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TQM is not aremedial

procedure forbetter products.

It is a marchtowards

excellence andperfection.

05What is TQM?

01. What is Quality?

Quality is generally defined as conformance torequirements. It is also conformance to a standard that isrequired. However, many consider that quality need notjust be conformance to requirements but should be anassurance of being the best in the world of that type. Inaddition, it should also keep a constancy of purpose.

02. What is Total Quality?

Total quality refers not only to the product but also to theway the product is made as well as presented to thecustomer. Total quality asks for customer orientation,process orientation, people management and leadership.All these are continuous processes.

03. What is TQM?

TQM is a people driven process. It involves changes inpeople�s attitudes primarily. In addition, it deals withprocess orientation and continuous improvement of the

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process. It strives for empowerment and autonomy of thepeople involved in using processes of production. It askspeople to continuously look for new ways to adapt to thechanging environment. It is a continuous improvementplan, with an effort to bring out the best for thestakeholders as well as for the institution.

04. Misconceptions about TQM

It is not an imposition from top downwards. It is not donethrough inspections. It can work only when stakeholdersunderstand the importance of guaranteeing quality andimproving continuously. Unless the institution and thestakeholders have a keen desire and a constancy of purpose,TQM cannot be introduced. TQM is not about workingaccording to some one else's agenda, it should be owned bythe institution and the members should feel for the causeand act for it.

05. Continuous Learning

If TQM is to have relevance in education, it needs toaddress the quality of the learner�s experience. Learnersare all different and adapt to the learning process in a style

TQM - Not Through Inspection

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06Elements of TQM

01. Customer Focus

It is important to focus on the customer, both internaland external i.e., the employees and the users of the endproduct - the students. In TQM parlance, the customer isthe next process and not just a person who pays for theproduct or service. This concept helps to strengthen theco-operation within the organisation, eliminate internalcompetition and drives away fear.

02. Employee involvement

People at all levels make up an organisation and their fullinvolvement enables their abilities to be used for aninstitution's benefit.

03. Continuous Improvement

There is a beginning to the process of TQM, but there isno end. Checking, rechecking, valuation, revaluation,engineering and re-engineering are essential to ensurecontinuous improvement.

TQM is not atraditional

approach. It isunorthodox

and innovative.

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04. Universal Responsibility

A TQM leader has to learn that inspection is not a meansto achieve quality. One eliminates the need for inspectionby building quality into the product in the first place. TQMhelps us to recognize the fact that it is we ourselves whoare responsible for quality work, not someone else whowill check it after it is done.

05. A Sustained Management Commitment to Quality

An organisation's performance and culture will ultimatelyreflect its senior management's values. If an organisationis serious about implementing TQM, the commitment todo so has to start at the top, and the organisation's seniormanagement has to be unwavering in its commitment toquality.

06. Addressing Deficiencies

TQM is a management philosophy that seeks to preventpoor quality in products and services, rather than simplyto detect and sort out defects. "An ounce of prevention isworth a pound of cure".

Continuous Quality Improvement Processes

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07. Quality Measurement

"If you do not know where you are going, you will probablyend up somewhere" is a saying particularly relevant toTQM. The quality measurement aspect of TQM asks thequestion: where are we and where are we going? A basicTQM concept is that quality is a measurable commodity,and in order to improve, we need to know where we are(or stated differently, what the current quality levels are),and we need to have some idea of where we are going (orwhat quality levels we aspire to reach).

08. Benchmarking

Benchmarking consists of identifying other organisationsthat perform well and incorporating their wisdom intoone's organisation. This TQM philosophy consists ofdefining the competitors' best features from both internaland customer perspectives, and then adapting the bestpractices of these organisations to one's functioning.

Quality Measurement

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9. Value Improvement

The essence of value improvement is the ability to meetor exceed customer expectations while eliminatingunnecessary expenditure. Removing unnecessary costswhile simultaneously satisfying customer expectations andrequirements can only serve to increase customersatisfaction (after all, the customer is receiving the samelevel of quality for a lower cost). Simply cutting costs,however, will not improve value if the focus does notremain on satisfying customer requirements andexpectations.

10. Training

Training is basic to the TQM process. Several conceptsand technologies are inherent to TQM. In order to usethese concepts and technologies effectively, people haveto be trained. Yet another saying comes to mind: "If youthink training is expensive try ignorance."

Staff Training - A TQM Basic Process