What’s TQM?

A. TQM is a transformation in the way an organization manages. It involves focusing

management’s energies on the continuous improvement of all operations, functions, and
above all, processes of work. Quality is really nothing more, therefore, than meeting
customer needs. To do this, you must improve work processes, because it’s the result of
these processes that the customer cares about.

Q. What specific issues does TQM address best?

A. Total quality addresses, among other things, customer satisfaction, revenue, market
share, productivity, cost and cycle time. The way to increase customer satisfaction and
reduce cost and cycle time is by removing defects. You increase revenue and market
share by improving products and enhancing saleability.

Q. How should an organization implement TQM?

A. First, revisit the mission values and vision statement. Answer these questions:

 What business are we in?

 What principles guide us?
 What do we intend to become?

Next, conduct an assessment of quality in the organization. Review your standing in the
marketplace and the needs, wants and expectations of your customers. Calculate the
cost of poor quality to your company and assess employee attitudes toward existing
quality efforts. Develop a quality action plan next. The quality action plan should define
your short- and long-term goals and list individual responsibilities. Then develop
support for the TQM system. This involves communicating the effort, reviewing your
recognition-and-reward systems, and determining education and training needs.
Finally, prioritize the issues, and determine which programs should be the first to
implement. Don’t try to cure world hunger all at once—take on bite-size projects that
can teach you something.

Who started Quality Circle?

Quality circles were originally described by W. Edwards Deming in the
1950s,Deming praised Toyota as an example of the practice. The idea was later
formalized across Japan in 1962 and expanded by others such as Kaoru Ishikawa.
The Japanese Union of Scientists and Engineers (JUSE) coordinated the movement in
Japan.

What is quality circle in TQM?

A quality circle is a participatory management technique that enlists the help of

employees in solving problems related to their own jobs. Circles are formed of
employees working together in an operation who meet at intervals to discuss problems
of quality and to devise solutions for improvements.
What is the concept of quality circle?
A quality circle is a participatory management technique that enlists the help of
employees in solving problems related to their own jobs. Circles are formed of
employees working together in an operation who meet at intervals to discuss problems
of quality and to devise solutions for improvements.

What are the benefits of quality circles?

Advantages of Quality Circles are (1) improved communication; (2) management
awareness of employee job-related concerns; (3) personal growth and development; (4)
enhanced decision making skills; (5) increased individual power; (5) improved
motivation; and (6) opportunities for recognition of individual improvement.

What are the objectives of quality circle?

Objectives of Quality Circles: Some of the broad objectives of the Quality Circle are: (i)
To improve quality, productivity, safety and cost reduction. (ii) To give chance to the
employees to use their wisdom and creativity.

How do quality circles motivate employees?

Quality circles consist of a basically formal, institutionalized mechanism for productive
and participative problem solving interaction among the employees of an organization.
... Quality circles enable the enrichment of the lives of the employees and create
harmony and high performance.

The steps involved in the implementation process of Quality Circle are following: 1) Identification of
problem: First of all the problem is identified by the Quality Circle members which is to be solved. 2)
Analysis of the problem: The selected problem is then analyzed by basic problem solving techniques. 3)
Generate alternative solution: On the basis of various causes the alternative solutions are generated. 4)
Selection of best solution: The best and the most suitable solutions is selected from the alternative
solutions. 5) Prepare action plan: The members prepare plan for the area of implementation, date, time
etc. 6) Presentation of solution to management: The solution is then presented before the the
management for the approval. 7) Implementation of solution: The management evaluates the solution
and implements it for a small run to check its reliability.

This small group with every member of the circle participating to the full carries on the
activities, utilizing problem solving techniques to achieve control or improvement in the
work area and also help self and mutual development in the process.

The concept of the Quality Circle is based on “respect for the human individual” as
against the traditional assumption based on suspicion and mistrust between
management and its employees.
Steps for Setting up Quality Circles:

For starting Quality Circles in an organisation, following steps should be

taken:

(i) First of all Managers, Supervisors and Foremen must be made to understand the
concepts and activities of Q.C.

(ii) Management’s total support and commitment should be made known to everyone in
the organisation.

(iii) Steering committee is formed with the top management personnel to give direction
to Quality Circle activities.

(iv) A facilitator (or sometimes known as promoter) is selected from the senior manage-
ment level, who will serve as coordinator and advisor to the circle.

(v) Supervisor and foreman are then trained to act as Q.C. leaders.

(vi) Members of each circle must be selected from the persons who are doing similar
type of work or belong to the same department or section.

(vii) Membership to the circle is voluntary.

(viii) First few meetings of the circle are held with a view to train them.

(ix) To start with, only one to two circles should be formed in an organisation, and then
increase the number gradually as more and more experience is gained.

(x) Meetings must be held regularly, may be once in a week initially and once in a month
on completion of basic training of members.

(xi) Everyone’s suggestion or problem matching with the circle’s objectives is discussed.

(xii) Total participation of team members must be encouraged.

(xiii) Recommendations of the circle must be considered and decisions should be taken
without delay.