Total Quality Management

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Total Quality Management

• Neil Towers

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Definition of TQM

• an effective system for integrating the quality
  development, quality maintenance and quality
  improvement efforts of various groups in an
  organisation of the various groups of the
  organisation.
• .. to enable production and service at the most
  economical levels which allow for full customer
  satisfaction.
• Feigenbaum, 1986

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The Scope of TQM

• For an organisation to be truly effective, every
  single part of it, each department, each
  activity, and each person at each level must work
  properly together
• Everybody in an organisation is affected by the
  actions of everyone else
• Muhlemann, 1992

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Management perspectives
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Total Quality Management

• Overarching approach to servicing the consumers
  expectations
• It is a way of thinking and working in operations
• Top down approach with bottom up support

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Deming Circle

• Plan by defining the problem
• Do by determining probable causes
• Review progress of improvements
• Action by incorporating improvements into
  operation

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Juran approach

• Responsibility for quality
• Responsibility for Defects
• 85 System
• 15 Workers
• Impact of Workers behaviour

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Crosby matrix

• Conformance to requirements
• Prevention not appraisal
• Base level is zero defects
• Price of non conformance

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Quality Strategy

• Define quality in a measurable way
• Measure quality
• Set targets and deadlines for improvement
• Develop systematic ways of improvement

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Structure of Quality

• Quality Assurance
• Systems, Planning and Problem Solving
• Quality Control
• Statistical methods, standards process
  performance
• Inspection
• Error detection and rectification

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European Quality Model
Enablers (50)
Results (50)
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SMART approach

• Specific objectives
• Measurable quality
• Achievable targets
• Realistic time scales
• Timely review of progress

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Basic Tools Techniques

• Process Flowcharting
• Scatter Diagrams
• Pareto Analysis
• Brainstorming
• Cause and Effect analysis
• Control Charts

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Criticisms of TQM

• Costing structures do not relate to functions
• Requires constant commitment from Senior
  Management
• Bureaucracy of procedures
• Not radical or challenging enough
• Exploitation of employees knowledge

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A Systematic Approach

• Uses reliable methods
• Consistent and repeatable assessment
• Produces factual appraisal
• Academic rigor