Total Quality Management (TQM) Tutorial/Help Page

by Dexter A. Hansen

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There are a number of professions that use flowcharting for quality activities.  The list below includes various books on flowcharting as well as several on VISIO, one of the most used programs for flowcharting.


Flowcharting Help Page List of Recommended Flowcharting Books


The Basics of Process Mapping 2nd Edition by Robert Damelio (Author) Kindle  Hardcover   Paperback

Go With the Flow!: The Clutter Flow Chart Workbook  – January 20, 2023
by Hazel Thornton
Paperback

Flowcharts Usage: Get An Introduction To The Use Of Flowcharts As A Process Design – December 23, 2022
by Irving Brangan) 
Paperback

MICROSOFT VISIO USER GUIDE: THE COMPLETE GUIDE FOR BEGINNERS AND EXPERTS TO MASTER VISIO DIAGRAMS by TIM VEGA | Dec 14, 2023
Paperback

Visualize Complex Processes with Microsoft Visio: A guide to visually creating, communicating, and collaborating business processes efficiently
by David J Parker and Senaj Lelic | May 12, 2023 Kindle Paperback

Free Diagram & Flowchart Software for Mac for Chart Drawing and Creation,
Mac Download  PC Download


INDEX

Introduction

Total Quality Management (TQM)

TQM Compared to ISO 9001

TQM as a Foundation

Ten Steps to Total Quality Management (TQM)

Principles of TQM

Processes must be Managed and Improved

Key to Quality

Planning a Change

TQM Process Improvement and Problem Solving Sequence

Other Related Sites


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.  

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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.

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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.

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TQM as a Foundation

TQM is the foundation for activities which include;

  • Meeting Customer Requirements
  • Reducing Development Cycle Times
  • Just In Time/Demand Flow Manufacturing
  • Improvement Teams
  • Reducing Product and Service Costs
  • Improving Administrative Systems Training

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Ten Steps to Total Quality Management (TQM)

The Ten Steps to TQM are as follows:

  1. Pursue New Strategic Thinking
  2. Know your Customers
  3. Set True Customer Requirements
  4. Concentrate on Prevention, Not Correction
  5. Reduce Chronic Waste
  6. Pursue a Continuous Improvement Strategy
  7. Use Structured Methodology for Process Improvement
  8. Reduce Variation
  9. Use a Balanced Approach
  10. Apply to All Functions

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Principles of TQM

The Principles of TQM are as follows:

  1. Quality can and must be managed.
  2. Everyone has a customer and is a supplier.
  3. Processes, not people are the problem.
  4. Every employee is responsible for quality.
  5. Problems must be prevented, not just fixed.
  6. Quality must be measured.
  7. Quality improvements must be continuous.
  8. The quality standard is defect free.
  9. Goals are based on requirements, not negotiated.
  10. Life cycle costs, not front end costs.
  11. Management must be involved and lead.
  12. Plan and organize for quality improvement.

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Processes must be Managed and Improved

Processes must be managed and improved!  This involves:

  • Defining the process
  • Measuring process performance (metrics)
  • Reviewing process performance
  • Identifying process shortcomings
  • Analyzing process problems
  • Making a process change
  • Measuring the effects of the process change
  • Communicating both ways between supervisor and user


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Key to Quality

The key to improving quality is to improve processes that define, produce and support our products.

All people work in processes.

People

  • Get processes "in control"
  • Work with other employees and managers to identify process problems and eliminate them

Managers and/or Supervisors Work on Processes

  • Provide training and tool resources
  • Measure and review process performance (metrics)
  • Improve process performance with the help of those who use the process

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Planning a Change

chart
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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.

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Other Related Sites

For those needing help with other areas, visit other related web sites by the author as follows:

Flowcharting Help Page 

Job Descriptions Help Page 

Integrating SOX-404 Internal Controls Auditing into ISO9001

Program Management Tips 

Procedure / Process Writing Tips

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Links

There are a number of consultants, educational sites and organizations running sites on the Internet. I have found interest links and have provided a Links Page. Click on Links to go there.

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If you have questions or comments relating to this flowcharting information, please click here to email the author.

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Dexter A. Hansen