Prasidha V Prathiba Pratik Wai Preeti shah Rahul Kumar Jain

Introduction
Total quality management (TQM) is an integrated organizational effort designed to improve quality at every level. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations

NEED???
Globalization exposes various sectors of our economy (agriculture, industry, services like education, banking, insurance, telecom, etc.) to competition from everywhere. Organizational capability or individual competence can determine, whether we will survive and grow in the the long run. A vast majority of the organizations are finding it difficult to compete on a number of counts: price, quality, delivery, etc. If we study these organizations, we come across several instances of weak management, poor utilization of capacities and resources, lost opportunities, low or no preparation to face the future and so on. The threatening fact is that in the long run, no government will be able to support the inefficiencies of trade or industry from tax payers' money. There is a need to unlearn many of the tried and tested systems and practices and learn new ones. We need to change faster to be in the race for success. Most of the TQM tools and techniques help organizations to progressively move towards the objective of a healthy growth.

ELEMENTS
Leadership
Top management vision, planning and support. All employees assume responsibility for the quality of their work. Involves the process for continuous improvement. A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality. Design quality
Specific characteristics of a product that determine its value in the marketplace. The degree to which a product meets its design specifications.

Employee involvement

Product/Process Excellence Continuous Improvement

Customer Focus on Fitness for Use

Conformance quality

TRANSFORMATION
From To Motivation through fear and loyalty Attitude: Its their problem Attitude: the way weve always done it Decisions based on assumptions/ judgment calls Everything begins and ends with management Crisis management and recovery Choosing participative OR scientific management Motivation through shared vision Ownership of every problem affecting the customer Continuous improvement Decisions based on data and facts Everything begins and ends with customers Doing it right the first time Choosing scientific AND participative management

APPLICATIONS
Job design and job analysis Recruitment , selection and induction TQM and training and development TQM and employee empowerment


Team work Employee participation Employee recognition

TQM IN HR FUNCTIONS
Job design and Job Analysis Recruitment and Selection process Training and development Employee Empowerment

OBSTACLES
Lack of a company-wide definition of quality. Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of real employee empowerment. Lack of employee trust in senior management. View of the quality program as a quick fix. Drive for short-term financial results. Politics and turf issues.

GOAL
Do the right things right the first time, every time.

conclusion
Todays concept of quality, called total qualitymanagement (TQM), focuses on building qualityinto the process as opposed to simply inspecting forpoor quality after production. Its also focus is onserving customers, identifying the causes of qualityproblems, and building quality into the productionprocess. In a sense TQM is simply effectivemanagement.