Total Quality Management (TQM) is an approach to the art of management that originated in Japanese industry in the 1950’s and has become steadily more popular in the West since the early 1980’s. TQM incorporates the concepts of product quality, process control, quality assurance, and quality improvement. Consequently, it is the control of all transformation processes of an organization to better satisfy customer’s needs in the most economical way. The TQM philosophy of management is customer-oriented and therefore, the quality is not determined or defined by the producing company but is determined by the customer. Thus, the quality of a product or a service is the customer’s perception of the degree to which the product or service meets his/her expectations.
TQM is an approach to improving competitiveness, effectiveness, efficiency and flexibility of the organization in satisfying the customer’s demands. It is a process that recognizes the need to determine the customer’s requirements and uses that knowledge to drive the entire organization to ensure those needs are fully met. It is essentially a way of planning, organizing and understanding each and every activity that takes place in the organization, and depends on every individual at his or her own level in the organization.
Traditionally, quality was seen as the responsibility of the Quality Control Department, whose role was to identify and weed out mistakes after they had occurred. However, controlling mistakes after they had been made meant that many of the quality defects were already embedded in the product and were essentially hidden and difficult to locate. Organisations, therefore, did the best they could to uncover mistakes, but were resigned to the fact that certain problems would remain undetected. TQM, however, emphasized preventing mistakes rather than finding or correcting them. ie Prevention better than cure REF. In order to achieve this, responsibility for quality shifted from the Quality Control to all members of the organization. This led many organizations to alter their operations fundamentally.
Maybe page 1 tqm book,
In this essay….
A relatively small group of American and Japanese quality experts have developed a number of concepts and methodologies which have had a profound impact on how companies approach and manage quality. These experts are ...
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...k down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs.
10."Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.
11."Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods.
12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction.
13."Institute education and self-improvement".
14."The transformation is everyone's job".
These fourteen steps summarise the management goals. Deming has been highly critical of Western managers, viewing the way they work as totally counter-productive to quality improvement through employee involvement. He terms the key weaknesses in Western management style as ‘Deadly Diseases’. These included a lack of constancy of purpose, evaluation of performance, mobility of
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement, in all aspects of an organization, as a process and not as a short-term goal. TQM’s involves everyone in the organization to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization can constantly search for ways to improve the process, product, and service. Deming developed the
According to Strickland (1989), TQM goal is to improve the processes within an organization by emphasizing organization wide continuous quality improvement. It focuses on customer’s need and customer satisfaction. TQM proclaims the values of teamwork, employee empowerment and participative decision-making throughout the organization. Customer satisfaction is the desired outcome that drives this approach. TQM emphasized the need for teamwork ad training to implement their activities (Strickland, 1989).
The article provides good inputs regarding TQM process, its role, benefits as well as challenges, and so quite apt for further
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
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):
TQM is about integrating and connecting all the segments of the company to reach the customer’s needs. We can evaluate the level of the company by evaluating TQM tools. Inputs and outputs have to transform through a successful processes in the organizations. Improvements are always connected with a professional productivity because of TQM.
Various studies on TQM measurement have led to the identification of practices which are commonly cited as part of a TQM program. These practices include management leadership, training, employee relations, quality data and reporting, supplier quality management, product / service design and process management (Saraph, Benson, & Schroeder, 1989; Flynn, Schroeder, & Sakakibara, 1994; Ahire, Golhar, & Waller,
While Total Quality Management (TQM) was reviewed earlier as a quality initiative that centers more on the actual product than the process, the TOC centers more on the process than the product. Michel Baudin (2013), professor at the Massachusetts Institute of Technology, submits in his article that TQM is essentially dead in the manufacturing world, which has increasingly shifted toward Total Quality Control (TQC), which has more to do with controlling the factors that go into manufacturing a quality product
The word quality management comes into our mind means managing quality not only improving product quality. While making a product, the needs and demands of the customers must be kept in mind and the product should be up to people’s expectations. (Simons, 2000) says Total quality management is a very popular approach as it signifies the calibration and rationalization of operating procedures to guarantee high quality and low rates. The success of this approach depends upon the evaluation of manager’s performance. (Abernethy, 2003). A concept tells that conferring to consumer’s perception, quality is, satisfying his or her needs which includes its exterior, its working capability and its dependability.
T.Q.M (Total quality management) is the attitude, organization and culture of a company who aims to offer the best service and products to the consumer. The main of total quality management is quality. There are many acronyms of T.Q.M, these include:
These are summarized as; constancy of purpose, adopt the new philosophy, cease dependence on mass inspection, end the practice of awarding business on the basis of price tag alone, improve constantly the system of production and service, institute training on the job, institute leadership, drive out fear, breakdown barriers between departments, eliminate slogans, exhortations and targets for the workforce asking for zero defects and new levels of productivity, eliminate work standards (quotas) on the factory floor, institute a vigorous program of education and self-improvement and finally put everybody to work to accomplish the transformation (Deming,
To this effect, the role of employees (teachers) is crucial to the implementation of TQM because when employees are aware of what they are required of, they become highly motivated and committed to the goals of implementing the techniques of TQM (Dale, 1994). Thus TQM can be defined as one of the key approaches towards the realisation of meeting the needs of the customer. Besterfield (1995) pointed out that TQM as a philosophy as well as a set of guiding principles can be thought of as a representation of continuously improving
TQM is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner [2]. The focus of TQM is to improve customer satisfaction and reduce waste [3]. Customers include ...
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).