tqm- history, evolution & growth
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TQM-HISTORY,EVOLUTION & GROWTH
WHAT IS TQM?
CONCEPT:Purpose: To improve customer satisfaction International Organization for Standardiz
ation standard ISO 8402:1994
"A management approach of an organisation centred 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 organisation and society.”
HISTORY
From holistic historical review quality revolution, we can deduce that Quality can be classified into four evolutionary phases:
• Inspection• Quality control• Quality assurance
• TOTAL QUALITY MANAGEMENT
HISTORY OF TOTAL QUALITY MANAGEMENT
TQM involves methodology for continually improving the quality of all processes, it draws on a knowledge of the principles & practices of:
• The behavioural sciences• The analysis of quantitative & non-
quantitative data• Economics theories• Process analysis
TQM TIMELINE1920s: Some of the first seeds of quality management were planted as the principles of scientific management swept through U.S. industry.
1930s:Walter Shewhart developed the methods for statistical analysis and control of quality.
1950s:•W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese engineers & executives•Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough•Armand V. Feigenbaum’s book Total Quality Control was published•Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies
1968: Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader
Today:TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.Quality standards such as the ISO 9000 Series and quality award programs such as the Deming Prize and the Malcolm Baldridge National Quality Awards specify principles and processes that comprise TQM.
KAORU ISHIKAWA
ARMAND F. W.E. DEMING
JOSEPH JURAN
PHILIP CROSBY
WALTER SHEWHART
MALCOLM BALDRIGE NATIONAL QUALITY AWARD
The Malcolm Baldrige National Quality Award recognizes U.S. organizations in the business, health care, education, and nonprofit sectors for performance excellence. The Baldrige Award is the only formal recognition of the performance excellence of both public and private U.S. organizations given by the President of the United States.
The award promotes awareness of performance excellence as an increasingly important element in competitiveness. It also promotes the sharing of successful performance strategies and the benefits derived from using these strategies.
DEMING’S 14 POINTS ON TQM
1. Create constancy of purpose2. Adopt the new philosophy3. Cease dependence on inspection4. Use a single supplier for any one
item5. Improve constantly & forever6. Use training on the job7. Implement leadership
DEMING’S 14 POINTS ON TQM
8. Eliminate fear9. Break down barriers between
departments10.Get rid of unclear slogans11.Eliminate management by
objectives12.Remove barriers to pride of
workmanship13.Implement education & self-
improvement14. Make transformation everyone’s
job
STEPS IN IMPLEMENTING TQM
OBTAIN CEO COMMITMENT
EDUCATE UPPER-LEVEL MGT
CREATE STEERING COMMITTEEOUTLINE THE VISION STATEMENT, MISSION STATEMENT & GUIDING PRINCIPLES
PREPARE A FLOW DIAGRAM OF COMPANY PROCESSES
FOCUS ON THE OWNER/CUSTOMER & SURVEYS
CONSIDER THE EMPLOYEE AS AN INTERNAL OWNER/CUSTOMER
PROVIDE A QUALITY TRAINING PROGRAM
ESTABLISH QUALITY IMPROVEMENT TEAMS
IMPLEMENT PROCESS IMPROVEMENTS
USE THE TOOLS OF TQM
KNOW THE BENEFITS OF TQM
BENEFITS OF TQM
IMPROVE QUALITYEMPLOYEE PARTICIPATION &
SATISFACTIONTEAMWORK & WORKING
RELATIONSHIPSPROFITABILITY & MARKET SHAREPRODUCTIVITYCOMMUNICATION
OBSTACLES TO TQM
LACK OF MANAGEMENT COMMITMENT
LACK OF EMPLOYEE MOTIVATION INABILITY TO CHANGE
ORGANISATION CULTURE IMPROPER PLANNING LACK OF CONTINUOUS TRAINING &
EDUCATION INADEQUATE USE OF
EMPOWERMENT & TEAMWORK
TQM TODAY
Characterized differently by each company that practices it
The primary philosophyContinuous improvement to
exceed the customer expectations Identify and correct issues at the
earliest stage Incorporate quality into the final
product
GROWTH OF TQM Japanese industries followed the path &
guidance of Joseph Juran & Edward Deming for TQM, and by mid-1970s became a world leader in most industries & consumer product segments, for eg., Sony in Consumer Electronics, Toyota & Honda in 4-wheeler automobile industry, Honda & Yamaha in 2 wheeler industry etc.
Gradually TQM spread to most of the world’s industries in Korea, Europe and USA and it was accepted as universal mantra for world class performance and excelling in individual fields of operations
THANK YOU!
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