CHAPTER ONE: INTRODUCTION
1.1 Background to the study
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).
Since the 1980s to date, there has been an increasing awareness and implementation of practices associated with TQM as well as other manufacturing practices (Cua, Mckone, & Schroeder, 2001).
We have seen the growing adoption of a range of quality and management systems standards, the emergence of total quality
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Crosby is well-known for his "Quality is free" concept and his zero defects concepts. Crosby’s philosophy can be described best by his 14 quality steps.
Feigenbaum (1991) was the originator of total quality control concept which he introduced in the 1950s as a business method and proposed three steps to quality; quality leadership, modern quality technology and Organizational commitment.
Ishikawa made many contributions to quality. These include the five principles on total quality namely; process affects results, continuous improvement must be a way of life, problems must be prevented rather than reacted to, people who do the work must be involved and results must be measureable and proposed the seven basic tools of quality as a problem solving tool (Ishikawa, 1985, 1989).
Various studies on TQM measurement have led to the identification of practices which are commonly cited as part of a TQM program. These practices include management leadership, training, employee relations, quality data and reporting, supplier quality management, product / service design and process management (Saraph, Benson, & Schroeder, 1989; Flynn, Schroeder, & Sakakibara, 1994; Ahire, Golhar, & Waller,
TQM is a company’s complete “culture of quality” approach which focuses on long-term success. It strives for continuous improvement, in all aspects of an organization, as a process and not as a short-term goal. TQM’s involves everyone in the organization to transform the organization into a forward-thinking entity by influencing attitudes, practices, structures, and systems of the entire organization (Business Dictionary, 2014). TQM was crafted by William Edwards Deming, a statistician who specialized in statistical process control after World War II. Deming outlined 14 points of TQM where all people of an organization can constantly search for ways to improve the process, product, and service. Deming developed the
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.
Modern quality management can be traced back to the early 1920s, when statistical theory was first applied to product quality control. This concept was further developed in Japan in the 1940s and 1950s, and was led by “quality gurus” such as Deming, Juran and Feigenbaum (Business Performance Improvement Resources). Total quality management is the management of initiatives and procedures aimed at achieving the delivery of quality products and services. There are many different aspects of TQM and a variety of principles included in the TQM process. One of the principles is the involvement of executive management to serve as the main driver to create the environment to ensure success. Another principle is training for employees on the methods and concepts of quality. Customer focus is a third principle to ensure that improvements in quality lead to increased customer satisfaction. A fourth principle focuses on making quality decisions based on measurements. This enables quantification to the quality process. The principle of metho...
Thus, having studied TQM implementation in about 780 manufacturing organizations, the authors assume that TQM is positively connected with performance for the cost leaders, even while negatively related to performance for the differentiators.
Ishikawa is also known for his key ideas in user friendly quality control, the implementation of quality circles, and his emphasis on the internal customer. Ishikawa took an alre...
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).
Joseph Juran was a Romanian-born American engineer and management consultant. He believed that it was most important to take the broad, organizational-level approach to quality. Total quality management begins from top management and trickles through the company all the way to the bottom. Like Dr. Deming, Dr, Juran was focused on the end product and its quality. Dr. Juran focused much on the human aspect of quality management and held that the root cause of quality issues was the struggle to change and human relations problems. He also stressed the importance of educating and training managers. Much like Dr. Crosby, Dr. Juran was much more strategic and structured in his approach to quality that Dr. Deming was. Dr Juran’s philosophyon quality are outlined in Five areas: (1) Spiral of progress in quality; (2) Breakthrough sequence; (3) Project-by-project approach; (4) The Juran trilogy; and (5) The principle of the Vital Few and the Trivial Many. Spiral of progress in quality concept puts together the importance of cross-functional teams in the production of quality. “Quality results from the interrelationships among the different spirals” (Juran and Gryna, 1988). The breakthrough sequence: According to Dr. Juran, “a breakthrough is a dynamic, decisive movement to new and higher level of performance”. The Project-by-project approach requires employees to have problem-solving skills to be able to find the signs, sources and remedies for quality problems that they come across and solve them. “He breaks the problem-solving process into two journeys: (1) Diagnostic journey (from symptom to cause), and (2) Remedial journey (from cause to remedy)” (Juran and Gryna, 1988). The Juran trilogy includes quality planning, quality control and quality improvement. Quality planning involves creating processes that will accomplish the clear goals. Quality is related to customers, so the customer’s needs, and expectations should be recognized. Quality control
The word quality management comes into our mind means managing quality not only improving product quality. While making a product, the needs and demands of the customers must be kept in mind and the product should be up to people’s expectations. (Simons, 2000) says Total quality management is a very popular approach as it signifies the calibration and rationalization of operating procedures to guarantee high quality and low rates. The success of this approach depends upon the evaluation of manager’s performance. (Abernethy, 2003). A concept tells that conferring to consumer’s perception, quality is, satisfying his or her needs which includes its exterior, its working capability and its dependability.
According to the American Society for Quality (ASQ), and the International Organization for Standardization (ISO) 9000 published in 1987 the QMS consists of principals that are used as guidelines to ensure customer satisfaction and continuous quality improvement throughout the manufacturing industry (ASQ 2016). The main objective of ISO 9000 is to execute a management system throughout the organization in order to increase efficiency, reduce excessive costs, and distribute processes that promotes good
Total Quality Management has many definitions. Gurus of the total quality management discipline like Deming, Juran, Crosby, Ishikawa and Feigenbaum defined the concept in different ways but still the essence and spirit remained the same. But the essence has more or less been to develop an approach to problem solving, conformation to standards for customer satisfaction. With management functions getting complex, approaches to managing quality in functional areas are becoming difficult. Organizations, which have successfully use TQM principles, have customer and quality embedded in their corporate
Total Quality Management (TQM) is the optimization and incorporation of all the tasks and developments of a industry in order to deliver for excited clients through a procedure of constant development. Quality management contains the construction of approaches, setting objectives and aims, development and executing the strategies; and using mechanism systems for observing response and taking helpful schedules. An organization’s value management applications are of two pleats, nourishing customer’s expectancy and upgrading the overall industry effectiveness (Dale, B. G., Boaden, R. J., and Lascelles D. M.,1994). The basic objective of quality controlling is the eradication of disaster; both in the idea and in the genuineness of products, facilities and developments. This does not only depicts that product, facilities and processes will flop in satisfying their purpose but that their purpose was not what the client aspiration. Failure must be prohibited in excellence management and to grip this there should be preparation, establishing and monitoring.
Armand Vallin Feigenbaum was born on April 6, 1922 and lived to November 13, 2014. He was an American quality control expert and businessman known for the concept of Total Quality Control which later became Total Quality Management (TQM). He obtained a bachelor’s degree from Union College and his master’s degree from Massachusetts Institute of Technology (MIT) Sloan School of Management. He progressed to a PHD in Economics from MIT. In 1958, he became the Director of Manufacturing Operations at General Electric for a period of ten years. During that period, he was chair of a special committee under the American Society for Quality that laid the foundation for raising the level of importance of quality control in professional
Total Quality Management (TQM) is the art of managing the whole to achieve excellence. It is a continuous effort of management along with the employees of an organization to improve the quality of products and services. It holds the belief that all employees should collaborate with each other to produce high quality products and services in order to meet customers' demands and satisfaction. Everyone within an organization plays an essential role in achieving overall customer satisfaction. A successful business should provide high quality products and services to the customers. It can be achieve by focusing on continuous improvements in every aspect of an organization (e.g. processes, systems, people, suppliers, partners, products
Armand V. Feigenbaum. He is known as the father of what is referred to as Total Quality Management. According to his foundation he developed the “Total Quality Control” concept while concurrently at GE. He introduced the concept first in an article in 1946. In 1951, while a doctoral student at MIT, Dr. Feigenbaum wrote the first edition of his book Total Quality Control. He established the principles of Total Quality Management (“TQM”), the approach to quality and profitability that has profoundly influenced management strategy and productivity in the competition for world markets in the United States, Europe, Asia, Latin America and the Middle East. He wrote, “Total quality control is an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction.” (Feigenbaum Foundation, 2013) His principles of TQM were as
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