KC 1.5.4 - TQM (Total Quality Management)

TQM used to be mentioned as one of the parts of the Quality Concepts Sub-domain in CBOK Skill Category-1 of CBOK. But now, though it is not explicitly mentioned, it is still a buzz word among QA professionals. So, I am putting it as a part of Quality Vocabulary & am giving the necessary resources for it.

TQM - Introduction

Total Quality Management (TQM), a buzzword phrase of the 1980's, has been killed and resurrected on a number of occasions. The concept and principles, though simple seem to be creeping back into existence by "bits and pieces" through the evolution of the ISO9001 Management Quality System standard.

Companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.

The latest changes coming up for the ISO 9001:2000 standard's "Process Model" seem to complete the embodiment. TQM is the concept that quality can be managed and that it is a process. The following information is provided to give an understanding of the key elements of this process.

Total Quality Management (TQM)

Total = Quality involves everyone and all activities in the company.

Quality = Conformance to Requirements (Meeting Customer Requirements).

Management = Quality can and must be managed.

TQM = A process for managing quality; it must be a continuous way of life; a philosophy of perpetual improvement in everything we do.

TQM Compared to ISO 9001

ISO 9000 is a Quality System Management Standard. TQM is a philosophy of perpetual improvement. The ISO Quality Standard sets in place a system to deploy policy and verifiable objectives. An ISO implementation is a basis for a Total Quality Management implementation. Where there is an ISO system, about 75 percent of the steps are in place for TQM. The requirements for TQM can be considered ISO plus. Another aspect relating to the ISO Standard is that the proposed changes for the next revision (1999) will contain customer satisfaction and measurement requirements. In short, implementing TQM is being proactive concerning quality rather than reactive.

TQM Process Improvement and Problem Solving Sequence
PLAN (PLAN A CHANGE)			DO (IMPLEMENT THE CHANGE)	CHECK (OBSERVE THE EFFECTS)	ACTION (EMBED THE FIX INTO THE PROCESS FOR GOOD)
DEFINE THE PROBLEM	IDENTIFY POSSIBLE CAUSES	EVALUATE POSSIBLE CAUSES	MAKE A CHANGE	TEST THE CHANGE	TAKE PERMANENT ACTION
1. Recognize that what you are doing is a "PROCESS" 2. Identify the commodity being processed. - Process Inference 3. Define some measurable characteristics of value to the commodity. 4. Describe the "PROCESS" o Process Flow Analysis's o Flow charts o List of steps 5. Identify the "Big" problem o Brainstorming o Checklists o Pareto analysis	6. "BRAINSTORM" what is causing the problem. 7. Determine what past data shows. o Frequency distribution o Pareto charts o Control charts - sampling	8. Determine the relationship between cause and effect o Scatter diagrams o Regression analysis 9. Determine what the process is doing now o Control charts - sampling	10. Determine what change would help Your knowledge of the process Scatter diagrams Control Charts - sampling Pareto analysis ****Then make the change.	11. Determine what change worked (confirmation). Histograms Control charts - sampling Scatter diagrams	12. Ensure the fix is embedded in the process and that the resulting process is used. Continue to monitor the process to ensure: A. The problem is fixed for good. and B. The process is good enough o Control charts - sampling ****To ensure continuous improvement, return to step 5.

Courtesy:

• http://home.att.net/~iso9k1/tqm/tqm.html#Introduction

Resources:

1. http://home.att.net/~iso9k1/tqm/tqm.html#Introduction
2. http://www.mapnp.org/library/quality/tqm/tqm.htm