TQMS 1.0 INTRODUCTION 1.1 DEFINITION OF CONCEPTS 1.1.

0 QUALITY In its broadest sense, quality is a degree of excellence: the extent to which something is fit for its purpose. In the narrow sense, product or service quality is defined as conformance with requirements, freedom from defects or contamination, or simply a degree of customer satisfactionfitness for purpose or use. Quality is the result of a comparison between what was required and what was provide .It is judged not by the producer but by the receiver. Quality = Performance x Expectations

1.1.1 TOTAL QUALITY MANAGEMENT (TQM) Total Quality Management (TQM) is an enhancement to the traditional way of doing business. It is the art of managing the whole to achieve excellence. It is defined both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future. It integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. Total Quality Management is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating all qualityrelated functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM takes into account all quality measures taken at all levels and involving all company employees.

Total quality management in an intensive long-term effort directed at the creation and maintenance of high standards of product quality and services expected by customers. As such it can operate a major influence in developing the culture and processes of the organization. The object is it significantly to increase the awareness of all the employees that quality is vital to the organizations success and their future .the business must be transformed into an entity that exist to deliver value to customers by satisfying their needs-Armstrong (2006). The chartered management institute gives the following definitions of TQM: TQM is a way of managing which gives everyone in the organization responsibility for delivering quality to the final customer; quality being described as fitness for purpose or as delighting the customer/supplier relationship with the next process. The aim at each stage is to define and meet the customers requirements with the aim of maximizing the satisfaction of the final customer at the lowest possible cost.

1.1.2 ORIGIN OF TQM One particular approach to improving organizational performance and effectiveness is the concept of the Japanese inspired total quality management (TQM).TQM is generally expressed in terms of a way of life for an organization as a whole, committed to total customer satisfaction through a contribution process of improvement and the contributions and involvement of people. Total quality management has evolved from the quality assurance methods that were first developed around the time of the First World War. The war effort led to large scale manufacturing efforts that often produced poor quality. To help correct this, quality inspectors were introduced on the production line to ensure that the level of failures due to quality was minimized. After the First World War, quality inspection became more commonplace in manufacturing environments and this led to the introduction of Statistical Quality Control (SQC), a theory developed by Dr. W. Edwards Deming. A major influence on the establishment and development of TQM was the work of Deming who emphasized the importance of visionary leadership and

the responsibility of top management for initiating change a mathematician by training, he was interested in statistical measurement of industrial processes and attempted to persuade the American manufacturing industry to improve quality, and to create constancy of purpose for improvement of products and service. Deming drew attention to the importance of pride in work and process control, and made constant reference to the human side of quality improvement and how employees should be treated. This quality method provided a statistical method of quality based on sampling. Where it was not possible to inspect every item, a sample was tested for quality. The theory of SQC was based on the notion that a variation in the production process leads to variation in the end product. If the variation in the process could be removed this would lead to a higher level of quality in the end product. After World War Two, the industrial manufacturers in Japan produced poor quality items. In a response to this, the Japanese Union of Scientists and Engineers invited Dr. Deming to train engineers in quality processes. By the 1950s quality control was an integral part of Japanese manufacturing and was adopted by all levels of workers within an organization. By 1970s the notion of total quality was being discussed. This was seen as company-wide quality control that involves all employees from top management to the workers, in quality control. In the next decade more non-Japanese companies were introducing quality management procedures that based on the results seen in Japan. The new wave of quality control became known as Total Quality Management, which was used to describe the many quality-focused strategies and techniques that became the center of focus for the quality movement. 1.1.3 TQM APPLICATION Total quality reflects, first, the total quality management (TQM) concepts advocated by managing experts like W.Edwards Deming. Basically, Deming argued that an employees performance is more a function of things like training, communication, tools and supervision than of his or her own motivation. Performance managements emphasis on the integrated nature of goal setting, appraisal and development reflects this assumption.

TQM as a management approach of an organization centers on quality, based on the participation of all its members and aiming at long-term success. This is achieved through customer satisfaction and benefits to all members of the organization and to society. In other words, TQM is a philosophy for managing an organization in a way, which enables it to meet stakeholders needs and compromising ethical values. Typical of an organization going through a total quality process would be:

A clear and unambiguous vision Few interdepartmental barriers Time spent on training Excellent supplier Customer relations and The realization that quality is not just product quality but also the quality of the whole organization including sales, finance, personnel and other non-manufacturing functions.

The successful organization should as a matter of policy be constantly seeking opportunities to improve the quality of its products and /or services and processes. The organization must also couple quality with a required level of productivity. An integral part of a total quality approach is the Japanese concept of kaizen, which literally means improvement or is often interpreted as gradual process or incremental change. The concept is based on continual evolutionary change and on the belief that the individual workers know more about their own jobs than anyone else. Cane suggests that the traditional kaizen approach embeds it in a hierarchical structure, although it gives considerable responsibility to employees within certain fixed boundaries. The approach:

Analyses every part of the process drawn to the smallest details. Sees how every par of the process can be improved. Looks at how employees actions equipment and details can be improved; and

Looks at ways of saving time and reducing waste.

1.2 IMPLEMENTATION OF TQM If TQM is to be implemented successfully it must be seen as a total process involving all operations of the organization and the entire participation of top management. It demands a supportive organizational culture and a programme of management change. TQM places emphasis on the involvement of people as the key to improve quality. If involves changes to the traditional simulative with greater emphasis on natural work groups multi-discipline working and fear based management. Attention must be given to effective education and training, empowerment and the motivation to take ownership of quality, and systems of communication at all levels of the organization.

1.2.1 BARRIERS TO TQM IMPLEMENTATION

Lack of management commitment Inability to change organizational culture Improper planning Lack of continuous training and education Incompatible organizational structure and isolated individuals and departments Ineffective measurement techniques and lack of access to data and results. Paying inadequate attention to internal and external customers. Inadequate use of empowerment and teamwork

3.0 THE SUCCESS OF TQM Almost inevitably, there are negative comments and criticism about the concept of TQM and doubts about its value. Thomas, for example, suggests that the term total quality management is a fit of an oxymoron and that in all profitability it would be advantages if M were to be removed. Total quality cannot be managed in the traditional, i.e. supervise and control, sense
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of the word because it involves factors such as commitment, purpose, vision and trust that are not amenable to mechanistic prescription. Quality can, and must be managed. Total quality, however, must be encouraged to evolve. However, there are many success stories that give evidence of its benefits and effectiveness. Heller refers to disillusion with, and backlash against, TQM that was bound to come No technique has ever spared so fast- or so wide. However, he makes the point.The success, and many other European cases, however, are emphatic evidence that total quality management delivers- you cant argue with the results. Drummond puts forward an interesting debate on comparing the philosophies and ideas of Deming with Taylors scientific management, and questions whether Demings ideas are as radical as they seem. Drummond suggests: Clearly, total quality management offers some new ideas. Whether these ideas have proved successful is unclear moreover, much depends upon how success in measured. Different measures can suggest different conclusions. another difficult in assessing the effective Of total quality management programmes is that organizations have implemented Deming ideas selectively 3.1 TQM AND RELATED REWARD PRACTICE Allen and Kilmann raise the question: why arent TQM practice as effective as they could be? The rise of total quality management represents one of the biggest changes in the past two decades in the way companies are managed. However, while many studies have found that in general TQM has had positive effects on company performance, reports of failure are surprisingly common in the press. Allen and Kilmann suggest that the alignment of a companys system of rewards is a critical ingredient in successful organizational change and they investigate the relationship between reward practice and TQM. From a survey of managers, non-managerial and professional/technical staff in a wide variety of organization they conclude that the commonly held mission of supporting TQM with only non-monetary rewards- such as certificates, letters of appreciation, merchandise or celebration events- is not enough. If managers

want better performance from TQM they must improve supportive monetary reward practices. Firms will such practices in place report stronger organizational performance.

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