JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD B.Tech IV Year TOTAL QUALITY MANAGEMENT Previous Question Paper (December - 2020 - R16)

• Quality is defined as conformance to requirements: Quality is not about 'goodness' or 'elegance' in a vague sense, but strictly about meeting the agreed-upon specifications. If a product or service meets its requirements, it is of high quality; if it fails to meet them, it is not.
• The system of quality is prevention: Rather than relying on inspection to detect defects after they occur, the focus must be on preventing errors from happening in the first place. Quality is achieved by designing processes that make it impossible or highly unlikely for defects to be created.
• The performance standard is zero defects: This is a psychological and operational commitment to doing things right the first time. It rejects the notion that a certain level of error is acceptable, emphasizing that the only acceptable standard for every task is perfection.
• The measurement of quality is the price of non-conformance: Quality is measured by the financial cost of failing to meet requirements. This includes the costs of rework, scrap, warranty claims, and lost customer goodwill, which are collectively known as the Cost of Quality (COQ).

Total Quality Management (TQM) is built upon several foundational assumptions and guiding principles that shift an organization toward a culture of continuous improvement:

• Customer Focus: The primary assumption is that the customer defines quality. Organizations must identify both internal and external customer needs and align all processes to exceed those expectations.
• Total Employee Involvement: TQM assumes that employees at all levels are the most valuable assets. Empowering staff and fostering an environment of teamwork and open communication is essential for identifying and solving quality problems.
• Process-Centered Thinking: TQM focuses on the process rather than the individual. By analyzing and optimizing the steps within a system, organizations can reduce variation and improve consistency.
• Integrated System: An organization consists of interconnected departments and functions. TQM requires a holistic view where all parts of the business work in harmony toward the common goal of quality.
• Strategic and Systematic Approach: Quality is not an accidental outcome; it requires a strategic plan that integrates quality into the core business strategy.
• Continual Improvement: A core principle is Kaizen, or the belief that there is always room for improvement. Organizations must constantly seek ways to become more efficient and effective.
• Fact-Based Decision Making: Decisions must be based on data and statistical analysis rather than intuition or guesswork. This ensures that improvements are targeted at the root causes of problems.
• Communication: Effective communication is the glue that holds TQM together, ensuring that quality goals and strategies are understood and embraced throughout the entire organization.