1. TOTAL QUALITY MANAGEMENT MODELS

2. 1.THE JURAN’S TRILOGY QUALITY PLANNING QUALITY CONTROL
QUALITY IMRPROVEMENT

5. 2. THE DEMING CHAIN REACTION
Producing high quality products and services is key for any organization that wishes to stay in business.
An important goal for any organization is to produce trouble-free products and services and delightful products and services. By doing so, loyalty is created, reduces costs, and allows the firm to further delight the customer through other offerings.
Deming postulated what have been discuss above in what is now known as the Deming Chain Reaction:

6. Deming’s point with the Deming Chain Reaction is to show how quality improvement impacts the bottom line.
improve quality => decrease costs => improve productivity => decrease prices => increase market => stay in business => provide employment => return on investment

7. 3.THE QUALITY PLANNING ROAD MAP
Despite the existence of multiple organisational levels, and despite the many varieties of goods, services, and operating processes, the quality-planning process can be generalised into one coherent, universal series of input-output steps. Collectively these steps make up the quality planning road map .

8. In narrative form the steps on the quality-planning road map are as follows:
1. Identify who the customers are.
2. Determine the needs of those customers.
3. Translate those needs into our language.
4. Develop product features that can optimally respond to those needs.
5. Develop a process that is optimally able to produce the product features.
6. Transfer the process to the operating forces.

9. 4.THE MCKINSEY TQM MODEL
STRATEGY- TOP MANAGEMENT SHOULD DECIDE THEIR STRATEGY ABOUT QUALITY
STRUCTURES- RESTRUCTURING IS NECESSARY
SYSTEMS – SHOULD BE DEVELOPED
STAFF – SHOULD BE UTILIZED PROPERLY
SKILLS – SHOULD BE DEVELOPED
STYLE – OF FUNCTIONING OF THE PEOPLE, INCHARGE OF TQM WILL DECIDE RESULTS.
SHARED VALUES- SHOULD BE DEVELOPED

10. 4.MCKINSEY’S ‘7’ S MODEL
CONCEPT
STRATEGIC EXCELLENCE IS NOT ENOUGH- FOR ORGNIZA’AL SUCCESS-
NEEDS SUPPORTING VARIABLES FOR- IMPLEMENT’N EXCELLENCE
EVOLUTION
“SEARCH OF EXCELLENCE”-
ELABORATED BY MCKINSEY’S AS- 7’S FRAMEWORK FOR ORG’AL SUCCESS.
7 ‘ S- VARIABLES
STAFF
STYLE
SKELETON
STRATEGY
SYSTEM
SKILLS
SHARED VALUES
VARIABLE
MEANING/EFFECT EX
STRATEGY
PLAN FOR RESOURCES ALLOCATION-
- TO REACH IDENTIFIED GOAL.
TATA GOING GLOBAL-
LM.MITTAL
SKELETON
ORG’AL CHART– SEPARATE ENTITY &LINKAGE.
TATA EMPIRE-
SYSTEM
PROCEGERILISED REPORTS/ ROUTINISE PROCESS EX: HORIZONTAL/ TANGENTIAL REPORTS
BIRLA’S-
SKILLS
ORGANISATION’S -LEARNING ABILITY
INFOSYS
SHARED VALUES
CONCEPT ORG’N IMBURSES WITHIN MEMBERS
[ETHICS/ HONESTY/ EQUALITY/]
INFOSYS -FANIS MURTHY EPISODE
STYLE
CHARACTERISATION OF KEY MGR WHILE
ACHIEVING ORIGINAL GOALS.
RELIANCE
STAFF
DEMOGRAPHICS OF CATEGORIES WITHIN FIRM
INFOSYS -KNOWLEDGE CAMPUS

11. 5. THE CROSBY PROGRAM FOR TQM
QUALITY IS EVERYONE RESPONSIBILITY AND MUST BE LED BY THE CEO.
CROSBY’S STEPS TO QUALITY IMPROVEMENT ARE AS FOLLOWS:
MANAGEMENT COMMITMENT
DEVELOP A QUALITY IMPROVEMENT TEAM
QUALITY MEASUREMENT
COST OF QUALITY EVALUATION
QUALITY AWARENESS
CORRECTION ACTION
ESTABLISH AN ADHOC COMMITTEE FOR THE ZERO DEFECT PROGRAMME
SUPERVISOR TRAINING
ZERO DEFECT DAY IN A YEAR/ MONTH/ WEEK
GOAL SETTING
ERROR CAUSES REMOVED
RECOGNITION OF PEOPLE
QUALITY COUNCILS
DOT IT ALL OVER AGAIN

12. 6. INTEGRATED MODEL OF TQM
SOHAL, TAY AND WIRTH HAVE DISCUSSED QUALITY IN TERMS OF TQC RATHER THAN
TQM BUT REFER CONTROL TO THE MANAGEMENT OF QUALITY AT VARIOUS STAGES
OF THE PROCESS. THERE ARE FIVE ELEMENTS IN THIS MODEL:
CUSTOMER FOCUS
MANAGEMENT COMMITMENT
TOTAL PARTICIPATION: TOTAL EMPLOYMENT INVOLVEMENT(TEI)
STATISTICAL QUALITY CONTROL
SYSTEMATIC PROBLEM SOLVING PROCESS.

13. 7.OAKLAND MODEL FOR TQM
OAKLAND HAS ENUMERATED FOLLOWING THIRTEEN STAGES TO REPRESENT A GRADUAL PROGRESSION TOWARD IMPLEMENTING A TQM BASED CULTURE:
UNDERSTANDING QUALITY
COMMITMENT TO QUALITY
POLICY ON QUALITY
ORGANISATION FOR QUALITY
MEASUREMENT OF COSTS OF QUALITY
PLANNING FOR QUALITY
DESIGN FOR QUALITY
SYSTEM FOR QUALITY
CAPABILITY FOR QUALITY
CONTROL FOR QUALITY
TEAMWORK OF QUALITY
TRAINING FOR QUALITY
IMPLEMENTATION OF TQM

14. 8. THE BUILDING BLOCKS MODEL OF TQM (ZAIRI )
ZAIRI AT THE MANAGEMENT CENTRE OF BRADFORD UNIVERSITY HAS PROPOSED THREE PARTS OF BUILDING TO DISCUSS TOTAL QUALITY.
THE FOUNDATION OF TOTAL QUALITY (TQ): THREE ELEMENTS OF FOUNDATION BLOCK OF TQM HAVE BEEN IDENTIFIED:
CONTINUOUS IMPROVEMENT
VALUE ADDITION AT EACH STAGE OF EVERY OPERATION
EMPLOYEE INVOLVEMENT
THE PILLARS OF TOTAL QUALITY (TQ): THESE ARE THE MEANS BY WHICH THE HUMAN CREATIVITY INPUTS CAN BE CONVERTED INTO OUTPUTS WHICH BENEFITS THE END CUSTOMER. THE PILLARS ARE REPRESENTED BY VARIOUS QUALITY SYSTEMS WHICH REPRESENT PROCEDURES, DOCUMENTATION, USE OF STATISTICAL PROCESS CONTROL(SPC), MANAGEMENT CONTROL SYSTEM, PROCESS FLEXIBILITY PROVIDED BY USE OF COMPUTERS, WORKPLACE DESIGN, ERGONOMICS AND CUSTOMER SUPPLIER CHAIN.

15. THE TOP OF TOTAL QUALITY (TQ): THIS TOP OF BUILDING SHOULD SHIELD THE ORGANISATION FROM ADVERSE EXTERNAL FACTORS AND PROTECT IT ALL THE TIME. THIS TOP PART SHOULD BE WEATHER PROOF (NOT AFFECTED BY ADVERSE CHANGES IN MARKETPLACE) AND SHOULD NOT DETERIORATE (ORGANISATIONS ARE DYNAMIC IN NATURE AND
HAVE TO ADOPT TO NEW
MARKET PATTERNS). THE
ACTIVITIES OF SENIOR
MANAGERS, THEREFORE,
SHOULD AIM TOWARDS:
QUALITY PLANNING
LEADERSHIP
VISION FOR WORLD CLASS
COMPETITIVENESS.