Total Quality Management (TQM) is a management strategy that aims to embed quality awareness throughout all organizational processes. It has evolved over time from merely inspecting outputs to shaping business strategy through a focus on continuous quality improvement. Key figures like W. Edwards Deming, Joseph Juran, Philip Crosby, and others developed the concepts of statistical process control, quality assurance, and zero defects to advance the quality movement. TQM emphasizes meeting customer needs through planning, teamwork, training, and supplier partnerships to deliver high-quality products and services.
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Total Quality Management (TQM) is a management strategy that aims to embed quality awareness throughout all organizational processes. It has evolved over time from merely inspecting outputs to shaping business strategy through a focus on continuous quality improvement. Key figures like W. Edwards Deming, Joseph Juran, Philip Crosby, and others developed the concepts of statistical process control, quality assurance, and zero defects to advance the quality movement. TQM emphasizes meeting customer needs through planning, teamwork, training, and supplier partnerships to deliver high-quality products and services.
Total Quality Management (TQM) is a management strategy that aims to embed quality awareness throughout all organizational processes. It has evolved over time from merely inspecting outputs to shaping business strategy through a focus on continuous quality improvement. Key figures like W. Edwards Deming, Joseph Juran, Philip Crosby, and others developed the concepts of statistical process control, quality assurance, and zero defects to advance the quality movement. TQM emphasizes meeting customer needs through planning, teamwork, training, and supplier partnerships to deliver high-quality products and services.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
Total Quality Management (TQM) is a management strategy that aims to embed quality awareness throughout all organizational processes. It has evolved over time from merely inspecting outputs to shaping business strategy through a focus on continuous quality improvement. Key figures like W. Edwards Deming, Joseph Juran, Philip Crosby, and others developed the concepts of statistical process control, quality assurance, and zero defects to advance the quality movement. TQM emphasizes meeting customer needs through planning, teamwork, training, and supplier partnerships to deliver high-quality products and services.
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Total Quality Management
Total Quality Management (TQM) is a management strategy aimed at embedding awareness of quality in all organizational processes. Quality in fact has been around for quite a long time and has progressed from stages of playing a purely reactive role (inspection) to its present prominence in shaping the competitive strategy of business. Quality did not emerge until the era of mass production, as part of Frederick Taylors scientific management preachings. One role of supervisors was to carry out inspection of the work of their subordinates. However, the man who spearheaded the quality movement was W A Shewart, who in 1931 gave a clearer definition of Total Quality Control, how to measure and control it. Shewart argued that variability has to be accepted as a way of life and that differences between parts, peoples skills and process parameters, lead to differences between the same (different) goods produced. Shewart debated that by using statistical and probability techniques, variability can be better understood, monitored and controlled
Quality then underwent various stages of evolution comprising sampling (to check a limited number of items representing the whole batch to find out about overall behaviourktate of quality). The quality assurance era involved the work of pioneers such as Juran, Feingenbaum (on Total Quality Control), Reliability Engineering (checking product performance over time) and the concept of Zero Defect advocated by people like Crosby who believes that perfect quality is both technically possible and economically desirable.
WHAT IS QUALITY? Quality refers to certain standards and the ways and means by which those standards are achieved, maintained and improved upon. Most definitions given to quality refer to fitness for use or conformance to requirements.
Table 3.1 Various definitions of quality Transcendent definition Quality is neither mind nor matter, but a third entity independent of the two.. . even though quality cannot be defined, you know what it is. Product-based definition Differences in quality amount to differences in the quontity of some desired ingredient or attribute. User-based definition Quality consists of the capacity to satisfy wonts.
Manufacturing-based definition Quality [means] conformance to requirements. Value-based definition Quality is the degree of excellence at an acceptoble price and the control of variability at an acceptable cost. Table 3.2 Customer-related definitions of quality Quality is a key attribute that customers use to evaluate produck or services?
Quality = evelything everyone in a business does, no matter what sort of business, to satisfy the total requiremenk of every customer - whoever that customer (or user) may be.* Quality is driven by the marketplace, by the competition, and especially by the cust0mer.3~ The Quality concept rejects the traditional notion of quality as being the degree of conformance to a standard or measurement of workmonship. The Japanese concept of quality hinges on the products fitness of use, and the degree of customer satisfaction derived from using that product. In other words, it is not the producers but the customers who determine whether or not quality has been achieved.13 Quality is achieving and exceeding customer expectations in order to provide business for the future. The goal is to achieve a continuous quality improvement effort that permeates every process, every product and every service in the organisation. Businesses exist to deliver quality. Customers are buyers and users of products and services. They can be external or internal.* Quality is the capability of a product or service to satisfy knowingly those preconceived composite wank of the user(s) that are intelligibly related to characteristics of performance or appearance, and do not cause major overt ar covert reactions or actions by other pe0ple.2~
The changes in customer quality drive have been suggested to be part of both measurable determinants and subjective criteria. The various dimensions of quality which the customers are inspired from in their determination of quality standards have been classified as both intrinsic and extrinsic
(9 (ii) (iii) Intrinsic quality determinants: design, reliability and product life. Extrinsic determinants: environment, psychology of human wants, information
about products and services, advertising, variety and warranties. Composite determinants: price, safety, maintenance and service, and aesthetic aspects.
Other research has suggested that customers are heavily influenced by eight dimensions in determining quality levels.zy~1yT~hze3 framework presented includes the following: (i) Performance: refers to the primary operating characteristics of a product. (ii) Features: are the bells and whistles of products - secondary characteristics that supplement the products basic functioning. (iii) Reliability: probability of a products failing within a specified period of time. (iv) Conformance: degree to which a products design and operating characteristics match pre-established standards. (v) Durability: a measure of product life, has both economic and technical dimensions. (vi) Serviceability: speed, courtesy, and competence of repair. (vii) Aesthetics: (subjective dimension) -how a product looks, feels, sounds, tastes
or smells. (viii) Perceived quality: (subjective dimension) - assessment of standards relying on indirect measures when comparing product brands.
TQM - continuous improvement
TQM has been defined as a philosophy based on the quest for progress and improvement. In this sense TQM looks for continual improvement in the areas of cost, reliability, quality, innovation, efficiency and business effectiveness. The main driving force is belief and commitment (quality driving force) with strategic and operational objectives as the outputs. TQM is certainly not an outcome of blueprints
