1. Anekant Institute of Management Studies (AIMS)
5th National Conference on “Management Perspectives on Changing Socio-Economic Environment: Vision and Challenges”
Anekant Institute of Management Studies (AIMS)
Anekant Education Society Campus, Baramati, Dist., Pune , Maharashtra, INDIA, Oct 7-8, 2016

2. TQM – a Quality Revolution
Author: V. Basil Hans M.A.,M.Phil., Ph.D. Associate Professor & HoD of Economics St Aloysius Evening College PB No 720 Light House Hill Mangaluru – Karnataka, INDIA. Mobile:

3. I. INTRODUCTION
Business is becoming customer-centric; organizations are putting emphasis on customer relationship management (CRM) in marketing and marketing research.
Total quality management (TQM) is vital for business growth and sustainability.
TQM is an approach to the art of management that originated in Japanese industry in the 1950s & as an academic subject peaked around 1993.
TQM is potential revolution in management, governance etc.

4. II. THEORETICAL BACKGROUND
Nature
Customer focus internal/external
Continuous process – getting better and better
Defect free approach – poka yoke
Employees involvement – right manpower planning
Recognition & Rewards – positive reinforcement
Synergy in team work – work together; don’t wither
Techniques - e.g. quality circle, value engineering
Systems approach – total commitment; no sub-optimization

5. Cont’d Elements of TQM Customer-focussed Total employee involvement
Process-centred
Integrated system
Strategic and systematic approach
Continual improvement
Fact-based decision making
Communications

6. Cont’d

7. III. TQM – EVOLUTION
Babylonians and Romans developed the art of standardization in stone quarrying and construction works.
England had standard weights system as early as During the 16th and 17th centuries many European countries introduced quality inspection of the manufacturing processes.
World Wars – Japan Naval Air Systems Control

8. Cont’d 1920s USA applied TQM to industry
1950s Deming taught methods for statistical analysis and control of quality to Japanese engineers and executives
1960s: Quality Control; followed by “Made in England”, “Made in China” etc.
1970s: Lokayukta; 1980s: Quality Circles in India
1990s Incredible India; 1994: IQAC/NAAC
Now - “Make in India”; part of strategic mgt/good governance

9. IV. EXECUTING TQM Steps of TQM Assess – current status and potential
Announce – change goals
Implement – the change
Institutionalize – change vehicles

10. Cont’d Tools and Implementation of TQM
Kaizan’ practice or approach, originally developed by Walter Shewart but renamed Deming Cycle in 1950s

11. Cont’d TQM not just a ‘system’ but also a ‘movement’
Role of all stakeholders – at all times – work as ‘clock-builders’, not ‘time-tellers’:
Political leaders, academics, civil society groups (e.g. RTI activists/Whistleblowers), the government need to work in a mission mode for zero defect (e.g. zero corruption)
Transparency-Accountability-Responsibility-Justice

12. VI. CRITICAL ASSESSMENT
Advantages of TQM
Need-based; compulsions of competition
Quality Assurance – survival and growth
Waste Reduction
Good Communication
Continuous Review

13. Cont’d Disadvantages High Costs Unseen Benefits
Resistance – Why to change? Will it change? Change will not work – excuses???
Skill Shortage
Less Scope
Counterproductive
Mere Rhetoric?

14. V. CONCLUSION
TQM, once a “thought revolution”; now become an “action revolution”
Knowledgeable about errors too: error, not terror
Identifying, Rectifying, Improving
Efficiency Equity – ethical + economical
CSR – order of the day

15. Gratitude V.B. Hans Mangalore Oct 7, 2016. THANK YOU, DEAR ORGANIZERS
AND
AUDIENCE
V.B. Hans
Mangalore
Oct 7, 2016.