Several quality management systems/programs, such as ISO 9000, TQM, Six Sigma, Re-Engineering, Lean, and others, have been introduced since the 1980s. The majority of the iterations mentioned above have been widely recognized and adopted by industries all over the world.
Every company anticipates high-quality outcomes from the implementation of these programs. However, the "good" will only be received if the people who work in its premises are fully aware of its functionality and how it transforms the business. To assist you, we will discuss the definitions of quality, its evolution, and the practices of quality imperatives.
What is QUALITY?
As per the textbook term — Quality — means the standard of something as measured against other things of a similar kind; the degree of excellence of something. But in business terms, it takes different forms.
In business, quality is:
- Conforming to standards and specifications.
- Meeting zero defects.
- Meets customer expectations and needs
- Assessed by customers
- Determined by deviations
- Customer satisfaction
Total Quality Management (TQM)
Total Quality Management (TQM) is a management approach that describes the culture of an organization that strives to provide customer satisfaction with their preferred products and services.
This "culture" necessitates quality in all aspects of the organization's operations, with processes completed correctly the first time and defects and wastes eliminated entirely.
It is a management philosophy that attempts to blend organizational functions in order to meet both customer needs and organizational objectives.
TQM views an organization to be a set of processes. It maintains that organizations strive to continuously improve processes by incorporating workers' knowledge and experiences.
TQM’s main motto is
“Do the right thing, right the first time, every time.”
History of Total Quality Management
TQM began initially as a term coined by Naval Air Systems Command to describe Japanese styled management processes to quality improvement. It’s a form of umbrella methodology to continually improve process’s quality by taking elements of:
- The behavioral sciences
- The analysis of quantitative and non-quantitative data
- Economics theories
- Process analysis
1920s
- Quality Management first saw its establishment and usage as the principles of scientific management in the U.S. Industry.
- Businesses separated the planning and execution processes, resulting in union opposition as workers were denied a say in the conditions and functions of their work.
- In the late 1920s, the Hawthorne experiments demonstrated how participation affects worker productivity.
1930s
- Walter Shewhart developed the methods for statistical analysis and control of quality.
1950s
- W. Edwards Deming taught statistical analysis methods and quality control plans to Japanese engineers and executives.
- Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
- Armand V. Feigenbaum’s book Total Quality Control was published.
- Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies.
1960s
- The Japanese named their approach to total quality “company-wide quality control”.
- Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s authority as a quality leader.
2000s till present
- TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.
- TQM is defined by quality standards such as the ISO 9000 series and quality award programmes such as the Deming Prize and the Malcolm Baldrige National Quality Award.
6 Cs of TQM
1) Commitment
2) Culture
3) Continuous improvement
4) Co-operation
5) Customer focus
6) Control
For Detailed Overview visit: Total quality management a modern path to business excellence- 6sigma.us
Implementing TQM
The first step to implement TQM is to assess the organization’s current performance and reality.
The history of the organisation, current needs, precipitating factors leading to TQM, existing employee quality, Work-Life structure, and similar elements should be charted out and data gathered to perform analysis on it. If an organization's current reality lacks preconditions, TQM implementation should be postponed until the organisation is in a position where TQM is likely to succeed. However, a certain amount of pressure is probably necessary to kickstart TQM. After all, if the vision is in your gut, you have no choice but to approach it.
A successful TQM implementation requires:
- A committed leadership
- Customer-based approach
- Process Management
- Good Communication
- Knowledge Management
- Empowerment
- Staff Involvement
- Organizational Culture
The Key Players — Customer, Suppliers, and Employees
To achieve success with TQM, managers must understand the quality goals of their organization. They must communicate goals, understand the employees, have knowledge of the product/services, and create processes that dive deep into creating a value chain.
TQM’s philosophy is comprehensive, thus making suppliers a crucial part of its execution. Organizations must appraise new suppliers and carry out regular audits to guarantee the stock meets market standards.
Lastly, customers hold the major responsibility for a successful TQM implementation. After all, they are the reason TQM is in existence.
For Detailed Overview visit: Total quality management a modern path to business excellence- 6sigma.us
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