quality costumer system

NEED

MARKETING/SALES

CUSTOMER SVC

CONTRACT

REVIEW

DESIGN

MATERIALS

PURCHASING

RECEIVING

VERIFICATION

MANUFACTURING

VERIFICATION

PACKAGING

DELIVERY

INSPECTION

STATUS

STORES

INSPECTION

STATUS

STORES

DISTRIB CNTRS

NONCONFORMING

PRODUCT

TRACEABILITY

NONCONFORMING

PRODUCT

CUSTOMER SUPPLIED

MATERIAL

CUSTOMER

SATISFACTION

MANAGEMENT

RESPONSIBILITY

PLANNING

POLICY

RESOURCES

REVIEW

DOCUMENT

CONTROL

STATISTICAL

TECHNIQUES

SERVICING

CORRECTIVE/

PREVENTIVE ACTION

TRAINING

RECORDS

CALIBRATION

AUDITING

IMPROVEMENT

Documentation Requirements

Quality Policy and Quality Objectives

This quality manual contains the statement of the Quality Policy and Quality

Objectives.

Quality Manual

The Quality function shall establish, implement, and maintain a documented quality

system as a means of ensuring that products and services conform to specified

requirements.

The documented quality system shall provide for timely consideration of the

following activities in meeting specified requirements:

o Quality planning;

o The identification and facilitation of controls, processes, inspection,

equipment, fixtures, production resources, and skills that may be needed to

achieve the required quality;

o The updating, as necessary, of quality control, inspection, and testing

techniques, including the development and acquisition of new

instrumentation;

o The clarification and documentation of standards of acceptability for all

features and requirements, including those which may contain a subjective

element;

o For the entire product life cycle, ensuring the compatibility of the design,

support services, production process, installation, inspection and test

procedures, and the accuracy of the applicable documentation the

identification of suitable verification at appropriate stages of product or

service development.

Document and Data Control

The document control process shall provide for the timely review (e.g. business

days, not weeks or months), distribution and maintenance of documentation for

policies, processes, procedures, or techniques. The process shall provide for

document approval, the use of a unique identifier for each controlled document, a

distribution list or an equivalent method for identifying recipients, and change

control. This control applies to documents regardless of format or media.

A master list or equivalent document control procedure shall identify the current

revision of documents in order to preclude the use of non–applicable documents.

Where practicable, this list shall be available on line to provide timely knowledge of,

or access to, the appropriate revision of Changes shall not be permitted in data

records that verify product, process, or system acceptance without adequate control

and approval.

Corporate forms should be used where possible; equivalent forms may be generated

electronically as long as they contain the same information. Customer supplied

documents that can influence the design, verification, validation, inspection; testing

or servicing of the product shall be controlled in accordance with the established

procedures.

Documents shall be reviewed and changes implemented based on the customer

required schedule. A record of the date on which each change is implemented in

production shall be maintained. (TS)

Initial Issue

The initial issue of internally controlled documents shall be coordinated with and

approved by the appropriate authorized personnel prior to release of the documents.

Initial release of documents shall be through the documented Engineering Change

process. When non–Tyco Electronics documents have been verified as applicable to

Tyco Electronics, the revision status shall be monitored and distribution shall be

controlled within the company by the chartered function.

Changes

Subsequent changes to controlled documents shall be made in accordance

documented procedures and shall be reviewed and approved by the same functions

that performed the original review and approval unless specifically designated

otherwise. The procedure shall require date of approval and the effective date that

product / document compliance to the change is required.

When changes are made to products or processes or when new processes are

initiated that affect the customer drawing or product specification, identified internal

and external customers shall be notified in accordance with documented procedures.

Drawings, Standards, and Specifications

All drawings shall be prepared in accordance with Tyco Electronics Drafting

Standards. The Development / Product Engineering function shall be responsible for

the preparation, maintenance, standardization, and obsolescence of all product

drawings. All applicable Tyco Electronics Standards and Specifications – such as

Design, Material, Mold, Finish, Quality, and Packaging – shall be used. The

applicable Engineering function shall be responsible for the preparation,

maintenance, standardization, and obsolescence of all standards and specifications.

Control of Quality Records

It is the responsibility of all Business Units to identify, collect, maintain, store, and

dispose of quality records to demonstrate conformance to established requirements

and the effective operation of the quality management system. Records shall remain

legible, readily identifiable and retrievable.

o Records of customer contracts that require less stringent quality systems

procedures;

o Management quality system reviews;

o Employee qualifications and training records;

o Design, development, and testing activities;

o Customer contract and / or purchase order reviews;

o Design inputs;

o Design reviews and resulting actions;

o Results of verification and validation testing, including any necessary actions;

o Changes during the development process;

o Supplier records;

o Inspection plans / control plans and results, including, as applicable, receiving,

in–process, and final;

o Records of nonconforming material transactions, including: inspection

rejections, internal rejections, deviations, customer complaints, and return

material;

o Corrective and preventive actions; Safeguards shall be maintained for records on

any media that protects against disaster, system obsolescence, and loss.

Record Retention

Production part approvals, tooling records, purchase orders and amendments shall be

maintained for the length of time that the part (or family of parts) is active for

production and service requirements plus one calendar year unless otherwise

specified by the customer. (QS)

MANAGEMENT RESPONSIBILITY

Management Commitment

Senior management has total quality leadership responsibility for Total Quality

Management and Six Sigma Operational Excellence. This includes ensuring the

availability of resources, establishment and review of the quality policy and quality

objectives, implementation, and continual improvement of the quality management

system and deployment of breakthrough process improvement initiatives. Senior

management also has the responsibility to communicate the importance of meeting

customer, safety and regulatory requirements. The Business Unit Leaders, including

Quality Assurance, Engineering, Operations, Sales and Marketing support and assist

senior management in these initiatives.

Senior management shall monitor the product realization processes and the support

processes to assure their.

Customer Focus

Frequently these meetings involve the review of our performance as a supplier to

these customers.

The Sales and Marketing organization is the primary representative during these

customer meetings. They will request participation from other applicable functions

depending on the agenda for the meeting. Additionally, the opportunity to host

customer representatives in our manufacturing and engineering facilities frequently

results in a better mutual understanding of customer requirements and supplier

capabilities.

The various organizational structures and entities, such as teams, account

management, industry management and customer service are deployed by

management to align our internal capabilities with the needs of our customers.

Quality Policy

“It is the policy of Tyco Electronics to deliver error–free products and services on

time. Processes and controls shall be implemented such that tasks are performed

properly the first time and to ensure that all products and services provided to our

customers and to internal operations meet established requirements. Quality,

continual improvement and customer satisfaction are the personal responsibility of

each employee.”

Planning

Quality Objectives

The quality management system and sustaining processes must support the Quality

Policy and the company’s goal of achieving EBIT (Earnings Before Interest and

Taxes) performance. An effective quality management system will assist the

company in meeting the needs of our customers through the on time delivery of error

free products and services. The quality management system will provide for timely

and effective corrective action and provide a factual basis for continual improvement

and defect prevention. Six Sigma Operational Excellence utilizes the DMAIC

process to achieve breakthrough results. .

Quality Management System Planning

Quality planning at the company level shall consist of implementation, updating, and

maintenance of this Quality Manual, Specification 102–1 and the supporting quality

specifications.

Management Responsibilities

Ensuring that every employee under their direction is properly trained and aware of

their role and responsibilities in carrying out the assigned quality activities that are

defined in the quality policy and applicable quality specifications; Serving as the Six

Sigma Operational Excellence Deployment Champion for Black Belt projects within

their facility or team; Participating in the periodic review of the Total Quality

Management Process and the implementation of any identified required

improvements; Ensuring that adequate resources are assigned and made available for

the completion of the appropriate quality activities within their assigned scope of

responsibility; Determining the sequence and interaction of the processes needed to

maintain the quality management system; Measuring, monitoring and analyzing

these processes and implementing actions necessary to meet goals and to drive

continual improvement; Ensuring the availability of information necessary to

support the operation and monitoring of these processes; Ensuring compliance with

applicable safety and regulatory requirements.

Team / Product Engineering Responsibilities:

Assurance and validation that all newly released products for sale comply with all

agree upon customer requirements; Ensuring that all customer requirements are

identified and planned for as part of the product design documentation, including but

not limited to, material requirements, requirements for packaging and shipping, and

required / agreed upon documentation that may be required with shipments;

Identifying, analyzing, reviewing, and documenting any special customer quality,

test, packaging requirements, including any exceptions prior to submitting a

quotation or proposal; Internal coordination of customer / product line approvals and

periodic product requalification; Measuring, monitoring and analyzing these

processes and implementing actions necessary to meet goals and to drive continual

improvement. Utilizing the DMAIC process when participating on Six Sigma

Operational Excellence project teams or other applicable improvement activities.

Team / Manufacturing Engineering Responsibilities:

Definition, validation, and installation of manufacturing processes that will

consistently produce product in accordance with all identified safety, regulatory and

customer requirements, including any applicable process control methodologies to

assure conformance to requirements; Ensuring that appropriate process

documentation is initiated and maintained; Implementing appropriate methods for

the initiation / collection of any customer required process documentation (e.g.

process control records, SPC, test / inspection records, traceability etc.); Measuring,

monitoring and analyzing these processes and implementing actions necessary to

meet goals and to drive continual improvement. Utilizing the DMAIC process when

participating on Six Sigma Operational Excellence project teams or other applicable

improvement activities.

Master Black Belt Responsibilities:

Works with senior management to identify, classify and prioritize Six Sigma

Operational Excellence projects; Organizes and provides Six Sigma training within

the Business or designated portion of the Business; Coaches and assists the Black

Belts and Green Belts with the technical aspects of the DMAIC process.

Black Belt Responsibilities:

Serving as the key Six Sigma Operational Excellence project leader within the

Business or designated portion of the Business; Implementing the principles,

practices and techniques of Six Sigma and LEAN to achieve the goals and objectives

of the assigned project; Providing on–site project management and support;_

Coaches and provides technical support to the Green Belts assigned to Six Sigma

project within the Business or designated portion of the Business; Utilizing the

DMA.

OBJECTIVES OF TQM

To describe initial testing of the Assessment of Chronic Illness Care (ACIC), a practical

quality -improvement tool to help organizations evaluate the strengths and weaknesses of

their delivery of care for chronic illness in six areas: community linkages, self-management

support, decision support, delivery system design, information systems, and organization of

care. DATA SOURCES :(1) Pre-post, self-report ACIC data from organizational teams

enrolled in 13-month quality-improvement collaborative focused on care for chronic illness;

(2) independent faculty ratings of team progress at the end of collaborative. STUDY

DESIGN: Teams completed the ACIC at the beginning and end of the collaborative using a

consensus format that produced average ratings of their system's approach to delivering care

for the targeted chronic condition. Average ACIC subscale scores (ranging from 0 to 11,

with 11 representing optimal care) for teams across all four collaborative were obtained to

indicate how teams rated their care for chronic illness before beginning improvement work.

Paired t-tests were used to evaluate the sensitivity. of the ACIC to detect system

improvements for teams in two (of four) collaborative focused on care for diabetes and

congestive heart failure (CHF). Pearson correlations between the ACIC subscale scores and

a faculty rating of team performance were also obtained. RESULTS: Average baseline

scores across all teams enrolled at the beginning of the collaborative ranged from 4.36

(information systems) to 6.42 (organization of care), indicating basic to good care for

chronic illness. All six ACIC subscale scores were responsive to system improvements

diabetes and CHF teams made over the course of the collaborative. The most substantial

improvements were seen in decision support, delivery system design, and information

systems. CHF teams had particularly high scores in self-management support at the

completion of the collaborative. Pearson correlations between the ACIC subscales and the

faculty rating ranged from .28 to .52. CONCLUSION: These results and feedback from

teams suggest that the ACIC is responsive to health care quality-improvement efforts and

may be a useful tool to guide quality improvement in chronic illness care and to track

progress over time.

A Total Quality oriented organization must have at least following principal objective.

Organization should have many more additional specific objectives.

Customer focus, customer delight/satisfaction.

Continuous improvement as a culture of the organization, which must be the way of

life.

Focused, continuous and relentless cost reduction.

Focused, continuous and relentless quality improvement.

To create an organization whereby everyone is working towards making their

organization the best in its business, and to capitalize on the sense of achievement

and working in a world-class organization.

 To achieve these objectives, TQM must include a ten dimensional-framework

 

 

                          

An Integrated TQM Model

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Why TQM?

In a global marketplace a major characteristic that will distinguish those organizations that

are successful will be the quality of leadership, management, employees, work processes,

product, and service. This means that products must not only meet customer and community

needs for value, they must be provided in a continuously improving, timely, cost-effective,

innovative, and productive manner.

GOAL/QPC's Synthesis

There are a variety of strategies being used to implement quality management. These

include a "guru" approach, a "quality award" approach, and an ala carte (pick a few pieces

of different things and try them) approach. From observation and direct experience with

companies implementing TQM, as well as an analysis and critique of different TQM

implementation strategies, GOAL/QPC constructed a TQM

Wheel to provide a holistic view, and a Ten-Element Model to

outline an implementation strategy that allows organizations to

get started fairly quickly and begin to improve effectiveness,

even though it will take several years to become fully operational.

What is called TQM has never stood still. As with any dynamic

management system, TQM has continuously evolved over the last

half of the Twentieth Century. GOAL/QPC has been an active partner in this evolution since

1980.

While numerous improvements have been made throughout the world, the elements that

make up the TQM Wheel and Ten Element Model are foundational to good quality

management.

In today's world, two of the most effective and popular "new" management models are Lean

and Six Sigma. Both of these models utilize the basic TQM elements and add on some extra

refinements to achieve a more robust and powerful system for customer-focused product

and service excellence that also focuses on optimizing costs and profits. IC process on

assigned projects.

SUGGESTION

Employee Suggestion Programs

Interested in more information about quality, continuous improvement, kaizen

events and other ways organizations are involving people in business decisions and

process improvements? Employee suggestion programs can help with quality and

process improvement, when implemented effectively. Learn about the role of quality

and continuous improvement in business and management.

Quality Management

From the theoretical basis of W. Edwards Deming and his fourteen points of quality

to the latest in practical applications of TQM, these sites will help set a foundation

for the use of Total Quality Management and Continuous Improvement.

Harness the Power of an Employee Suggestion Program

The pitfalls of an ill-conceived employee suggestion program are multiple,

legendary and most frequently - avoidable. A carefully constructed suggestion

program, launched with organizational commitment, clarity and ongoing

communication can positively impact your bottom line. With these tips and ideas

you can implement an employee suggestion program that will succeed beyond your

wildest dreams.

Conclusion

No evaluation on quality management systems would be complete without noting the

potential for additional improvements. The quality process demands a push toward

continuous improvement of customer focus and operational procedures. Quality is a

journey, not a destination. There are four major opportunities for improvement in the quality

planning process. Additional strategic planning initiatives Organizational goal setting

Evaluation of correct performance indicators Development of additional internal and

external performance measures for the organization.

In most of the organizations studied, strategic planning took place at levels higher in the

DOT and included limited input from the various ROW divisions. In other words, the

ROW's goals were in a large part set by others outside of the division. The opportunity

exists for ROW divisions to implement their own strategic quality planning initiatives that

include sub-goals, action items, resource deployment plans, and recognition systems

specific to the needs of the division. In this way, the mission and goals of the division can be

aligned with the mission and goals of the larger organization.

Along with the strategic planning initiative comes the opportunity for everyone to take part

in the goal planning process. Goals set by the division should be measurable, and personnel

within the organization should be held accountable for them.

In order to evaluate these goals, organizations need to deploy the correct performance

indicators. Performance indicators should measure input to a process, not the output of it. .

BIBILIOGRAHPY

WWW.GOOGLE.COM

WWW.WIKIPWDIA.COM

WWW.ABOUT.COM

BOOK REFERENCE: TOTAL QUALITY MANEGEMENT (SHAILENDRA

NIGUM)