Introduction To TQM

INTRODUCTION TO TQM
Dr. Tamanna Islam
QUALITY
o The ability of a product or service to consistently meet
or exceed customer expectations
Conforming to specification
Fitness for use
Customer satisfaction
Delighting the customer
Enchanting the customer
DIMENSIONS OF QUALITY
(GOODS)
Performance Main characteristics of the
product
Aesthetics Appearance, feel, smell, taste
Special features Extra characteristics
Conformance How well a product corresponds
to design pattern
Reliability Consistency of performance
Durability The useful life of the product
Perceived quality Indirect evaluation of the
quality
Serviceability Handling of complaints or
repairs
DIMENSIONS OF QUALITY
(SERVICE)
Tangibles The physical appearance of facilities,
equipment,
personnel and communication
materials
Convenience The availability and accessibility of service
Reliability Consistency of performance
Responsiveness The willingness of service providers to
help
customers to deal with problems
Time The speed with which the service is delivered
Assurance The knowledge exhibited by personnel who
come into
contact with customer and their
ability to convey trust
and confidence
Courtesy The way customers are treated by employees
10 PRINCIPLES OF QUALITY
MANAGEMENT
Vision based
Customer focused
Prevention oriented
Scientifically approached
Process given more importance than end results
Data based analysis
Continuous improvement strategies
Cost conscious attempt
Documentation for traceability
Reward / recognition assured
DETERMINANTS OF QUALITY
Quality of design Intension of the designers to include or
exclude features in a product or service (Quality in car
design)
Quality of conformance The degree to which goods or
services conform to the intent of the designer
(Performance of tube light)
Ease of use The determination of quality does not stop
once the product or service has been sold. User
instruction is important (Earlier SIEMENS mobile set)
Service after delivery For a variety of reasons, products
do not perform as expected. It is important to bring the
product or service up to the standard (Replacing
problematic device)
QUALITY STATEMENT
Vision statement a short declaration of what

the organization hopes to be tomorrow.
It creates the commitment, the motivation and the

driver for initiating the mission, objectives, projects,
and tasks necessary to realize the vision.
Mission statement a statement of purpose
who we are? who are our customers? what we do?
How we do it?
QUALITY STATEMENT
Objectives
This will based on why the department exists and
what are its broad expected outcome.
Goals
In planning based on the objectives, it is required
to seat goals.
Targets
Targets make individuals more comfortable with
what he has to do within the time frame.
Action plans
Action plans help in systematic study and
presentation of the process to achieve the targets.
MEANING
What will the organization be in 10 years?
How to reach?
Why the department exists and
what are its broad expected outcomes?
Vision
Mission
Objects
Specific (S), measurable (M), attainable (A), realistic (R)

Goals
and
time-bound (T) breakup of expected outcome of the
Targets
department
Breakup of the above to individual specific, short-term outcome
What to do, how to do and sequencing of actions of everyAction

individual
plan
VISION OF AIUB
AIUB envisions promoting

professionals and excellent
leadership catering to the
technological progress and
development needs of the
country.
MISSION OF AIUB
AIUB is committed to provide quality
and excellent computer-based academic
programs responsive to the emerging
challenges of the time.
It is dedicated to nurture and produce
competent world class professional
imbued with strong sense of ethical
values ready to face the competitive
world of arts, business, science, social
science and technology.
TQM
Total - made up of the whole
Quality - degree of excellence a product or
service provides
Management - act, art or manner of planning,
controlling, directing,.
Therefore, TQM is the art of managing the

whole to achieve excellence.
excellence
Total Quality Management is a philosophy that
involves everyone in an organization in a continual
effort to improve quality and achieve customer
satisfaction
Total Quality Management
TYPES OF CUSTOMER
External and Internal customers
External current, prospective and lost customers
Internal Every person in a process is a customer

of the previous operation. (applies to design,
manufacturing, sales, supplies etc.) [Each worker
should see that the quality meets expectations of
the next person in the supplier-to-customer chain]
TQM is commitment to customer-focus - internal

and external customers.
CUSTOMER - SUPPLIER CHAIN
Inputs from
external customers
Outputs to
external customers
Internal customers
INTERNAL CUSTOMERS
Stude
nt
Technic
al Staf
Teach
er
Ministe
rial
Staf
EXTERNAL CUSTOMERS
Government
Society
Education
al
Institutio
ns
Funding
Organizations
Parents
Industries
Evolution of TQM
EFFECTS OF POOR QUALITY
Low customer satisfaction
Low productivity
Low morale of workforce
Delay in shipping
High repair costs
Higher inventory costs
Greater waste of material
Greater waste of time
DRIVERS OF QUALITY
If quality management principles are to be followed in
industries, one or more of the following drivers are
essential:
Competition
in the market
Knowledge
Threat
Demand
explosion
for survival
from stakeholders
Promise
of greater profit
Desire
to do better
BENEFITS OF TOTAL QUALITY

MANAGEMENT
Many industries, service organizations implemented
TQM systems. The benefits are:
Reduction in complaints from customers, both internal

and external.
Reduction in costs of the product. Higher profit margin
Reduction in production time.
Increased system efficiency and effectiveness.
Increased morale (confidence) of workmen.
Increased customer satisfaction.
BENEFITS
System
efficiency
Increase
in
Decrease
Complai
in
nts
Customer
satisfaction
Morale of
workmen
Costs
Production time
FIG. Benefits of Quality systems
Effect of TQM
Improve System and human component
Increase Productivity (less rejects, faster job)
Improve Quality of Products

Lower Costs and Higher Profit
Business Growth, Jobs, Investment
Quality Gurus
W. Edwards Deming
Developed courses during World War II to

teach statistical quality-control
techniques to engineers and executives
of companies that were military suppliers
After the war, began teaching statistical
quality control to Japanese companies
Phillip Crossby
Joseph M. Juran
Followed Deming to Japan in 1954

Focused on strategic quality planning
Common tips from Quality

Gurus
No shortcut
Commitment of top
Extensive training
participation
2-24

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INTRODUCTION TO TQM

Dr. Tamanna Islam

Process given more importance than end results

Data based analysis

Continuous improvement strategies

Cost conscious attempt

Documentation for traceability

Reward / recognition assured

Vision statement a short declaration of what

It creates the commitment, the motivation and the

Specific (S), measurable (M), attainable (A), realistic (R)

What to do, how to do and sequencing of actions of everyAction

AIUB envisions promoting

Therefore, TQM is the art of managing the

External and Internal customers

External current, prospective and lost customers

Internal Every person in a process is a customer

TQM is commitment to customer-focus - internal

CUSTOMER - SUPPLIER CHAIN

EFFECTS OF POOR QUALITY

Low customer satisfaction

Low morale of workforce

High repair costs

Higher inventory costs

Greater waste of material

Greater waste of time

BENEFITS OF TOTAL QUALITY

Reduction in complaints from customers, both internal

Reduction in costs of the product. Higher profit margin

Reduction in production time.

Increased system efficiency and effectiveness.

Increased morale (confidence) of workmen.

Increased customer satisfaction.

FIG. Benefits of Quality systems

Improve Quality of Products

Developed courses during World War II to

Followed Deming to Japan in 1954

Common tips from Quality

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