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Reviews of total quality management
Reviews of total quality management
Reviews of total quality management
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4. Principles of Total Quality Management (TQM) and ISO Standards
Total quality management is a management system of organization that involves all employees in continual improvement and is oriented on customers. This approach was developed by such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, and Joseph M. Juran. TQM uses next principles (Westcott 2013):
• Customer-focused.
• Total employee involvement.
• Process-centered..
• Integrated system.
• Strategic and systematic approach.
• Continual improvement.
• Fact-based decision making..
• Communications.
In 2015 last versions of standards ISO 9000 “Quality management systems - Fundamentals and vocabulary” (ISO 2015a) and ISO 9001 “Quality
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In 2015 more than 9 000 companies and 3 000 non-businesses from 170 countries participate in this global initiative (https://www.unglobalcompact.org/what-is-gc/participants/search?utf8=%E2%9C%93&search[keywords]=&search[sort_field]=&search[sort_direction]=asc). To reach sustainability goals, UN Global Compact published “SDG Compass – The guide for business action on the SDGs” (Compass 2015) which shows companies how they can align their strategies as well as measure and manage their contribution to the realization of the SDGs.
Correspondences of the ISO standards and UN Global Compact principles to SD areas are shown in Fig.2.
Fig 2 - Correspondences of the ISO standards and UN Global Compact principles to SD areas
Table 1 presents some links between 2030 Goals, ISO standard, Lean Production and Global Compact principles.
Table 1 – Common features of 2030 Goals, ISO standard, Lean Production and Global Compact principles
2030 Agenda Goals ISO Standards,
TQM Principles Lean Production Principles Global Compact Principles
G1 - End poverty in all its forms everywhere ISO 26000 – Guidance on social responsibility Labor
Human Rights
G2 - End hunger, achieve food security and improved nutrition and promote sustainable agriculture ISO 22000 family - Food safety management Environment
G3 - Ensure healthy lives and promote well-being of all of all ages ISO/DIS
The series of ISO 9000 quality management guidelines are based on eight quality management principles and are defined in ISO 9000:201
Total Quality Management is a structured system for satisfying internal and external customers and suppliers by integrating the business environment, continuous improvement, and breakthroughs with development, improvement, and maintenance cycles while changing organizational culture. A remarkable thing is happening as we see the awakening of the individual and the collaboration of empowered people in the team effort of total quality management. It is a renewing, a reinforcing and a building of a bridge of trust among the individuals responsible for accomplishing a common goal (The Total Quality Review; May 1994). One of the goals is to build an organizational environment conducive to job redesign and cross training in order to facilitate job flexibility. TQM initiatives in areas of common concern provide an opportunity to form and better control the relationship with a company's external vital customers and suppliers.
There are various models or methodologies to choose from but the decision has been made to discuss Lean manufacturing which will help reduce costs by narrowing down processes and eliminating waste. Within the organization of Pearson, there are several departments that can incorporate Lean manufacturing to get rid of waste and improving processes or procedures among the departments. Managers and employees would have to have a common understanding on Lean manufacturing that would work. In further description, Pearson will be able to understand the importance of adding this process to the strategic planning. Since there are various departments at Pearson, a good description of Lean manufacturing that may need some assistance, it would be Quality Assurance. The Quality Assurance department will be targeted for this strategic planning initiative.
In the 1980s to the 1990s, a new phase of quality control and management began. This became known as Total Quality Management (TQM). Having observed Japan’s success of employing quality issues, western companies started to introduce their own quality initiatives. TQM, developed as a catchall phrase for the broad spectrum of quality-focused strategies, programmes and techniques during this period, became the centre of focus for the western quality movement.
Zatzick, Moliterno, and Fang (2012) write that Total Quality Management “TQM primarily focuses on increasing inefficiencies and improving processes, particularly when implemented in manufacturing organizations” (p.1322). Deming (1988) writes that American companies do not work steadily towards process improvement. He feels that management should be consistent with its efforts to improve upon the quality of its products. Beer (2003) views TQM as an ongoing process in order to ensure product excellence. TQM has the ability to change the companies’ culture and work processes. Quality management is a long term process. These changes usually require new initiatives. Deming (1998) explains how the Japanese are at an advantage because they are not beholden to stakeholders. Japanese companies are able to concentrate on their employees. This type of environment encourages trust between workers and management. Beer (2003) feels that TQM involves “multiple stakeholder philosophy that equally values community, customers, and employees (p.624). Team work and collaboration are a big part of the TQM philosophy.
Making its first appearance in the 1950’s and continuing to grow each day since its increase in popularity in the 1980’s, Total Quality Management is another trend effecting Cost and Managerial Accounting (American Society for Quality, 2016). Total Quality Management is a philosophy that focuses on quality in every part of the business in order to meet stakeholders’ needs with efficiency and effectiveness, all without compromising ethical values (Chartered Quality Institute, 2016; American Society for Quality, 2016). It is important to note that Total Quality Management is not a means to an end, but instead is the end goal itself. Meaning that Total Quality Management is not a process used to achieve a goal, but instead
9. Lofgren, G.Q. "Quality System Registration: A Guide to Q90/ISO 9000 Series Registration." Quality Progress, May 1991, p. 37. 10.
Total Quality Management has everything to do with decision making in management. It is my opinion that there exists many dimensions and aspects to TQM and in the new global environment where environmental issues are one of the more prominent ...
[Online]. Available: http://www.referenceforbusiness.com/encyclopedia/Thir-Val/Total-Quality-Management-TQM.html. [11] S. K. Chavan, "Benefits and Problems in TQM," 3 November 2010. [Online]. Available: http://www.managementparadise.com/forums/materials-management/207553-benefits-problems-tqm.html.
Joseph Quetsch (2007) authors an article comparing Six Sigma, Lean Thinking, and the Theory of Constraints starting with common methods of improvement that are utilized by
Total Quality Management is a management philosophy driven by customer needs and expectations. TQM focuses on quality and builds a management method based on full employee involvement. Its aim is to achieve long-term successful management through long-term customer
Total quality management (TQM) was founded by Dr. W. Edwards Deming, Dr. Joseph M Juren, Philip Crosby. A simple definition of TQM is a method of management approach for continued success through customer satisfaction. A breakdown of TQM consists of; all members of an organization are contributors to the improvement processes, products, services, and how they interact. TQM methods were taught by well-respected leaders such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, and Joseph M. Juran.
ISO 9001:2008 is a world-wide accepted standard for quality management systems. As such, ISO 9001:2008 focuses on a large variety of business activities – not merely on quality control. Implementing ISO 9001:2008 will affect virtually all of the business processes. The websites of ISO and the 9001 Council contain much information on ISO 9001 and how to implement it (Iso.org). An introductory online ISO 9001 course is also available on the website.
“Total Quality management is a management approach followed by the organizations to provide quality products continuously to achieve long-term success through customer satisfaction”.
TQM is essential to be used by all the companies especially the manufacturing companies who have the responsibility to ensure about the quality of the product. TQM is being viewed as the boon and it is an approach for improving the quality and customer satisfaction in the long run and also reduces the amount of waste (www.businessknowledgesource.com). There are various components which have to be addressed in implementing the TQM they are Ethics, integrity, training, trust, teamwork, communication and recognition (www.businessknowledgesource.com).