In this paper I will discuss the management and leadership roles and responsibilities in relation to Total Quality Management.
Within the past two decades, total quality management represents one of the most profound changes in the way companies are now being managed. According to Biech (1994), "Quality improvement (TQM) is a customer-focused, quality-centered, fact-based, team driven, senior management-led process to achieve an organizations strategic imperative through continuous process improvement" (pp. 1-2). The benefits associated with TQM includes higher quality, lower cost products and services that aligns with customer demands (Zbaracki, 1998). The ability of a company to respond to the needs of its customers measures the overall success of that company. Many organizations may ask the question, what is quality? As Hick (1998) explains, "quality is meeting or exceeding the needs and expectations of the customer" (p.1). What exactly are the expectations of the customers? It is now the responsibility of the organization to define those needs. Perhaps Biech (1994) provides a simpler picture, "Quality is the measure of satisfaction that occurs between a customer and supplier that only they can define. In other words, quality is what the customer says it is" (p.25). Yet according to Perigord (1987), "Total quality means that all participants in a company are involved regardless of their position in the hierarchy" (p.7). Basically making it seem impossible for quality to be successful if all members are not sharing in the same vision and/or goals.
Dr. W. Edwards Deming i...
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References
Allen, R. (2001, May). Aligning Reward Practices in Support of Total Quality Management. Business Horizons. Retrieved Sep 3, 2004 from the World Wide Web: http://www. findarticles.com/cf_0/m1038/3_44/75645904/print.jhtml
Biech, E. (1994). TQM For Training. New York: McGraw-Hill.
Gitlow, H. S., & Gitlow, S. J. (1994). Total Quality Management In Action. New Jersey: Prentice-Hall.
Hick, M. (1998). Quality Management. Mike Hicks Eagle. Retrieved Sep 3, 2004 from the World Wide Web: http://www.eagle.ca/~mikehick/quality.html
Perigord, M. (1987). Achieving Total Quality Management: A Program For Action. Maryland: Productivity Press.
Zbarack, M. J. (1998). The Rhetoric and Reality of Total Quality Management. Administrative Science Quarterly. Retrieved Sep 3, 2004 from the World Wide Web: http://www.findarticles.com/cf_0/m4035/3_43/53392848/print.jhtml
Ebert Ronald J and Griffin Ricky W. (2011). Operations Management and Quality (8th edition) Business Essentials.(pp.128-132), Boston [Mass];London: Pearson.
Contained within the following paper is the evaluation of the author’s organization’s mission, vision goals, and objectives .The author will discuss the pre-determined questions as set forth by Jeffrey Trapp, a certified University of Phoenix instructor. This paper will discuss the differences that a rise between a company that has implemented TQM (Total Quality Management) with that of the authors own organization’s management style.
Quality is the most important measure of success for any organization. All successful organizations produce a quality product or service, but how it measured and what is the process to produce it. This paper will Chose a process at Abbott labs, Ross division, analyze an "As-Is" flow chart, describe the relationship of the process to the organization's strategic plan and determine the internal an external customers. This paper will also identify the most appropriate Quality Management tool that can be used to collect and present data, utilize your selected quality tool to analyze your process and identify process improvement opportunities, and estimate the level of improvement that could be realized and the value of implementing this process improvement.
Total Quality Management has everything to do with decision making in management. It is my opinion that there exists many dimensions and aspects to TQM and in the new global environment where environmental issues are one of the more prominent ...
Pheng, L., & May, C. (1997). Quality management systems: a study of authority and empowerment. Building Research & Information, 25(3), 158-169.
Quigley, P. (1993). Can management by objectives be compatible with quality? Industrial Engineering, 25(7), 14. Retrieved from the Business Source Complete database
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):
In the late 1970s and early 1980s, previously unchallenged American industries lost substantial market share in both US and world markets. To regain the competitive edge, companies began to adopt productivity improvement programs which had proven themselves particularly successful in Japan. One of these improvement programs was the total quality management (TQM) (Kaynak, 2003).
Lighter, Donald and Douglas Fair. Principles and Methods of Quality Management in Healthcare. Gaithersburg MD: Aspen Publishing, 2000.
Juran, J. M. (1986). The quality trilogy: A universal approach to managing for quality, Quality Progress, 19–24.
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).
Quality cannot be improved without significant losses in productivity. It is imperative that the top management provides leadership and support for quality initiatives. Quality goals are moving targets and improving quality requires establishment of effective metrics. The three aspects of total quality management are counting, customers and culture. Customer’s impression of quality begins from the initial contact with the company and continues throughout the life of the product. All departments of the organization must strive to improve the quality of their operations. Value based approach relies on service dimensions like reliability, responsiveness, assurance, empathy and
“Various management systems have also appeared as structures in which to implement quality improvement. One of these is total quality management (TQM), which is a strategy for implementing and managing quality improvement activities on an organization-wide basis.
Flynn, (1995). "The impact of quality management practices on performance and competitive advantage", Decision Sciences.
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/.