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TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction. No doubt , humans are always deficient (Al-Quran)What is TQM?Definition of Quality:The dictionary has many definitions of quality. A short definition that has achieved acceptance is : Quality is Customer Satisfaction. Fitness for use is an alternative short definition. Here, customer means anyone who is impacted by the product or process.

Quality is a predictable degree of uniformity and dependability, at low cost and suited to the market.

Quality is a relative term, generally used with reference to the end-use of a product. Quality should be aimed at the needs of the consumer, present and future.

According to ISO 8402, quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.

Broadly quality is:

a) Fitness for useb) Gradec) Degree of preferenced) Degree of excellencee) Conformity to requirementsDimensions of Quality :

The following are the components reveal the dimensions of quality.

Manufacturing Industries Service Industries

Product Features AccuracyPerformance TimelinessReliability CompletenessDurability Friendliness and courtesyEase of use Anticipating customer needsServiceability Knowledge of serverEsthetics Availability ReputationReputation

Importance of quality:The word "Quality" represents the properties of products and/or services that are valued bythe consumer.Quality is an attribute of product or service that fulfills the need of a customer and satisfy customers expectations. It is a characteristic of the product or service that makes it fit to use. It makes a product, a process, or a service desirable.Quality is the core of TQM. Quality is not actually related with only goods and customers but TQM views "quality" entirely from the point of view of "the customer". The objective of quality is to meet or exceed the customers expectation. In TQM, Quality means: 1. 100% Customer (consumer) Satisfaction2. Zero defect product/service

Today market is more competitive and customer driven. Todays customer is more aware and educated. They demand for quality products and services. Quality plays an important role in this new era of globalization because it has certain benefits. These benefits are listed below:

1. Reduction of wastage:Quality helps in examine all processes to remove non-productive and waste. If manufacturer maintain quality of the product, the number of defective products will be reduced. The consumers prefer to buy quality products. Hence the quality products/ services help in increasing the share in market and ensure that they will not be returned.2. Cost Effective: Quality minimizes the chances of faults. Hence the cost of rework and alter can be saved. 3. Increase market share:Customer prefers to buys the same product again and again if he is satisfied with its quality. They not only purchase the product/services but also recommend it to their friend. It increase companys share in market.

.4. Better profitability: Better quality of product satisfies customers. Increased customers means increase sell, increased share in market and consequently increased profit.5. Better control in the process:Quality can be achieved through systematic strategy and regular evaluation of the process. It gives the management a better control of the process.6. Social responsibility:By provide quality products and services; a company also fulfils social responsibility and meets standards set by government.

7. Competition:A company having good reputation and good market share can strongly compete in market and grow.

8. Increase Companys reputationA quality company earns good name and reputation

Cost of Quality Three Views of quality CostsHigher quality means higher cost.Quality attributes such as performance and features cost more in terms of labor, material, design and other costly resources.The additional benefits from improved quality do not compensate for additional expense.The cost of improving quality is less than the resulting savings.The saving result from less rework, scrap and other direct expenses related defects.This is said to account for the focus on continuous improvement of processes in Japanese firms. Quality costs are those incurred in excess of those that would have been incurred if the product were built or the service performed exactly right the first time.This view is held by adherents of TQM philosophy.Types of Quality CostsThe cost of quality is generally classified into four categoriesCost of PreventionCost of AppraisalCost of Internal FailureCost of External Failure Cost of Prevention

Prevention costs include those activities which remove and prevent defects from occurring in the production process.

Included are such activities as quality planning, production reviews, training, and engineering analysis, which are incurred to ensure that poor quality is not produced. Cost appraisalThose costs incurred to identify poor quality products after they occur but before shipment to customers. e.g. Inspection activity.Internal FailureThose incurred during the production process.Include such items as machine downtime, poor quality materials, scrap, and rework.External FailureThose incurred after the product is shipped.External failure costs include returns and allowances, warranty costs, and hidden costs of customer dissatisfaction and lost market share.Quality Control:Many people get confused between quality control (QC) and quality assurance (QA). Let's take a look at quality control function in high-level.As we have already discussed, organizations can define their own internal quality standards, processes and procedures; the organization will develop these over time and then relevant stakeholders will be required to adhere by them.The process of making sure that the stakeholders are adhered to the defined standards and procedures is called quality control. In quality control, a verification process takes place.Certain activities and products are verified against a defined set of rules or standards.Every organization that practices QC needs to have a Quality Manual. The quality manual outlines the quality focus and the objectives in the organization.The quality manual gives the quality guidance to different departments and functions. Therefore, everyone in the organization needs to be aware of his or her responsibilities mentioned in the quality manual.Quality Assurance:Quality Assurance is a broad practice used for assuring the quality of products or services. There are many differences between quality control and quality assurance.In quality assurance, a constant effort is made to enhance the quality practices in the organization.Therefore, continuous improvements are expected in quality functions in the company. For this, there is a dedicated quality assurance team commissioned.Sometimes, in larger organizations, a 'Process' team is also allocated for enhancing the processes and procedures in addition to the quality assurance team. Quality assurance team of the organization has many responsibilities. First and foremost responsibility is to define a process for achieving and improving quality.Some organizations come up with their own process and others adopt a standard processes such as ISO or CMMi. Processes such as CMMi allow the organizations to define their own internal processes and adhere by them. Quality assurance function of an organization uses a number of tools for enhancing the quality practices. These tools vary from simple techniques to sophisticated software systems.The quality assurance professionals also should go through formal industrial trainings and get them certified. This is especially applicable for quality assurance functions in software development houses. Since quality is a relative term, there is plenty of opportunity to enhance the quality of products and services.The quality assurance teams of organizations constantly work to enhance the existing quality of products and services by optimizing the existing production processes and introducing new processes. W. Edwards Deming is best known for helping to lead the Japanese manufacturing sector out of the ruins of World War II to becoming a major presence in the world market. The highest quality award in Japan, The Deming Prize, is named in his honor. He is also known for his 14 points (a new philosophy for competing on the basis of quality), for the Deming Chain Reaction, and for the Theory of Profound Knowledge. He also modified the Shewart cycle (Plan, Do, Check, Act) to what is now referred to as the Deming Cycle (Plan, Do, Study, Act). Beginning in the early 1980s he finally came to prominance in the United States and played a major role in quality becoming a major competitive issue in American industry. His book, Out of the Crisis (1986), is considered a quality classic. Joseph Juran also assisted the Japanese in their reconstruction. Juran first became well known in the quality field in the U.S. as the editor of the Quality Control Handbook (1951) and later for his paper introducing the quality trilogy. While Deming's approach is revolutionary in nature (i.e. throw out your old system and "adopt the new philosophy" of his 14 points), Juran's approach is more evolutionary (i.e. we can work to improve your current system). Deming refers to statistics as being the language of business while Juran says that money is the language of business and quality efforts must be communicated to management in their language.Phillip Crosby came to national prominence with the publication of his book, Quality is Free. He established the Absolutes of Quality Management which includes "the only performance standard (that makes any sense) is Zero Defects," and the Basic Elements of Improvement. Armand Feigenbaum is credited with the creation of the idea of total quality control in his 1951 book, Quality Control--Principles, Practice, and Administration and in his 1956 article, "Total Quality Control." The Japanese adopted this concept and renamed it Company-Wide Quality Control, while it has evolved into Total Quality Management (TQM) in the U.S. There are other major contributors to the quality field as we know it today. The list of major contributors would include W. Shewhart, S. Shingo, G. Taguchi, K. Ishikawa, and D. Garvin among others.

Deming used his 14 points for the management to emphasis the critical role of the managers in TQM. He saw managers rather than workers or equipment as the real obstacle to TQM. In his opinion, 85% of quality problems could be traced to the management while workers are responsible for the remaining 15 percent.