Business
Evaluating Total Quality Management
Evaluating Total Quality Management involves assessing the effectiveness of TQM practices within an organization. This includes measuring performance against established quality standards, identifying areas for improvement, and gathering feedback from employees and customers. The evaluation process aims to ensure that TQM initiatives are contributing to enhanced quality, customer satisfaction, and overall business success.
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eBook - ePubTotal Quality Management (TQM)
Principles, Methods, and Applications
- Sunil Luthra, Dixit Garg, Ashish Agarwal, Sachin K. Mangla(Authors)
- 2020(Publication Date)
- CRC Press(Publisher)
2 Total Quality Management (TQM)2.1 DEFINITION OF TOTAL QUALITY MANAGEMENT (TQM)
Total Quality Management (TQM) seeks to integrate all organisational functions, such as marketing, finance, design, engineering, production, customer service, etc. to focus on meeting customer needs and organisational objectives.TQM is defined as:- Total = Made up of the whole.
- Quality = Degree of excellence of product/service provider.
- Management = Art of handling, controlling and directing.
TQM sees an organisation as a set of processes. It argues that organisations must strive to continually improve these processes by integrating the knowledge and experiences of workers. The simple goal of TQM is ‘To do things right, the first time, always.’ TQM is infinitely variable and adaptable. This management approach covers several areas, although it was originally applied to manufacturing operations. For several years, it has only been used in this field. From now on, TQM is identified as a generic management tool, which also applies to services (health and safety), industrial enterprises, and the public sector. There is a series of evolutionary units, with different sectors creating their own versions of the common predecessor.Total Quality Management is also defined as a customer-driven process and goals for continuous improvement of business operations. It ensures that all related work (in particular the work of the employees) is directed towards the common objectives of improving the quality of the product or the quality of the service, as well as the production or execution process of the services. However, the focus is on evidence-based decision-making, with the use of performance measures to monitor progress (Deming).
eBook - ePub- Mohamed Zairi(Author)
- 2010(Publication Date)
- Routledge(Publisher)
TQM brought a new dimension to the art of PM. In addition to the need for driving costs down and increasing productivity, TQM encourages companies to track down value-added activity in all areas of business operations, including the ‘softer aspects’ and the less traditional areas.TQM takes the customer as a starting point, whether internal or external. PM should be aimed at establishing whether expectations have been fulfilled at each stage of the customer-supplier chain. The overall measure should reflect what has been delivered to the end customer and whether customer satisfaction, the ultimate goal, has been achieved.TQM-based PM is the overall feedback on the strength of the customer-supplier chain. It is perhaps more easily translated into measuring the performance of a variety of processes within the organizational context. As in any organizational context there are various processes and sub-processes which represent the core activities but there are also smaller activities and tasks at individual/team level.The overall effectiveness of the customer-supplier chain is determined by managing and controlling the performance of each level. Thus by having a combination of group and individual measures with both strategic and operational relevance, managers can assess the effectiveness of their organizations, how good the internal standard is and what the areas of strength and weakness are. The word ‘process’ is therefore the key in designing TQM-based PM. This is because:
- Su Mi Dahlgaard-Park(Author)
- 2015(Publication Date)
- SAGE Publications, Inc(Publisher)
Total Quality Management (TQM) Total Quality Management (TQM)808 812Total Quality Management (TQM)
Total quality management (TQM) has been one of the most widespread managementapproaches for improving products/services and processes for achievinghigher customer satisfaction and higher competitiveness of organizationsduring the past 25 years. The approach’s central management insight is thatby adapting and implementing the principles of TQM, organizations canachieve a reduction of the cost of poor quality in terms of defects,failures, complaints, and so forth and parallel with that improve customers’and other stakeholders’ satisfaction.Even though quality management approaches have been recognized and utilizedby industry since the 1930s, the “arrival of TQM” in the last part of the1980s opened a new era in quality movement. However, during the first 10years of the new millennium, the term TQM seems to have lost itsattractiveness in the industrialized parts of the world; instead, new termslike business excellence, organizational excellence, SixSigma, and lean seem to have taken over its position eventhough the contents of these new terms can be understood within theframework of TQM. Parallel with these tendencies, we can observe that “theTQM wave” is making its way into eastern European countries as well as newemerging industrial countries in Asia. In those countries, there arenumerous dynamic activities for learning, dissemination, promoting, andimplementing of TQM.This entry reviews definitions, scope, and core principles of TQM. Afterthat, the evolutional aspect is reviewed, and the entry ends with adiscussion of the importance and limitation of TQM, including some TQMimplementation issues.Fundamentals
There are a large number of books, articles, and scientific journalscovering the subject of TQM, but there are very few books and articlespublished before 1990 that use this term. The first book with the titleTotal Quality Management
eBook - ePubTotal Quality Management
Text, Cases, and Readings, Third Edition
- Joel E. Ross(Author)
- 2017(Publication Date)
- Routledge(Publisher)
external customers. An enlarged definition of quality should be used to embrace all business processes, rather than just manufacturing.The systems approach, by definition, requires the integration of organizational activities for achievement of a common goal. This goal, under the TQM form of organization, remains the satisfaction of customer requirements, but customers are now considered to be both outside as well as within the organization.23 The process applies whether relating to a final customer or an internal customer; it is a participative process involving supplier and customer in an active dialogue. Examples include:■ Metropolitan Life Insurance Company has made a major commitment to improve quality by implementing a horizontal management approach that is built on management commitment, employee involvement, and knowledge of internal suppliers.24■ Campbell USA has aimed its latest quality emphasis, its “Quality Proud” program, at the administrative and marketing activities of the company. Job descriptions, promotions, pay, and bonuses for all employees are linked to the results of the new program.25As a major step in its transformation to a total quality organization, DEC asked each of its 125,000 employees to answer in writing the following questions: 1. What business process are you involved in? 2. Who are your customers (that is, the next step in the processes you are involved in)? 3. Who are your suppliers (that is, the preceding step in the processes you are involved in)? 4. Are you meeting the expectations of your customers? 5. Are your suppliers meeting your expectations?6. How can the processes be simplified and waste eliminated?26■ DEC reported that this simple survey had a massive impact In the short run, countless redundant activities were discovered and eliminated. In the long run, DEC employees now think in terms of meeting both internal and external customer expectations. (This concept is also illustrated in Figure 9-2.
eBook - ePubConstruction Management
New Directions
- Denny McGeorge, Patrick X. W. Zou(Authors)
- 2012(Publication Date)
- Wiley-Blackwell(Publisher)
Of all of the concepts outlined in this book, TQM is one of the broadest and most wide ranging. In some ways it is an umbrella under which many other concepts are encompassed. As with other concepts in this book, there is no single accepted definition of TQM. Rampsey and Roberts [8], define TQM as:… a people focused management system that aims at continual increase in customer satisfaction at continually lower real cost. TQM is a total system approach (not a separate area or program), and an integral part of high level strategy. It works horizontally across function and department, involving all employees, top to bottom, and extends backwards and forwards to include the supply chain and the customer chain.(Interestingly, the construction industry invariably uses the word ‘client’ as opposed to ‘customer’ to describe a purchaser of good services, perhaps on the basis that ‘client’ has more sophisticated connotations than ‘customer’. In Webster’s Dictionary [9], these words are given as synonymous with one another.)In our view Rampsey and Roberts’ definition encompasses the fundamental principles of TQM. First, TQM must be a total approach to quality. Whereas in the past quality was concerned with parts of the organisation, such as the final product or customer relations, TQM is concerned with the whole system as an integrated unit. Second, TQM is ongoing. Whereas in the past quality was viewed as a system that could be put in place to improve certain sections of the product or organisation, TQM is a continuous process. The view is now taken that, however good a system has become, it can always be improved further. Finally, the goal of TQM is customer satisfaction. In the past, quality systems have been aimed towards improving products, not customer satisfaction. These are not necessarily the same thing, since it is possible to improve a product without realising that it is not in fact what the customer wants.
eBook - ePub- Larry Webber, Michael Wallace(Authors)
- 2011(Publication Date)
- For Dummies(Publisher)
Continuous quality improvement: This concept means that every worker in the company feels empowered to improve his or her individual processes and is encouraged to recommend changes to larger processes. Each person takes ownership in order to make products right the first time and to stop bad products from reaching the end of the line.In this chapter, we cover the basic principles and steps of Total Quality Man- agement and the techniques and tools your company needs to get started. We also introduce the roles of different folks in TQM and show you how to keep the quality process working continuously.Total Quality Management in a Nutshell
Total Quality Management (TQM) is a company-wide, proactive effort to improve quality. Total means that all business functions (engineering, production, marketing, and so on) focus on defining and fulfilling (the ever-shifting) customer needs. Each company tailors TQM to fit its circumstances. The unifying theme is to “do the right things, the right way, the first time.”TQM is a result of earlier quality innovations from such eminent experts as W. Edwards Deming, Joseph Juran, Philip B. Crosby, and Kaoru Ishikawa. Like all great ideas, it combines the best techniques of each innovator into a “total” program. TQM was the first quality system that taught businesspeople to look to the process steps in order to improve. One of its greatest improvements was the realization that quality had to be moved out of the back office and into everything an organization does.In the following sections, we explain TQM’s principles, steps, pros, and cons.The guiding principles
Total Quality Management requires your company executives’ ongoing commitment to change. Rather than being the duty of a “quality department” in some distant, dark back room, quality improvement becomes everyone’s business. To be considered total, quality has to permeate all levels of the organization. Here are the TQM principles:Management commitment:
eBook - ePubInternational Standards for Design and Manufacturing
Quality Management and International Best Practice
- Nick Rich, F. Tegwen Malik(Authors)
- 2019(Publication Date)
- Kogan Page(Publisher)
The features of a modern standard – HLS – will be covered multiple times in this book but these areas of conformance requirement assist leaders and managers to design effective systems and processes that embed total quality thinking into all standards, from quality management systems to information security. The HLS will be used to structure all subsequent revisions and standards in the future.In summary
The principles of TQM remain relevant today – no organization has ever held TQM status for anything more than a brief period, but it remains aspirational for all businesses as a journey to excellence. Even those businesses that have managed to gain near-certainty in their internal operational control of quality still need to help customers and suppliers get better in a world where new manufactured products are being developed and entering the market together with new technological opportunities to revolutionize the way in which products are manufactured. It is quite possible that a few generations of great managers are needed to really achieve TQM and optimize performance, but the journey is so worthwhile. Deming once argued that business survival is not guaranteed unless you are working (each day) to achieve TQM and using great people to operate great processes to offer great products, as Toyota has demonstrated.For employees, the continued commitment to TQM brings benefits too – TQM is a continued pledge to invest in employee skills in return for a lifetime of problem solving and innovation. For specialist staff, TQM brings meaningful and customer-focused projects that stretch the brain and make the day pass quickly. For wider business stakeholders – including the local community, trade unions, business financiers and such like – working to international standards that are based on a TQM logic also brings benefits as businesses waste less, engage more with stakeholders, and minimize risks.
- Steven G. Rogelberg(Author)
- 2016(Publication Date)
- SAGE Publications, Inc(Publisher)
Total Quality Management Total Quality ManagementTravis Jones Travis Jones Jones, TravisKimberly K. Buch Kimberly K. Buch Buch, Kimberly K.1631 1635Total Quality Management
Travis JonesKimberly K. BuchTotal quality management (TQM) is an organizational activity that has received many labels since its widespread introduction to the U.S. workplace in the early 1980s. It has been labeled as a comprehensive approach to management, a managerial philosophy, a set of tools for improving quality and customer focus, and an organizational development (OD) intervention that can affect both the business and the people side of operations. It is practiced by statisticians and engineers, by psychologists and other behavioral scientists, and by CEOs, general managers, and human resource professionals. TQM has been praised as the panacea for business competitiveness and survival, and it has been maligned as nothing more than a passing fad that has failed to deliver. Clearly, it is difficult to provide a comprehensive, unified definition of TQM that would inspire consensus from the wide range of academics, managers, and consultants who are invested in such a definition.However, it is possible to identify the primary architects of TQM and to summarize the principles and assumptions that can be extracted from their work. It is widely agreed that the founders of TQM are W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa. The assumptions of their collective work have been summarized as follows: (a) Quality (of goods and services) is essential for organizational survival; (b) the key to quality is through people, who inherently want to contribute to quality and will do so when trained and supported; (c) because organizations are systems comprising interdependent parts, quality improvement efforts should focus on cross-functional processes; and (d) quality must be driven from the top, by senior managers who are committed to and responsible for quality. From these assumptions flow several important principles, including the use of structured problem solving, data-driven decision making, SPC (statistical process control) tools, and employee involvement and development. From this, the essence of TQM can be distilled as a top-down commitment to quality, achieved through employee involvement in continuous process improvement.
