TOTAL

QUALITY
MANAGEMENT
 TEAM MEMBERS:

Abhishek Aila - 03 Umaji Desai -

Danish Ansari - 06 37
Aditya Chaudhari - Hemang Kadam -
20 64
Siddesh Dalvi - 31 Kaustubh Ghag -
47
 What is TQM?

• Total - made up of the whole

• Quality - the degree of excellence a product

or service provides

• Management - act, art, or manner of

planning, controlling, directing.....

Therefore, TQM is the art of managing the whole

to achieve excellence.
 6 C’s OF TQM
1. Customer Focus: Placing paramount importance on Customer
understanding and meeting customer needs and Focus
expectations.

2.Continuous Improvement: Embracing a culture of Continuous Culture

ongoing, incremental enhancements in processes, Improvement
products, and services.

3.Commitment from Management: Demonstrating

unwavering support and involvement of leadership in TOTAL
fostering a quality-driven environment. QUALITY
MANAGEMENT

4. Culture of Quality: Creating a pervasive organizational Control

culture where quality is deeply ingrained as a shared value
among all employees.

5.Collaboration: Encouraging teamwork and open

communication across various departments to achieve Cooperation nt
e
common quality objectives. m
itt
m
m
6.Control Tools and Techniques: Utilizing specialized tools Co
and methodologies to monitor, measure, and refine
processes for sustained quality improvements.
Benefits Of TQM

Attain higher profitability and increased market share

Improve customer satisfaction

Improve organizational productivity

Improve employee morale and job satisfaction

Create a positive work culture

Undertake systematic problem solving and

decision making through project teams

Improve teamwork

Create a climate conducive to continuous improvement

 CASE STUDY 1 - MCDONALDS
In 1940, McDonald's was opened with the name
McDonald's Bar-B-Que restaurant on the Fourteenth
and E streets in San Bernardino, California by Richard
and Maurice McDonald's. At the beginning, it is a car-
hop service restaurant with a typical drive-in featuring
a large menu. However, McDonald's developed as an
internationally recognized company ever since Ray
Kroc, the distributor of Multimixer (Milk Shake), was
fascinated by the operation of the two McDonald's
brothers and acquired the franchising right from them
to run McDonald's restaurant in Des Plaines, Illinois in
1955.
Nowadays, more than 75% of McDonald's restaurants
worldwide are operated and owned by independent
local men and women serving more than 60 million
people in 117 countries each day in the
world's largest restaurant organization, McDonald's
 EMPLOYEE INVOLVEMENT FOCUS ON CUSTOMER
• Employee involvement is creating an • Customers are the one who consume goods and
environment for employees as to have impact services offered by organizations or companies.
on decisions making and actions which can Therefore, focus on the customer is an element to
affect their jobs. measure the total quality management of the
• The employees must follow certain Standard organization or company.
Operational Procedures, so the customers • To ensure customers are under protection and
always receive exceptional quality and service. satisfaction, McDonald's improve their food safety
• The Restaurant People Strategy is designed to and quality standard to the highest rank in the
offer a compelling employment value industry.
proposition by providing unique benefits, • Furthermore, McDonald's approach to environmental
training and opportunities that meet the needs responsibility over the pass thirty years, they come
of today's workers. out with the solutions that are good for their business
• McDonald's believes that his quick-service system and also to the world in which they operate.
• The new environmental responsibility of McDonald's
format would be lost if service at the order desk
is The 2010 Global Best Of Green. In addition, to
was not courteous and efficient, to avoid this enhance the image identifying of McDonald's in
problem some detailed video tapes have been customers from adults to kids, McDonald's introduce
created to train every single worker who had to a representative character named 'Ronald
have direct contact with the customers. McDonald', the Chief Happiness Officer of
McDonald's.
 Benchmarking Continuous Improvement
• Benchmarking McDonald's Total Quality • The process which involve ongoing efforts to improve the
Management (TQM) strategy involves comparing system, products, services or process to achieve improvement
in an organization and company.
its practices with industry standards or • McDonald’s give lot attention to the satisfaction level of it
competitors to identify areas for improvement. customers with improved quality standards such as trained
• Key aspects to explore might include McDonald's employees, improve product quality and improve performance
quality control processes, customer satisfaction and exercises a good strategy for its human resources.
• Besides, according to the nutrition information of McDonald,
measures, employee training programs, and
their product derived from testing conducted in accredited
supply chain management. laboratories, published resources or from in formations
• By benchmarking against industry leaders, provided from McDonald's suppliers.
researchers can assess the effectiveness of • McDonalds maintains the following quality rules such as
McDonald's TQM strategy and pinpoint potential maintaining strict standards of quality and safety, so that the
customers can feel comfortable fitting any of the food products
areas for enhancement or innovation. into their personal eating styles.
• Analyzing how McDonald's aligns with or • Second, is serving a variety of nutritious, high-quality food
exceeds industry benchmarks in these areas can products and portion size, including new salad, fruit, and
provide valuable insights into the company's vegetable offerings Happy Meal Choices.
• More to the point, McDonald creates connection between the
commitment to quality management. quality of product and the ability of employees by give training
to their employees.
 Quality Circle Six Sigma Reduced Circle Time

• Quality Circle is one of the employee • In Six Sigma, it revolves around a few key concepts • Cycle time refers to the steps taken to
which are, critical to quality means attributes most
participation methods. The quality important to the customer, defect mean falling to
complete a company process.
circle focuses on making use of deliver what the customer wants, process • In McDonald's company, the ways they
people to find solutions for capability mean what your process can deliver, use to reduce cycle time are by
variation mean what the customer sees and feels, introducing McDonalds McDelivery and
management problems. stable operations mean ensuring consistent,
• It is based on human resource predictable processes to improve what the Drive-Thru for 24 hours.
management considered one of the customer sees and feels and lastly design for six • The simplification of work cycles,
key factors in the improvement of sigma mean designing to meet customer needs including dropping barriers between
and process capability.
product quality and productivity. • In each month, McDonald's will try to introduce
work steps and among departments and
• A human resource development new menu items to customers. removing worthless steps in the process,
technique.The objectives of the • Stable Operation: McDonald's management has enables a TQM program to succeed.
increased its operations from year to year with the • Even if an organization decides not to
quality circle are multi-faced. introduction of new products to enhance
• As a result, every McDonald's customers' willingness to dine in their restaurants
use quality circles or other techniques,
• Design for Six Sigma: McDonald's has been substantial improvement is possible by
employee's performance is assessed encouraging businesses to focus on its customers. focusing on improved responsiveness,
not only on their work plan • McDonald's also are learning about Six Sigma
acceleration, and effectiveness of
accomplishments but also on the through GE's program, At the Customer, For the
Customer (ACFC). activities into a shorter time.
extent to which they demonstrate the • McDonald's Management will get a new • McDonald also introducing Ready On
Global Leadership Competency Model perspective on their business through this program Arrival, . Instead of having to check in at
and McDonald's values. and this can help McDonald's to continue grow.
your local McDonald's, the McDonald's
• Six Sigma philosophies involve measuring
weakness in a process and determining how to app will intuitively know when you are
change the weakness to advantages. within a three-minute window of arriving
to pick up your order.
CASE STUDY 2 - GENERAL MOTORS (CHEVEROLET)

General Motors India Failure

The Indian auto market is one of the toughest markets in the world. There
are so many automakers who still haven’t been able to crack the market
despite selling cars for years. Right now, we will be focusing on General
Motors. GM had a lot of ups and downs in their India journey. They entered
India with the Opel brand and sold cars like the Astra and Corsa. These cars
were selling in decent numbers initially but when people started facing
maintenance issues and newer cars from competition came out, sales of
Opel fell and GM had to withdraw Opel from the Indian market.

Then, GM launched the Chevrolet brand in India and offered cars across
different segments. You got the Optra sedan, Tavera MPV and Spark
hatchback while newer cars were the Captiva, Beat, Cruze, Aveo, Enjoy and
subsequently the Sail siblings, while the TrailBlazer came and left without
anyone noticing it. GM shut down their domestic operations in India in 2017.
General Motor’s Management General Motors Products
• A company’s success depends largely on the • Most of the Indian GM cars were rebadged Daewoo
people running the show and sadly, the cars and honestly, out of all these cars, it is only
management at GM left a lot to be desired. the the Cruze which managed to get some amount of
way of working at GM is very bureaucratic and fan following. The Beat, Cruze and Tavera were the
people don’t take leadership or their own highest sellers for GM. The Beat looked good when
decisions quickly. it was launched but then what happened, GM
• What is interesting is the fact that the company continued to sell it for so many years without any
had 9 different CEOs in their 21 year tenure and major update.
there used to be a lot of changes to the • The Tavera was a popular cab but then what
corporate structure which is why people failed to happened, GM screwed up on the emissions front
follow a proper long term strategy. On the other (something similar to the VW scandal) and close to
hand ,Maruti has had just 5 CEOs in the last 35 1.2 lakh cars were affected. The Cruze was known
years. for its performance and quality but newer cars like
the Volkswagen Jetta, Skoda Octavia and Hyundai
Elantra ate its market and GM was just watching.
 General Motor’s Customer General Motors Technology
Service
In 20 years of operations, GM launched GM cars used to have old platforms and old
more than 20 different models and even engines. Barely any car from the portfolio
withdrew 10 of them. Their cars were had modern technology. In fact, there were
priced from Rs. 3 lakhs to Rs. 30 lakhs. some GM cars that barely managed to pass
The frequent changes to the model line- emission tests. Quality of their components
up meant that resale value of GM cars only worsened and the long-term reliability
was very poor and with the reliability not of their cars was a big question mark. At
being the best, customers had good the same time, rivals were churning out
reasons to not come back to the brand. new platforms, new engines and better
cars.
 General Motor’s Dealership
Network
A good product needs to be sold through a
good network and a good network needs a
good product in its portfolio. In their good
days, GM had 400+ dealerships in India but
then a lot of things happened. Their sales
started falling, people were facing issues with
dealerships, dealerships didn’t have
confidence in GM’s new products and thus
the dealership count went from 400 to 200
with most dealers moving out to different car
brands.
 CONCLUSION
Total Quality Management (TQM) is a holistic approach that
emphasizes continuous improvement, customer
satisfaction, and employee involvement to achieve
organizational excellence. By fostering a culture of quality
throughout all processes, TQM enables businesses to
enhance efficiency, reduce defects, and ultimately deliver
products and services that meet or exceed customer
expectations. Embracing TQM principles can lead to
sustained success and competitiveness in today's dynamic
business environment.
THANK YOU