Total Quality Management (TQM)

Deming's 14 Point Plan for TQM

Point 1

Create constancy of purpose toward improvement of the product and service so as to become competitive, stay in business and provide jobs.

Successful Company

3 Strategies of Market Leaders

Point 2

Adopt the new philosophy. We are in a new economic age. We no longer need live with commonly accepted levels of delay, mistake, defective material and defective workmanship.

8 Rules for Quality Management

Transition to a Lean Enterprise

Point 3

Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in.

Performance-based Company

Point 4

Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone. Instead, depend on meaningful measures of quality, along with price.

Supply Chain Management

Best Practices

Team

Point 5

Find the problems; constantly improve the system of production and service. There should be continual reduction of waste and continual improvement of quality in every activity so as to yield a continual rise in productivity and a decrease in costs.

Point 6

Institute modern methods of education and training for all. Modern methods of on-the-job training use control charts to determine whether a worker has been properly trained and is able to perform the job correctly. Statistical methods must be used to discover when training is complete.

Point 7

Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a better job. Improvement of quality will automatically improve productivity. Management must prepare to take immediate action on response from supervisors concerning problems such as inherited defects, lack of maintenance of machines, poor tools or fuzzy operational definitions.

Kaizen and TQM

Lean Manufacturing

5S

Point 8

Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication and other mechanisms that will enable everybody to be part of change, and to belong to it. Fear can often be found at all levels in an organization: fear of change, fear of the fact that it may be necessary to learn a better way of working and fear that their positions might be usurped frequently affect middle and higher management, whilst on the shop-floor, workers can also fear the effects of change on their jobs.

Barriers to Successful TQM

Continuous Improvement Firm

3 Basic Principles

Kaizen Culture

3 Pillars

Suggestion Systems

Japanese-style

Point 9

Break down barriers between departments and staff areas. People in different areas such as research, design, sales, administration and production must work in teams to tackle problems that may be encountered with products or service.

8 Principles

Point 10

Eliminate the use of slogans, posters and exhortations for the workforce, demanding zero defects and new levels of productivity without providing methods. Such exhortations only create adversarial relationships.

Point 11

Eliminate work standards that prescribe numerical quotas for the workforce and numerical goals for people in management. Substitute aids and helpful leadership.

Employee Performance Management

Leading by Serving

Point 12

Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, abolition of the annual merit rating (appraisal of performance) and of management by objectives.

14 TQM Slogans at Pentel

Growth 10+ is People 10+

Effective KPIs

Point 14

Top management's permanent commitment to ever-improving quality and productivity must be clearly defined and a management structure created that will continuously take action to follow the preceding 13 points.

TQM Practices: Japan vs. the West

Six Sigma

Six Sigma and Quality Revolution at GE