TQM- Total Quality Management

INTRODUCTION: -

                          In the past 10 or 20 years a few companies have radically transformed their business performance. Many of the concepts & methods they have used are now collectively called “Total Quality “ or “Total Quality Management “. Many other terms have also been used. These includes, “business transformation, performance excellence, business excellence & six sigma”. The success of these companies has dramatically changed how they & others are both quality & business management today. They are rethinking how they are organized, how they manage themselves & even what business they should be in.

                         In JUE’s view, TQM is a management approaches that strives for the following in any business.

1.Under strong top management leadership, establish clear mind and long term    

   vision and strategies.

2.Properly utilize the concepts, values and scientific method of  TQM.

3.Regard human resources and information as vital organizational      

   Infrastructures.

4.Under the appropriate management system effectively operate a quality    

  assurance system and other cross functional management system such as cost  

  delivery, environment and safety.

5.Supported by fundamental organization power such as core technology, speed

   and vitality ensures sound relationship with customers,employees,society,

   suppliers and stockholders.

6.Contineously realized corporate objectives in the forms of achieving an 

   organizations mission building an organization with a respectable presence and

   continuously securing profits.

Deming’s philosophy 

         

During World War II Dr. Deming taught SQC as a part of wartime production effort. In addition he taught SPC concept and importance of qualities to the leading CEO’s of Japanese industry.

Dr. Deming is credited with providing the foundation of Japanese foundation of quality miracle. He developed following points for management, for improvement of quality, productivity and competitive position

1.    Create and publish the aims and purpose of organization.

2.    Learn the new philosophy.

3.    Understand the purpose of inspection.

4.    Stop awarding business based on price alone.

5.    Improve constantly and forever the system.

6.    Institute training.

7.    Teach and institute leadership.

8.    Drive out fear, create trust and create climate innovation.

9.    Optimize the efforts of team, group and staff areas.

10. Eliminate exhortations for the work force.

11.  a. Eliminate numerical quotas for the work force.

       b. Eliminate management by objective.

12.  Remove barriers that rob people of pride of workmanship.

13. Encourage education and self-improvement for everyone.

14. Take action to accomplish the transformation.

IMPLIMENTATION

The TQM implementation process begin with senior management and most important, the COE’s commitment. Leadership is essential during every phase of the implementation process and particularly at the start .The lack of involvement by senior management fails quietly improvement .If the senior management not educated then he should visit successful TQM organization. Due to change in senior management and reorganization problems are created, which may be postponed to a more favorable time.

The next step in formation of quality council and there must be development of core values, vision statement, quality policy statemement with input forms all personnel should be completed first

The active involvement of middle managers & first line supervisor is essential for achieving objectives otherwise TQM may fail. If there is a union manager should involve union lead with implementation plans for TQM .At this stage entire communication organization is necessary to create TQM awareness, interest and action 

Customer, employee &supplier survey must require to get ideas for quality improvement projects. The quality council determines and establishes the quality improvement project. The organization has to be a patient and not rush 

TOOLS AND TECHNIQUES USED IN TQM  :-

 1.Statistical process control (SPC).

 2.Quality system.

 3.Bench marking.

 4.Quality functional development(QFD).

 5.Quality by design.

 6.Experimental design.

 7.Product liability.

 8.Failure mode and effect analysis (FMEA).

 9.Tool productive maintenance

10.ISO 14000.

11.Management tool.

MANAGEMENT TOOLS: -

1.    Force field analysis.

2.    Nominal group techniques.

3.    Affinity diagrams.

4.    Interrelationship diagraph (ID).

5.    Tree diagram.

6.    Matrix diagram.

7.    Prioritization matrices.

8.    Process design program chart.

9.    Activity network diagram.

TQM IFRASTRUCTURE:-

The total quality infrastructure consists of several key pieces. The first and one of the most important is the quality systems. The best defined by ISO standard 9004-1,the quality system is a critical building block for total quality management.

A good quality system also contains customer supplier partnership .ISO 9000 standard provides contractual relationship by adding a solid management structure. To achieve quality improvement at a revolutionary pace ,we must also total organization involvement. Key element of the infrastructure is measurement & information .The last & perhaps most important part of the infrastructure is education & training. Organization must train the teams in how to work as a team & in how to diagnose problem & provide remedies. The training should be designed to help the teams complete these projects quickly & successfully.

ADVANTAGES OF TQM

1.    Reduces the no. of engineering changes required .

2.    Reduces product development time.

3.    Lower start up costs.

4.    Reduced warranty.

5.    Greater customer satisfaction.

6.    Increased co-operation & teamwork between departments.

7.    Well-documented project history & information base.

8.    High revenue.

9.    Empowered employees.

10. Good alignment & linkages.

11. Quality improvement can be possible.

12. Quality planning & quality controlling can be possible.

PITFALLS  WITH  TQM  IMPLEMENTATIONS

1.    Management does not devote sufficient resources to training & developing its personal.

2.    Management has insisted that the process is implemented in a manner that employees find acceptable.

3.    Upper management does not devote enough time to issue.

4.    Decision making authority is not delegated to lower level in the organization.

OBSTACLES IN TQM

1.    Lack of proper  management.

2.    Inability to change organizational culture.

3.    Improper planning.

4.    Lack of continuous training & education.

5.    Incompatible organizational structure.

6.    Ineffective measurement techniques.

 WHY TQM DO NOT WORK FOR MANY COMPANIES?.

1.    TQM focuses as a minimum standard

2.    TQM focuses people attention on internal process rather then external result

3.    TQM develops its own cumbersome bureaucracy

4.    TQM does not demand radical organizational reform

5.    TQM does not demand entirely new relationships with outside partners

TQM has no place for love