Engr. Marvin Darius M. Lagasca

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Professor: Jo B. BitonioME 215 Mangement of Change & Transition

Introduction

Total – Made up of the whole (or) Complete.Quality – Degree of Excellence a product or service

provides to the customer in present and future.Management – Act , art, or manner of handling ,

controlling, directing, etc.TQM is the art of managing the whole to achieve

excellence.

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DefinitionTotal Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes.

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ExplanationTQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.

51900 1920 1940 1960 1980 1990 2000

Craftsman

Foreman

Inspection

SQC

TQC

TQM

TQC & CWQC

Evolution

Years

Basic ApproachA committed and involved management to

provide long-term, top - to - bottom organizational support.

An unwavering focus on the customer, both internally and externally.

Effective involvement and utilization of the entire work force.

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Basic ApproachContinuous improvement of the business and

production process.

Treating suppliers as partners.

Establish performance measures for the processes.

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New and Old Cultures

Quality Element OLD SYSTEM TQMDefinition : Product Customer

Priorities : Service & Cost Quality

Decisions: Short Long

Emphasis: Detection Prevention

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New and Old CulturesQuality Element OLD SYSTEM

TQM

Errors: Operations SystemResponsibility: QC Everybody Problem Solving: Managers TeamsProcurement: Price Partners/JITManager’s Role: Plan Delegate Assign Coach Enforce Mentor

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Guru’s of TQMWalter A. Shewhart - statistical

QC

W.Edwards Deming - 14 Points & PDCA

Joseph.M.Juran - Juran’s Trilogy

Armand V. Feigenbaum – concept of “hidden plant” and quality costs

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Dr. W. Edwards DemingConsidered by many as the father of modern

quality control

Had the greatest impact on Japanese manufacturing and business, who is non Japanese.

Known for his 14 Points for Managers and the concept of PDCA

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Deming’s 14 Points for Managers

1. Create constancy of purpose 2. Adopt a new philosophy 3 .Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on the basis of price tag. 5. Improve constantly and forever the system of production

Deming’s 14 Points for Managers

6. Institute training on the job. 7. Institute supervision 8. Drive out fear 9. Break down the barriers between departments. 10. Eliminate slogans and targets for the work force 11. Eliminate work standards that prescribe

numerical quotas

Deming’s 14 Points for Managers

12. Remove barriers to pride of workmanship 13. Institute a vigorous program of education and retraining. 14. Put everybody in the company to work to accomplish the transformation

PDCA

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Guru’s of TQMKaoru Ishikawa-Disciple of Juran

& Feigenbaum. TQC in Japan, SPC, Cause &Effect Diagram,QC.

Philips.B.Crosby. Four Absolutes-Quality-Req, Prevention of NC,Zero Defects & Measure of NC.

Taguchi.G-Loss Function.

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Improved Quality

Employee Participation

Team Work

Internal & External Customer Satisfaction

Productivity ,Communication

Profitability & Market Share