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Quality Management System Powerpoint Presentation Slides

A Quality Management System (QMS) is a framework that helps organizations to manage their quality assurance and quality control processes. Quality management systems are designed to help organizations to improve their performance and meet their customers' expectations. SlideTeam has put together a comprehensive package of quality assurance ppt templates to help you get up to speed on the basics of quality management. Our templates are easy to use and can be customized to fit your specific needs. Plus, they’re free to download so you can start using them right away! So get started today and see how our quality assurance ppt templates can help you improve your business processes.

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Overview of Total Quality Management (TQM)

Total Quality Management - By DoMS, IIT Madras

Reviewed by Gaurav Dutta 32

Total Quality Management

Introduction

• What is quality?

Dictionary has many definitions: “Essential characteristic,” “Superior,” etc.

Some definitions that have gained wide acceptance in various organizations: “ Quality is customer satisfaction ,” “ Quality is Fitness for Use .”

• The American National Standards Institute (ANSI) and the American Society for Quality (ASQ) define quality as:

“ The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. ”

• What is TQM?

A comprehensive, organization-wide effort to improve the quality of products and services, applicable to all organizations.

• What is a customer?

Anyone who is impacted by the product or process delivered by an organization.

External customer : The end user as well as intermediate processors. Other external customers may not be purchasers but may have some connection with the product.

Internal customer : Other divisions of the company that receive the processed product.

• What is a product?

The output of the process carried out by the organization. It may be goods (e.g. automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance)

• How is customer satisfaction achieved?

Two dimensions: Product features and Freedom from deficiencies.

• Product features – Refers to quality of design .

Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use, Esthetics etc.

Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge of server etc.

• Freedom from deficiencies – Refers to quality of conformance .

Higher conformance means fewer complaints and increased customer satisfaction.

Why Quality?

Reasons for quality becoming a cardinal priority for most organizations:

• Competition – Today’s market demand high quality products at low cost. Having `high quality’ reputation is not enough! Internal cost of maintaining the reputation should be less.

• Changing customer – The new customer is not only commanding priority based on volume but is more demanding about the “quality system.”

• Changing product mix – The shift from low volume, high price to high volume, low price have resulted in a need to reduce the internal cost of poor quality.

• Product complexity – As systems have become more complex, the reliability requirements for suppliers of components have become more stringent.

• Higher levels of customer satisfaction – Higher customers expectations are getting spawned by increasing competition.

Relatively simpler approaches to quality viz. product inspection for quality control and incorporation of internal cost of poor quality into the selling price, might not work for today’s complex market environment.

Quality perspectives

Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:

1. Perfection

2. Consistency

3. Eliminating waste

4. Speed of delivery

5. Compliance with policies and procedures

6. Doing it right the first time

7. Delighting or pleasing customers

8. Total customer satisfaction and service

Judgmental perspective

• “goodness of a product.”

• Shewhart’s transcendental definition of quality – “absolute and universally recognizable, a mark of uncompromising standards and high achievement.”

• Examples of products attributing to this image: Rolex watches, Lexus cars.

Product-based perspective

• “function of a specific, measurable variable and that differences in quality reflect differences in quantity of some product attributes.”

• Example: Quality and price perceived relationship.

User-based perspective

• “fitness for intended use.”

• Individuals have different needs and wants, and hence different quality standards.

• Example – Nissan offering ‘dud’ models in US markets under the brand name Datson which the US customer didn’t prefer.

Value-based perspective

• “quality product is the one that is as useful as competing products and is sold at a lesser price.”

• US auto market – Incentives offered by the Big Three are perceived to be compensation for lower quality.

Manufacturing-based perspective

• “the desirable outcome of a engineering and manufacturing practice, or conformance to specification.”

• Engineering specifications are the key!

• Example: Coca-cola – “quality is about manufacturing a product that people can depend on every time they reach for it.”

Quality levels

At organizational level , we need to ask following questions:

• Which products and services meet your expectations?

• Which products and services you need that you are not currently receiving?

At process level , we need to ask:

• What products and services are most important to the external customer?

• What processes produce those products and services?

• What are the key inputs to those processes?

• Which processes have most significant effects on the organization’s performance standards?

At the individual job level , we should ask:

• What is required by the customer?

• How can the requirements be measured?

• What is the specific standard for each measure?

History of quality management

…To know the future, know the past!

• Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship .

• Industrial Revolution changed this basic concept to interchangeable parts . Likes of Thomas Jefferson and F. W. Taylor (“scientific management” fame) emphasized on production efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturing rejected!

• Statistical approaches to quality control started at Western Electric with the separation of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards Deming and Joseph M. Juran were all employees of Western Electric.

• After World War II, under General MacArthur's Japan rebuilding plan, Deming and Juran went to Japan.

• Deming and Juran introduced statistical quality control theory to Japanese industry.

• The difference between approaches to quality in USA and Japan: Deming and Juran were able to convince the top managers the importance of quality .

• Next 20 odd years, when top managers in USA focused on marketing, production quantity and financial performance, Japanese managers improved quality at an unprecedented rate.

• Market started preferring Japanese products and American companies suffered immensely.

• America woke up to the quality revolution in early 1980s. Ford Motor Company consulted Dr. Deming to help transform its operations.

(By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese government had instituted The Deming Prize for Quality in 1950.)

• Managers started to realize that “quality of management” is more important than “management of quality.” Birth of the term Total Quality Management (TQM) .

• TQM – Integration of quality principles into organization’s management systems .

• Early 1990s: Quality management principles started finding their way in service industry . FedEx, The Ritz-Carton Hotel Company were the quality leaders.

• TQM recognized worldwide : Countries like Korea, India, Spain and Brazil are mounting efforts to increase quality awareness.

• The Deming Philosophy

Definition of quality, “A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market.”

Improve Quality

Decrease cost because of less rework,fewer mistakes

Productivity improves

capture the market with better quality and reduced costs

Stay in business

Long term competitive strength

The Deming philosophy

14 points for management:

1. Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement.

2. Learn the new philosophy.

3. Understand the purpose of inspection – to reduce the cost and improve the processes.

4. End the practice of awarding business on the basis of price tag alone.

5. Improve constantly and forever the system of production and service.

6. Institute training

7. Teach and institute leadership .

8. Drive out fear. Create an environment of innovation .

9. Optimize the team efforts towards the aims and purposes of the company.

10. Eliminate exhortations for the workforce.

11. Eliminate numerical quotas for production.

12. Remove the barriers that rob pride of workmanship .

13. Encourage learning and self-improvement .

14. Take action to accomplish the transformation.

• “A System of Profound Knowledge”

1. Appreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Management’s job is to optimize the system . (not parts of system, but the whole!). System requires co-operation .

2. Psychology – The designers and implementers of decisions are people . Hence understanding their psychology is important.

3. Understanding process variation – A production process contains many sources of variation. Reduction in variation improves quality . Two types of variations- common causes and special causes . Focus on the special causes. Common causes can be reduced only by change of technology.

4. Theory of knowledge – Management decisions should be driven by facts, data and justifiable theories . Don’t follow the managements fads!

The Juran philosophy

• Pursue quality on two levels:

1. The mission of the firm as a whole is to achieve high product quality .

2. The mission of each individual department is to achieve high production quality .

• Quality should be talked about in a language senior management understands: money (cost of poor quality) .

• At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.

Quality Trilogy –

1. Quality planning : Process of preparing to meet quality goals. Involves understanding customer needs and developing product features.

2. Quality control : Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.

3. Quality improvement : Process for breaking through to unprecedented levels of performance. Identify areas of improvement and get the right people to bring about the change.

The Crosby philosophy

Absolute’s of Management

• Quality means conformance to requirements not elegance.

• There is no such thing as quality problem .

• There is no such thing as economics of quality: it is always cheaper to do the job right the first time .

• The only performance measurement is the cost of quality : the cost of non-conformance.

Basic Elements of Improvement

• Determination (commitment by the top management)

• Education (of the employees towards Zero Defects (ZD))

• Implementation (of the organizational processes towards ZD)

TQM for Middle Management

Process Management

Statistical Process Control (SPC)

Process management

• Planning and administering the activities necessary to achieve high quality in business processes ; and also identifying opportunities for improving quality and operational performance – ultimately, customer satisfaction .

• Process simplification reduces opportunities for errors and rework.

• Processes are of two types – value-added processes and support processes.

• Value-added processes – those essential for running the business and achieving and maintaining competitive advantage. (Design process, Production/Delivery process)

• Support processes – Those that are important to an organization’s value-creation processes, employees and daily operations.

• Value creation processes are driven by external customer needs while support processes are driven by internal needs.

• To apply the techniques of process management, a process must be repeatable and measurable .

• Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell.

• Assigning owners ensures accountability .

Process control

• Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary.

• Two reasons for controlling the process

1. Process control methods are the basis of effective daily management of processes .

2. Long-term improvements can not be made to a process unless the process is first brought under control.

• Short-term corrective action should be taken by the process owners. Long-term remedial action should be the responsibility of the management.

Effective quality control systems include

1. Documented procedures for all key processes

2. A clear understanding of the appropriate equipment and working environment

3. Methods of monitoring and controlling critical quality characteristics

4. Approval processes for equipment

5. Criteria for workmanship: written standards, samples etc.

6. Maintenance activities

Process improvement

• Customer loyalty is driven by delivered value.

• Delivered value is created by business processes.

• Sustained success in competitive markets require a business to continuously improve delivered value.

• To continuously improve value creation ability, a business must continuously improve its value creation processes.

• Continuous process improvement is an old management concept dating back to 1895. However, those approaches were mainly productivity related .

• More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement!

Process improvement: Kaizen

• Japanese for gradual and orderly continuous improvement over a long period of time with minimum financial investment, and with participation by everyone in the organization .

• Improvement in all areas of business serves to enhance quality of the firm.

• Three things required for successful kaizen program: operating practices, total involvement, and training.

• Operating practices expose opportunities for improvement. JIT reveals waste and inefficiency as well as poor quality.

• Every employee strives for improvement. Top management views improvement as part of strategy and supports it. Middle management can implement top management’s improvement goals by establishing, maintaining, and upgrading operating standards. Workers can engage through suggestions, small group activity.

• Middle management can help create conducive environment for improvement by improving cooperation amongst departments , and by making employees conscious of their responsibilities for improvement.

• Supervisors can direct their attention more on improvement than supervision, which will facilitate communication.

Kaizen: Implementation

• The Deming cycle : Originally developed by Walter Shewart, but renamed in 1950s because Deming promoted it extensively.

• Plan – Study the current system; identifying problems; testing theories of causes; and developing solutions.

• Do – Plan is implemented on a trial basis. Data collected and documented.

• Study – Determine whether the trial plan is working correctly by evaluating the results.

• Act – Improvements are standardized and final plan is implemented.

• Variation of PDSA cycle: FADE – Focus, Analyze, Develop, Execute cycle !

Juran’s breakthrough sequence:

1. Proof of the need

2. Project identification

3. Organization for breakthrough – two paths identified: symptom to cause (diagnostic) and cause to remedy (remedial) paths.

4. Diagnostic journey

5. Remedial journey

6. Holding the gains.

Process improvement tools

Seven QC Tools

1. Flow charts

2. Check sheets

3. Histograms

4. Pareto diagrams

5. Cause-and-effect diagrams

6. Scatter diagrams

7. Control charts

TQM for the Workforce

Kaizen teams

Quality Circles

Quality circles

• Teams of workers and supervisors that meet regularly to address work-related problems involving quality and productivity.

• Developed by Kaoru Ishikawa at University of Tokyo.

• Became immediately popular in Japan as well as USA.

• Lockheed Missiles and Space Division was the leader in implementing Quality circles in USA in 1973 (after their visit to Japan to study the same).

• Typically small day-to-day problems are given to quality circles. Since workers are most familiar with the routine tasks, they are asked to identify, analyze and solve quality problems in the routine processes.

Additional process improvement tools

Kaizen blitz

• An intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short period of time.

• Short time “burst” rather than long range simmer- hence the name.

• Blitz teams usually comprise of employees from all areas involved in the process who understand it and can implement the changes on the spot .

Poka-Yoke (Mistake proofing)

• Approach for mistake-proofing processes using automatic devises or methods to avoid simple human error.

• Developed and refined in the 1960s by the late Shigeo Shingo, a Japanese manufacturing engineer who developed the Toyota production system.

• Focused on two aspects:

1. Prediction – Recognizing that a defect is about to occur and provide a warning.

2. Detection – Recognizing that a defect has occurred and stop the process.

TQM for Top Management

Strategic Quality Management (SQM)

Competitive Advantage

SQM: Hoshin planning

• Hoshin kanri : Japanese for management cycle build around Plan, Do, Check, Act. Elements of this cycle include –

ü Quality policies

ü Quality goals

ü Deployment of goals

ü Plans to meet goals

ü Organizational structure

ü Resources

ü Measurement feedback

ü Review of progress

SQM: Vision/Mission statement

• Developed by taking everyone in confidence. Guide for the Quality journey . Ties quality to overall business goals.

• Vision Statement : Collection of quality policies. A vision statement outlines what a company wants to be. It focuses on tomorrow; it is inspirational ; it provides clear decision-making criteria ; and it is timeless . A vision needs to address three areas: people, culture (or values) and product or service .

• Mission statement : A mission statement outlines what the company is now. It focuses on today ; it identifies the customers; it identifies the critical processes; and it states the level of performance .

• It has been said that a vision is something to be pursued , while a mission is something to be accomplished .

• Mission is what you do best every day, and vision is what the future looks like because you do that mission so exceedingly well.

• For vision – Think leading with inspiration and courage, obsessed with future possibility.

• For mission – Think managing with greatness and untamed strength, improving everything daily.

• Famous vision statement – “ By the end of the decade, we will put a man on the moon. ” JFK.

• Famous mission statement – “ CRUSH REEBOK. ” Nike

SQM: Quality policies

• Prepared to provide guidelines for planning the overall quality program; and defining the action to be taken in situation for which personnel had requested guidelines.

• Policies state: a) a principle to be followed; b) what is to be done .

• Examples of quality policy – For a computer manufacturer: “In selecting suppliers, decision makers are responsible for choosing the best source even if this means internal sources are not selected.”

SQM: Deploying quality goals

• A goal (or objective) is a statement of the desired result to be achieved within a specified period – an aimed-at target .

• These goals then become basis for detailed planning of activities.

• Tactical goals are short range (up to 1 year), whereas strategic goals are long range (say, 5 years).

• Examples of corporate quality goals – For a health product company, the quality goals over the next year could be: “The average leakage rate for …. product shall be reduced to …”

• Note that quality goal statements include quantified data .

Typically Pareto analysis is used to develop the quality goals

Broad goals don’t lead to results. First they have to be deployed as follows:

• Division and subdivision of the goal until specific deeds to be done are identified.

• Allocation of responsibility of doing these deeds.

• Provision for the needed resource.

SQM: Caveats

Reasons of failure of SQM could be

• Lack of leadership by upper management.

• Lack of infrastructure for quality.

• Failure to understand the skepticism about the “new quality program.”

• Management assumption that the exhortation approach will work.

• Failure to start small and learn from pilot programs.

• Reliance on specific techniques as the primary means.

• Underestimating the time and resource required.

A Quality Principle: Everything You Need to Know about Total Quality Management

By Kate Eby | June 21, 2017 (updated June 28, 2023)

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Today, we take for granted that the items and services we consume should work well as soon as we purchase them. In fact, many Industrial and post-industrial societies have simply discarded what doesn’t work. However, there was a time when quality and effectiveness were not always the priority for goods and service providers. The intense focus on quality developed largely after World War II, in particular in the 1980s, in response to a marketplace that rejected cheap workmanship and consumer demand increased for durable products that considered the user’s needs. 

In this article, we’ll discuss the history of one of the preeminent quality management philosophies, total quality management (TQM). We’ll learn how it can help for profits and nonprofits become more effective and cost-efficient. In addition, industry experts discuss how TQM compares to other quality philosophies and methodologies, such as Six Sigma and Kaizen.   

What Is Total Quality Management?

Total quality management (TQM) describes a management system wherein a company attains organizational advancement through a commitment to customer requirements. A company meets those requirements when it empowers every employee in every department to maintain high standards and strive for continuous improvement. Total quality management is the predecessor of many quality management systems, such as Six Sigma , Lean, and ISO. 

Andy Nichols, Quality Program Manager at the Michigan Manufacturing Technology Center , says that in practical terms, “Total quality management is really a company-wide initiative to get everybody involved in doing the right thing for the customer.”

What Is Quality Management?

First, what is quality? It is a measure of the level of acceptability of a product or service. The ASQ Quality Glossary defines quality management as “the application of a quality management system in managing a process to achieve maximum customer satisfaction at the lowest overall cost to the organization while continuing to improve the process.” Quality management has four parts: quality planning, quality assurance (defect prevention), quality control (which includes product inspection and other elements, such as competence), and quality improvement.    Why would it take until the 20th century to apply such seemingly obvious principles like product goals and parts inspection? Perhaps the right historical circumstances didn’t present themselves until the 20th century. Nichols credits new mass-production techniques, such as Ford’s assembly line, and the urgent demand for materials during two world wars for this particular innovation. “The US military demanded to some extent that every product they purchased be good because soldiers lives literally depended on the quality of the products they handled,” says Nichols. “Whether it was for K rations or bullets, these wars spurred a manufacturing revolution to focus on the idea of getting things right every time.”    Statistics play an integral part in quality management because being able to predict accuracy through numbers is much less expensive than inspecting parts. Moreover, sometimes inspection is simply inconvenient. “McDonald's needs to know that every burger is right without having to take a bite out of each one,” says Nichols. 

Total Quality Management Principles

No single accepted body of knowledge exists for total quality management, as does, for example, the Project Management Body of Knowledge (PMBOK) for the Project Management Institute. Similarly, no prescribed actions exist for implementing TQM methods and tools. Organizations have been free to deploy and adapt TQM as they see fit, giving way to many definitions of the methodology. Despite these challenges to standardization, it’s possible to describe generally accepted principles:

• Customer Satisfaction  
• Employee Commitment: This creates empowerment through training and suggestion mechanisms. 
• Fact-Based Decision Making: Teams collect data and process statistics to ensure that work meets specifications.
• Effective Communications: There should be an open dialogue throughout an organization.
• Strategic Thinking: Quality must be part of an organization’s long-term vision.
• Integrated System: A shared vision, including knowledge of and commitment to principles of quality, keep everyone in a company connected. Taiichi Ohno recognized that even suppliers are an important part of the system. 
• Process-Centered: You can deconstruct every activity into processes, and, therefore, locate and repeat the best process. 
• Continuous Improvement: Every employee should always be thinking about how to better perform their job.

You could sum up the goal of TQM in this way: “Do things right the first time, every time.”  

The History of Total Quality Management

There is no single, agreed-upon source for the phrase total quality management. Some experts believe it came from two books by seminal quality management thinkers: Armand Feigenbaum’s Total Quality Control and Kaoru Ishikawa's What Is Total Quality Control? The Japanese Way . Others say the terminology arose from an initiative in the United States Navy to adopt quality management guru William Deming’s recommendations, which they termed total quality management . TQM did not enjoy widespread acceptance until the 1980s.   The roots of the principles and practice of TQM extend back to the early 20th century and Frederick Taylor’s Principles of Scientific Management , which advocated a consistent way of performing tasks and inspecting finished work to prevent defective products from leaving the shop. Further innovation came in the 1920s with Walter Shewhart’s elaboration of statistical process controls , which one could apply at any point in the production process to predict quality levels. It was Shewhart who developed the control chart, used today for managing with Kanban and Agile.    Throughout the 20s and 30s, Shewhart’s friend and mentee, William Deming, developed statistical process control theories that he would eventually use to help the US Census department in the early 1940s. This was the first use of statistical process control in a non-manufacturing field. 

The Beginning of the Quality Era in Japan

After the war, other American quality theorists, including Deming, who would achieve hero status in Japan, advised Japanese industry on how to improve processes and output to rebuild their war-shattered economy. At the time, the term made in Japan was synonymous with shoddy craftsmanship. As early as 1945, such visionaries as electrical engineer Homer Sarasohn spoke about controlling variation and monitoring process to produce better deliverables.    As a result, in the 1950s, quality became the byword for Japanese manufacturing. Quality concerned not just management, but all levels of a company. In the 1960s, quality circles began appearing in Japanese workplaces to allow employees the opportunity to discuss problems and consider solutions, which they then presented to management. Starting on the factory floor, quality circles spread to other functional departments. The company-wide focus on quality may also provide a clue to the origin of the phrase total quality . 

Total Quality Management in the USA

By the 1970s, the term made in the USA was no longer a badge of pride. Since the end of WWII, the main effort in American factories was to produce a large quantity of items, maintain the production schedule, and save money. Usability and durability seldom mattered until concerns about lack of product quality reached a fever pitch. As Japan successfully challenged the United States for industrial leadership, US industry now took a page from Japan’s quality-improvement book. A new interest in quality management took hold, building on the work of Shewhart’s disciples, such as Deming, Josef Juran , and Kaoru Ishikawa in Japan. Influential businessmen like Philip Crosby championed the trend.  

Although the growth of TQM seems to have occurred exclusively within the precincts of industry, the basic outlines of the concept owe much to a 1980s US Navy project that used Shewhart and Deming’s PDCA (plan, do, check, act) model. Navy guidelines articulated the principles that customer requirements should define quality and continuous improvement should pervade an entire organization. Navy success with the methodology led to TQM’s adoption by other armed services, such as the army and coast guard, and eventually the rest of the US government. Congress established the Federal Quality Institute in 1988 to highlight the need for quality management in business and reward organizations for successful implementations. 

Total Quality Management Meets the World

Quality management began in manufacturing, and TQM, like it’s subsequent methodologies, adapted well to finance, healthcare, and other fields. Some of the landmark companies to adopt TQM include Toyota, Ford, and Philips Semiconductors.

Worldwide, countries such as Germany, France, the UK, and Turkey established TQM standards. But by the 1990s, TQM was superseded by ISO (International Standards Organization), which became the standard for much of continental Europe, and by another methodological response of the 1980s to quality concerns, Six Sigma. Nevertheless, TQM principles form the basis for much of ISO and Six Sigma. For example, PDCA appears under the Six Sigma method DMAIC (define, measure, analyze, improve, control). And in the 2000s, the ISO governing body recognized TQM as a foundational philosophy. TQM lives on in data-driven methods for a data-driven age. 

William Deming and the Origin of Total Quality Management

Much of our current understanding of the value and pursuit of quality traces back to William Deming. This American statistician, engineer, and management consultant laid many foundations for the use of statistics in production and work management. He introduced statistical process methods to the US Census Bureau in the early 1940s, marking the first time they were used in the business or service sector. During WWII, he advised US business and government on statistical methods to help with planning for wartime manufacturing. After the war, Deming was recruited by no less than General Douglas MacArthur to advise Japanese officials on census models to assess war damage and plan for rebuilding.  

Deming distinguished himself among many of the occupying forces by showing a genuine interest in Japan and its culture. Perhaps it’s not surprising, then, that the Japanese revere him for his role in midwifing the Japanese economic miracle.    Because Japan lacked abundant natural resources, Japanese leaders viewed the exportation of goods worldwide as their main path to financial success. Their post-war reputation for low-quality products posed a particular challenge to this goal. Deming was invited back to Japan by the Union of Japanese Scientists and Engineers (JUSE), whose president was Kaoru Ishikawa, to discuss quality management, ideas that formed the basis for what later became known as TQM. Japanese products were gradually recognized for usability and durability. In 1960, for his efforts on behalf of Japanese industry, Deming received the Second Order Medal of the Sacred Treasure from the Emperor of Japan. By the 1970s, Japanese exports surpassed those of the United States.    By contrast, American goods gained a reputation for poor design and defects. As early as 1940, Juran remarked that producing goods and meeting deadlines took priority, with quality being relegated to the final inspection. Deming believed that as soon as the war was over, US industry lost interest in statistical methods for pursuing quality. Ironically, it was Deming who, in the late 70s and early 80s, introduced the US and the UK to the quality management principles he’d taught in Japan 30 years earlier. In 1967, he published the article “What Happened In Japan?” in the journal Industrial Quality Control . Professionals consider it to be an early version of his famous 14 Points and PDCA cycle.

Although well-known in academic quality control circles, he achieved greater prominence when he was interviewed for the 1980 NBC documentary “If Japan Can, Why Can’t We?” In the program, Deming emphasized that, “If you get gains in productivity, it is only because people work smarter, not harder. That is total profit, and it multiplies several times.” The documentary revealed another act in Deming’s life, that of a sought-after quality consultant to American business. He gained a reputation for bluntness and fearlessness in the presence of senior executives. Legend has it he told senior Ford staff that 85 percent of quality issues resulted from poor management decisions. Some companies rejected him. However, on his advice, Ford conducted user surveys before designing and building the Ford Taurus. In 1992, the Taurus became the number one selling car in the US.   In his 1986 book, Out of the Crisis , he discussed his 14 Points for Management . The following year, at the age of 87, he was awarded the National Medal of Technology. In 1993, the year of his death, he established the Deming Institute . 

Why Is Total Quality Management Important to an Organization?

Nichols says that TQM tools and principles acquire power not when an organization creates a dedicated quality department, but when it includes the whole company in the pursuit of high quality. An example is the quality circle, in which workers directly involved in a process brainstorm to discover solutions. “People are a fabulous resource that is frequently underutilized. The leadership often doesn’t recognize the value that they bring to the everyday workplace. Employees know how to fix problems,” asserts Nichols. In addition to tapping a native resource, implementing a TQM philosophy can help an organization:

• Ensure customer satisfaction and customer loyalty
• Ensure increased revenues and higher productivity
• Reduce waste and inventory
• Improve design 
• Adapt to changing markets and regulatory environments
• Increase productivity
• Enhance market image
• Eliminate defects and waste
• Increase job security
• Improve employee morale
• Reduce costs 
• Increase profitability

What Are the Costs of Quality?

A fundamental tenet of TQM is that the cost of doing things right the first time is far less than the potential cost of re-doing things. There are also residual losses when customers abandon products and brands for quality reasons. Some schools of thought view quality as having a cost which cannot be recouped. Juran, Deming, and Feigenbaum held a different view. For advocates of TQM, the cost of quality really describes the cost of not creating a quality deliverable. There are four primary cost categories:

• Appraisal Costs: Appraisal costs cover inspection and testing throughout the production cycle. This includes verifying that the materials received from the supplier meet specifications and ensuring that products are acceptable at each stage of production.
• Prevention Costs: Prevention costs include proper setup of work areas for efficiency and safety, and proper training and planning. This type of cost also includes conducting reviews. Prevention-related activities often receive the smallest allocation of a company’s budget.
• External Failure Costs: This category concerns the cost of issues following a product’s market release. They may include warranty issues, product recalls, returns, and repairs.
• Internal Failure Costs: Internal failures are the costs of problems before products reach customers. Examples of internal failures include broken machines, which cause delay and downtime, poor materials, scrapped product runs, and designs that require rework.

Total Quality Management Models

Although TQM does not possess one universally recognized body of knowledge, organizations do pattern their efforts after a few formal models, including several industry entities and awards.   The Deming Application Prize was created in Japan in 1950 by the Union of Japanese Scientists and Engineers (JUSE) to acknowledge companies and individuals from around the world for their successful efforts at implementing TQM. Winners have included Ricoh, Toyota, Bridgestone Tire, and many others.   Congress established The Malcolm Baldrige National Quality Award (MBNQA) in 1987 to raise awareness of quality and reward US companies who pursue it. The National Institute of Standards and Technology (NIST) administers the award. It is given to large and small companies and nonprofit entities that demonstrate excellent performance in the following areas:

• Delivery of increasing value to customers and stakeholders, contributing to organizational sustainability
• Improvement of overall organizational effectiveness and capabilities
• Implementation of organizational and personal learning

Past winners have included the Chugach School District, Concordia Publishing House, and Boeing Mobility.    The nonprofit European Foundation for Quality Management (EFQM) was established in 1989 to provide a quality framework for organizations throughout Europe. They maintain the EFQM excellence model, which embraces the following precepts:

• Adding value for customers
• Creating a sustainable future
• Developing organizational capability
• Harnessing creativity and innovation
• Leading with vision, inspiration, and integrity
• Managing with agility
• Succeeding through the talent of people
• Sustaining outstanding results 

Participating organizations can partake of training and assessment tools and may apply for the EFQM Excellence Award.    The International Organization for Standards (ISO 9000) publishes guidelines and specifications for parts, processes, and even documentation to ensure that quality is consistent across companies, organizations, and borders. 

How Do You Implement Total Quality Management?

PDCA lies at the core of many 20th century quality efforts. PDCA began in the 1920s as a conception by engineer and statistician Walter Shewhart. It was originally called PDSA (plan, do, study, act). Widely disseminated by Deming, who referred to it as the Shewhart cycle, it is now often referred to as the Deming cycle. 

Marlon Walters, the Founder and CEO of Horizon Group Consulting, explains each step of PDCA: 

“ Plan:  The planning phase is the most important. That’s where management, along with the associates, identify the problems to see what really needs to be addressed — the day-to-day things that may be happening on the productivity side that management is not aware of. So they’re trying to determine a root cause. Sometimes, employees do research or high-level tracking to narrow down where an issue may originate.

Do:  The doing phase is the solution phase. Strategies are developed to try to fix those problems identified in the planning phase. Employees may implement solutions and if a solution doesn’t appear to work, it’s back to the drawing board. In contrast to Six Sigma, it’s less about measuring gains and more about whether the employees judge the solution to be working. 

Check:  The checking phase is the before and after. So after you’ve made these changes, you see how they’re doing.

Act:  The acting phase is the presentation or the documentation of the results to let everybody know, ‘Hey, here’s how we were doing it. Here’s how it is now. This is the new way, and this is what this should address going forward.’”

Nichols says that in 2000, ISO acknowledged PDCA as a foundational method. It appears again in Six Sigma as the DMAIC method (define, measure, analyze, improve, and control). Walters notes that TQM is much more people oriented, while Six Sigma is process based. He sees, for example, that the term define “takes the human element out” and the term measure focuses on data.  

Total Quality Management, Kaizen, and Six Sigma: Which One When?

While TQM’s method of using employees as a source of ideas and solutions can help companies, Six Sigma’s process and measurement focus — which promotes data-driven decisions — offers compelling benefits. Walters uses the example of producing peanut butter and jelly sandwiches.   “We’d start out with two pieces of bread, add the peanut butter, add the jelly, and put the two pieces of bread together. But, maybe the edges are smashed together. Maybe the corners are damaged. Or, when our customers get it, they say the bread is soggy. Within that process, we’re not sure whether we’re putting on too much jelly or whether we’re using the wrong type of peanut butter. You just don’t know what it is, so you have these group meetings and brainstorm until your customer response is what you want, and the level of acceptance of your quote unquote quality product is where you desire it to be,” says Walters.   With Six Sigma, however, the questioning process would drill down to the details. What kind of bread were you using? What kind of peanut butter? What kind of jelly?   “That to me is the benefit because it takes the onus off the people and focuses strictly on the process,” asserts Walters. “So, if we tighten up the process, we can feel like we already have quality people. And after the process is repeating in the same manner, even if there are other performance issues, that automatically sets you back to the human side. But then you can manage the human issue properly because you don’t have to worry about your processes. Your numbers aren’t changing.”   Walters states further that most companies want to develop brand loyalty, even if their product is essentially the same as a competitor’s. “If we use TQM, we hope a product is of better quality, so you’ll come back. With TQM, you have to wait for your customers to confirm that it’s good. With Six Sigma, at the end of the day, you don’t guess if your product is better. You know it. If you properly identify your market and your product has the best fit for the niche, you know you have the best product from a process perspective. That leads to the deeper relationships,” he says.    If Six Sigma can offer definitive results for an existing process and TQM can help achieve results over time, where does Kaizen fit? Kaizen is a Japanese word meaning philosophy of improvement. It includes the 5 Ss, seiri, seiton, seiso, Seiketsu, and shitsuke , translated loosely into English as sort, set in order, shine, standardize, and sustain. Kaizen is considered more of a philosophy for how to organize your workspace and the larger workplace and how to have the right attitude toward your work and coworkers.    Kaizen events are improvement efforts that involve small teams that spend a short time, usually about a week, considering and testing improvements. The team then presents its findings to management. Management periodically reviews the solutions to make sure that they continue to benefit the team.    Like TQM, Kaizen approaches efforts from the perspective that the whole company is responsible for quality and that improvement must be continuous. It is generally less methodological than Six Sigma, although Kaizen may inform the lean aspect of Lean Six Sigma. 

The Seven Basic Tools of Total Quality Management

According to the experts, the basic tools of TQM allow anyone - even someone without statistical training - to gather data to illuminate most problems and reveal possible solutions. Here are the seven basic tools of TQM:

• Check Sheet: This is a pre-made form for gathering one type of data over time, so it’s only useful for frequently recurring data.
• Pareto Chart: The chart posits that 80 percent of problems are linked to 20 percent of causes. It helps you identify which problems fall into which categories.
• Cause and Effect Diagram or Ishikawa Diagram: This diagram allows you to visualize all possible causes of a problem or effect and then categorize them.
• Control Chart: This chart is a graphical description of how processes and results change over time.
• Histogram Bar Chart: This shows the frequency of a problem’s cause, as well as how and where results cluster.
• Scatter Diagram: This diagram plots data on the x and y axes to determine how results change as the variables change.
• Flow Chart or Stratification Diagram: This represents how different factors join in a process. 

The Key Players in Total Quality Management: Customers, Suppliers, and Employees

To achieve success with a total quality management program or any other improvement methodology, managers must understand the quality goals for their product or company. They must then communicate those goals, in addition to the benefits of TQM, to the company, as employees play a vital role by contributing their intimate, day-to-day knowledge of product creation and processes.    TQM is a philosophy that values comprehensiveness. Therefore, suppliers are a crucial part of TQM execution. Companies must vet new suppliers and regularly audit existing suppliers to guarantee that materials meet standards. Communication with suppliers about TQM goals is also essential.   Customers are the most significant part of the TQM equation. After all, they’re the reason for TQM’s existence. Aside from the obvious feedback the sales team provides, customers — product or service users — give information about what they want from the deliverable, whether that deliverable is tangible or a service.

Certifications in Total Quality Management

Since its heyday in the 1980s and 1990s, TQM has been largely superseded by Six Sigma and ISO 9000. “The thing about Lean and Six Sigma is that they have a very definite set of methods to achieve these goals effectively. You go do x, y, and z,” explains Nichols. “ISO is a universal standard, and it’s clear what you have to do.Of course, what goes along with that is that you can be certified, which is outside the scope or remit of TQM,” concludes Nichols. He suggests that TQM lost traction in the UK because Europe adopted ISO in the 1990s. Today, formal TQM training is rare. Nichols suggests that companies with interest in pure TQM may pursue something like the Baldrige award. 

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Quality Management PPT Presentations

Quality management concerns the optimization of the quality of a product, a service or a process. Quality management includes the planning, monitoring, control and monitoring of a quality process and the results of the process.  

This affects all measures that improve process quality. A common model is the EFQM model and ISO 9001. Benefit from pre-designed checklists, intricate diagrams and model analyses to create a successful quality management presentation. The Total Quality Management (TQM) Toolbox includes all necessary templates and work sheets for the expert recording and control of business processes. Visualize how to increase efficiency and quality of processes and quickly calculate cost models or create strategies to increase profits.

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Total Quality Management

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Total quality management is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.

Total quality management was developed by William Deming, a management consultant whose work had a great impact on Japanese manufacturing. While Total quality management shares much in common with the Six Sigma improvement process, it is not the same as Six Sigma. Total quality management focuses on ensuring that internal guidelines and process standards reduce errors, while Six Sigma looks to reduce defects.

The focus of the process is to improve the quality of an organization’s outputs, including goods and services, through continual improvement of internal practices. The standards set as part of the Total quality management approach can reflect both internal priorities and any industry standards currently in place.

Industry standards can be defined at multiple levels and may include adherence to various laws and regulations governing the operation of the particular business. Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations.

Total quality management is considered a customer-focused process and aims for continual improvement of business operations. It strives to ensure all associated employees work toward the common goals of improving product or service quality, as well as improving the procedures that are in place for production.

Inspire your company’s staff to be committed to high standards. Total Quality Management is a management framework based on the belief that a company can build long-term success by having all its members, from low-level workers to its highest-ranking executives. It focuses on quality improvement and thus delivering customer satisfaction.  This Total Quality Management template models all the facets of Total Quality Management.

The infographics in the first and second slides can be used to highlight different aspects of Total Quality management. Show hierarchy of the components of Total Quality Management with the pyramid in the third slide. The user can come to a good presentation close with the last slide as it summarizes what each alphabet in the TQM acronym really means. It is a fully editable and customizable TQM template for PowerPoint presentations. Users can change colors, texts, and icons to meet requirements.

This template can be used by quality managers when preparing instructions for improving product quality. You can describe in detail what actions need to be taken to improve quality control and what resources and time frame you will need for this.

Product managers can use this template when preparing a report on necessary changes to improve product quality. Marketers and salespeople can use the slides in this template to discuss the competitive advantages of your product and plan actions to improve the quality of the products they produce. Manufacturing managers can use the slides in this template when preparing guidelines for quality control and continuous improvement of work processes in the company.

Extensively used across all industries.  The Total Quality Template is great for presentation on management. Ideal for use by management professionals, quality auditors, quality assurance teams, quality controllers, strategic planners, business analysts,  project managers, etc… Give the best Total Quality Management presentation and impress your audiences on end with our Total Quality Management template for PowerPoint template.

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Total quality management (tqm).

Description Total Quality Management (TQM) is a holistic approach to achieving long-term success that transcends mere processes or outcomes. At its core, TQM views continuous improvement as a perpetual process rather than a short-lived objective. It instills a mindset where every facet of an organization is seen as a potential source of refinement, from attitudes and practices to systems and structures. TQM is a transformative journey that involves everyone in the organization, fostering a shared commitment to quality and excellence.

The benefits of embracing TQM are as abundant as they are profound. Organizations that integrate TQM principles experience improved operational efficiency, heightened customer satisfaction, reduced costs, and enhanced employee morale. By fostering a culture of continuous improvement, TQM empowers organizations to adapt to changing environments, seize opportunities, and exceed customer expectations. TQM doesn't merely lead to success; it becomes a compass guiding organizations towards sustainable excellence.

In today's fast-paced business landscape, the principles of TQM remain as relevant as ever. As markets evolve, customer demands become more intricate, and competition intensifies, TQM equips organizations with the agility to navigate these challenges. Moreover, TQM synergizes harmoniously with Lean, Six Sigma, and Design Thinking methodologies.

By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality. 

This TQM PPT training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.

Note: This training package includes:

1. TQM PPT training presentation (PowerPoint format, 16:9 widescreen)

2. The Inspection Exercise (PowerPoint format, 4:3 standard screen)

Learning Objectives

​Explain the meaning of Total Quality Management (TQM)

Identify key leaders in the field of quality and their philosophies

Identify characteristics of the TQM philosophy

Understand the importance of process management and measuring the cost of quality

Describe the key business excellence and quality models

Describe Total Quality leadership attitudes and behaviors

Identify tools and techniques for Total Quality

Define the steps for TQM implementation

​Introduction to TQM

Customer Focus

Employee Involvement & Empowerment

Process Management

Cost of Quality

Business Excellence & Quality Management Models

Total Quality Leadership

TQM Implementation

Methods & Tools for Total Quality

Key Takeaways

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Quality Management Meeting

It seems that you like this template, quality management meeting presentation, free google slides theme, powerpoint template, and canva presentation template.

Isn't "quality" a synonym for "Slidesgo"? Just kidding... But when it comes to quality management, things must be clear and well thought, as it's a vital part in business administration. Prepare for a meeting and bring this template—customize it first—with you. Thanks to our friends at Storyset, we've been able to add illustrations created by them, powering up these layouts. There are some wavy shapes, resources of all kinds, and slides with different numbers of text boxes, so your presentation will be exactly as you want it to be.

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• About Adverse Childhood Experiences
• Risk and Protective Factors
• Program: Essentials for Childhood: Preventing Adverse Childhood Experiences through Data to Action
• Adverse childhood experiences can have long-term impacts on health, opportunity and well-being.
• Adverse childhood experiences are common and some groups experience them more than others.

What are adverse childhood experiences?

Adverse childhood experiences, or ACEs, are potentially traumatic events that occur in childhood (0-17 years). Examples include: 1

• Experiencing violence, abuse, or neglect.
• Witnessing violence in the home or community.
• Having a family member attempt or die by suicide.

Also included are aspects of the child’s environment that can undermine their sense of safety, stability, and bonding. Examples can include growing up in a household with: 1

• Substance use problems.
• Mental health problems.
• Instability due to parental separation.
• Instability due to household members being in jail or prison.

The examples above are not a complete list of adverse experiences. Many other traumatic experiences could impact health and well-being. This can include not having enough food to eat, experiencing homelessness or unstable housing, or experiencing discrimination. 2 3 4 5 6

Quick facts and stats

ACEs are common. About 64% of adults in the United States reported they had experienced at least one type of ACE before age 18. Nearly one in six (17.3%) adults reported they had experienced four or more types of ACEs. 7

Preventing ACEs could potentially reduce many health conditions. Estimates show up to 1.9 million heart disease cases and 21 million depression cases potentially could have been avoided by preventing ACEs. 1

Some people are at greater risk of experiencing one or more ACEs than others. While all children are at risk of ACEs, numerous studies show inequities in such experiences. These inequalities are linked to the historical, social, and economic environments in which some families live. 5 6 ACEs were highest among females, non-Hispanic American Indian or Alaska Native adults, and adults who are unemployed or unable to work. 7

ACEs are costly. ACEs-related health consequences cost an estimated economic burden of $748 billion annually in Bermuda, Canada, and the United States. 8

ACEs can have lasting effects on health and well-being in childhood and life opportunities well into adulthood. 9 Life opportunities include things like education and job potential. These experiences can increase the risks of injury, sexually transmitted infections, and involvement in sex trafficking. They can also increase risks for maternal and child health problems including teen pregnancy, pregnancy complications, and fetal death. Also included are a range of chronic diseases and leading causes of death, such as cancer, diabetes, heart disease, and suicide. 1 10 11 12 13 14 15 16 17

ACEs and associated social determinants of health, such as living in under-resourced or racially segregated neighborhoods, can cause toxic stress. Toxic stress, or extended or prolonged stress, from ACEs can negatively affect children’s brain development, immune systems, and stress-response systems. These changes can affect children’s attention, decision-making, and learning. 18

Children growing up with toxic stress may have difficulty forming healthy and stable relationships. They may also have unstable work histories as adults and struggle with finances, jobs, and depression throughout life. 18 These effects can also be passed on to their own children. 19 20 21 Some children may face further exposure to toxic stress from historical and ongoing traumas. These historical and ongoing traumas refer to experiences of racial discrimination or the impacts of poverty resulting from limited educational and economic opportunities. 1 6

Adverse childhood experiences can be prevented. Certain factors may increase or decrease the risk of experiencing adverse childhood experiences.

Preventing adverse childhood experiences requires understanding and addressing the factors that put people at risk for or protect them from violence.

Creating safe, stable, nurturing relationships and environments for all children can prevent ACEs and help all children reach their full potential. We all have a role to play.

• Merrick MT, Ford DC, Ports KA, et al. Vital Signs: Estimated Proportion of Adult Health Problems Attributable to Adverse Childhood Experiences and Implications for Prevention — 25 States, 2015–2017. MMWR Morb Mortal Wkly Rep 2019;68:999-1005. DOI: http://dx.doi.org/10.15585/mmwr.mm6844e1 .
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Adverse Childhood Experiences (ACEs)

ACEs can have a tremendous impact on lifelong health and opportunity. CDC works to understand ACEs and prevent them.