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what are the objectives of total quality management
objectives of the study of total quality management
what are the objectives of total quality management
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Introduction
Effectively integrating information technology (IT) into an organization’s business processes is critical if the organization wants to increase productivity and remain profitable. IT includes items such as the systems software, application software, computer hardware, and the networks and databases that help manage the organization’s information. When implementing quality standards and processes that are forever changing in the IT world, organizations must balance these changes while continuing to rapidly implement new systems technologies in order to stay competitive.
Quality improvements in IT delivery and service support can be improved by measuring and tracking user satisfaction, integration and flexibility early on in the decision process and reinforcing them throughout the review process. Adhering to quality management best practices means ensuring that quality standards are strictly enforced and entrenched into the organization’s philosophy. Even though Total Quality Management (TQM) has been replaced by other quality methodologies in many cases, organizations that have taken the long arduous journey to properly implement TQM benefited from it immensely [1]. While TQM may be perceived by many employees as just another passing fad that will soon fall by the wayside, the environmental conditions that exist within the organization will determine if TQM can be successfully implemented and take root.
What is Total Quality Management (TQM)?
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 ...
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[10] Reference_for_Business, "TQM Principles," n.d.. [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.
[12] timely2.com/TQM.htm, "timely2.com/TQM.htm," n.d.. [Online]. Available: http://www.timely2.com/TQM.htm.
[13] T. F. Prosser, "When and Why Does Total Quality Management Work, and Why Isn't It Still Prevalent," n.d.. [Online]. Available: http://oneffectivemanagement.wordpress.com/.
[14] TaskManagementGuide.com, "How to Implement TQM," nd. [Online]. Available: http://www.taskmanagementguide.com/solutions/articles/problems-and-advantages-total-quality-management.php.
The following is an attempt to analyze AT&T's use of Total Quality Management throughout its organization. Since AT&T is an elaborately enormous corporation I will focus my study to AT&T Power Systems/Lucent Technologies. This division of AT&T has been the industry standard for excellence since TQM was first introduced to the company. AT&T Power Systems has become one the world's most dynamic companies because of its use of TQM. I will provide a brief description of who AT&T Power Systems is, a description of the events that lead up to its use of TQM, AT&T's TQM philosophy, and how this philosophy was implemented. Finally I will discuss the benefits AT&T Power Systems realized through their use of Total Quality Management. Who is AT&T Power Systems?
Fernandes, A. C., Sampaio, P., & Carvalho, M. do S. (2014). Quality Management and Supply Chain Management Integration: A Conceptual Model. In International Conference on Industrial Engineering and Operations Management. https://doi.org/10.1108/IJQRM-03-2015-0041
Implementing a Total Quality Management concept in an organization requires commitment from the top, a high level steering committee, plans for the early phase of implementation and a means of providing the necessary training (Goetsch & Davis, 2014). Planning and organizing means little if the infrastructure to support deployment and continual improvement does not exist. Infrastructure that supports deployment of a Total Quality organization include procedures, organization and union considerations.
Kanji, G.K., Wallace, W. (2000), "Business excellence through customer satisfaction", Total Quality Management, Vol. 11 No.7, pp.979-1087.
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
In quality administration, the representatives are urged to work more as a group in light of the acknowledgment that he or she is a piece of supplying and a client in a procedure (J. Opinski, open presentation, February 1, 2008). Some extra perspectives incorporate the dedication of top administration, consistent change, snappier reaction times for client needs, and activities will be founded on realities. In the event that an issue does happens, the quality administration style will concentrate on determining the issue not the representative. The quality style administration puts the emphasis on what necessities are for the client and which will deliver with little to zero imperfections to fulfill the prerequisites or standard set up (J. Opinski, open presentation, February 1, 2008). To apply Total Quality Management to an association one must seek after new key considering; which means if the association is not Quality Style Management, then transformation needs to happen. The procedure at first begins with administration duty and an aggregate quality advisory group must be built up Employees at all levels need to know the client and set genuine client prerequisites and desires (Fraser, 1996). The association all in all necessities to take a shot at counteractive action not remedies. Therefore,
Before you can begin to understand what total quality management is, you must know what quality is. Quality is the ability to satisfy, or even exceed, the needs and expectations of the customers. Total Quality Management is a management approach to long-term success through customer satisfaction. The participation of all members of an organization in improving processes, products, services, and the culture they work in is the basis of TQM. Total Quality Management, often called TQM, is a mind set. It is also a set of well-proven processes for achieving the mind set. The mind set is that everyone in your organization understands what their customers' expectations are and they meet those expectations every time. TQM, which has been available for many years, was originally developed in the United States and the Japanese were the first to visualize its benefits and apply it successfully. This paper will discuss the history of Total Quality Management and also its creator Dr. William Edwards Deming. Also included is Dr. Deming's 14 Points of Management, which apply anywhere from small organizations to large organizations including everything from the service industries to the manufacturing industries and everything in between. They apply to a division within a company. The final topic discussed will be how TQM is implemented in the organizations.
One of these quality mechanisms is known as the “Juran Trilogy” consisting of Quality Planning, Quality Control and Quality Improvement (Ransom, Joshi, Nash, & Ransom, 2008). The Juran Trilogy is a universal model sighted for a methodology to cross-functional management, which eliminates chronic waste in a system (Lewis, 2006). Juran believe in fitness of use that meant all members of a team should be involved in the effort to make the organizations services into fit for use. The ever-increasing demand for quality has forced organizational leaders to invest in resources for implementing Total Quality Management (TQM) strategies (Jha & Joshi, 2007).
The ideas about TQM began in the 1980s by W.E. Deming, Juran and Ishikawa (Wageman,1995) Since then, TQM has been identified by many people as an approach that any organisation can adopt to improve quality in business and in education. The underlying principle of TQM is to get everybody on board. Employees should be involved in decision-making of the organisation with the sole aim of achieving profound commitment from the employees or staff, learners and other stakeholders’ satisfaction. Naidah et al (2003) considers TQM as an approach that seeks to change the whole mindset of workers in order to embrace beliefs and principles that are aimed at continuous improvement in order to meet customers (learners) needs and their expectations.
Although the need for change is apparent, this situation still exists within the US automotive sector. Having worked as a supervisor at a Ford engine plant, I can say first hand that the old methods of quality management are still seen by many, especially high seniority production workers, as “good enough”. While the need to keep within specification and to meet tight tolerances is often overlooked by upper management in order to meet the required production targets for the day.
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
Knowles, G; Quality Management, Chapters 2 & 3 (2011); London; UK: Ventus Publishing ApS; Bookboon
[15] Rai, A. and Ravichandran, T., 2000.Quality Management in System Development: An Organizational System Perspective. MIS Quarterly. Vol. 24(3), pp. 381-415
“While Total Quality Management has proven to be an effective process for improving organizational functioning, its value can only be assured through a comprehensive and well thought out implementation process” (Packard, 1995). Implementing TQM requires large scale change. Change can be difficult in a culture where patterns have been ingrained. However, the survival of the company is dependent upon the change. Change is not just focused on the customer but also on the entire culture of the organization, its belief systems and decision making processes. Changes done according to a plan are usually successful.
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).