TOTAL QUALITY MANAGEMENT (TQM)

Dr. ANR

Total Quality Management (TQM)

• TQM is a set of management practices followed organization-wide, geared to ensure the organization consis tently meets or exceeds customer requirements. Process measurement and controls constitute major focus in TQM as means of continuous improvement. In a TQM effort, all members of the organization participate in improving processes, products, services and the culture in which they work.

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• If the company is committed to provide its customers with products and services that satisfy their needs, its culture, attitude and organization also should speak so. Not many companies that implemented TQM have been successful. • Surveys reveal that only 20-36% of companies that have

undertaken TQM have achieved either significant or even tangible improvements in quality, productivity, competitiveness or financial return.

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Prerequisites for TQM

• There are some prerequisites for successful implementation of TQM.

• These are customer-driven quality, top management

leadership and commitment, continuous improvement, fast

response, actions based on facts, employee participation,

and a TQM culture.

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• How products are developed In TQM environment It is interesting to see the process of product development in a TQM environment.

• Without a TQM approach, product development is usually carried on in a an atmosphere where each department acts independently.

• Short-term results drive behavior so scrap, changes, work-arounds, waste, and rework are part of routine.

• Most often, the attention of management is lost in supervising individuals, fire-fighting and rewarding individuals for their performance.

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• Product development in a TQM environment is always customer-driven and focused only on quality. • Teams in TQM environment are process-oriented, and

interact with their internal customers to deliver the required results. • The focus of top management is on controlling the overall

process, and rewarding teamwork, not individuals.• A core concept in implementing TQM is Deming’s 14 points

which refer to the set of management practices to help companies to increase their quality and productivity.

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• International Organisation for Standardisation (ISO) defines

TQM as ’a management approach for an organisation,

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’.

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TQM comprises the following four process steps:

1. Kaizen:—focuses on continuous process improvement by making processes visible, repeatable and measurable.

2. Atarimae Hinshitsu :—make things work as they are meant for (i.e., a pen is meant for writing).

3. Kansei :—examine the way the user applies the product leads to improvement in the product itself. :

4. Miryokuteki Hinshitsu: —things should have an aesthetic quality (for instance, a pen will write in a way that is pleasing to the writer).

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TQM at Tata Motors• Tata Motors had all along believed in developing strong in-house design,

engineering, and manufacturing capabilities.

• It performed a large part of its manufacturing activities in-house.

• It had installed facilities to manufacture engines, gearboxes and transmission

mechanisms, body panels, castings and forgings and important components

and sub-assemblies.

• It even manufactured its own machine tools, dyes and fixtures, in its machine

tools division.•  06/04/2015

• Tata Motors started a comprehensive quality improvement

initiative in September 2000.

• The initiative played an important role in the company’s

turnaround, from a loss of Rs. 500 crores in the year ended March

2001 to a profit of Rs. 28 crores in the first quarter of 2002-03.

• Every year, about a quarter of Tata Motors’ workforce went

through training courses, which were rated highly in the Indian

engineering industry.

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• Personnel were trained before building workshops.

• In case of imported machines, engineers and workers were sent

to the foreign manufacturer’s facilities to receive training well

before the arrival of the machine.

• The top management at Tata Motors, thus, strived hard to

develop TQM culture throughout the organisation.

• There were efforts visibly seen for continuous improvement,

fast response and employee participation.06/04/2015

THANK YOU