About Total Quality Management (TQM)
Total quality management (TQM) consists of organization-wide efforts to “install and make permanent climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value.”
“Total” emphasizes that departments in addition to production (for example sales and marketing, accounting and finance, engineering and design) are obligated to improve their operations; “management” emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal setting. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
Features of TQM in an Organization:
- Quality is defined by customers’ requirements.
- Top management has direct responsibility for quality improvement.
- Increased quality comes from systematic analysis and improvement of work processes.
- Quality improvement is a continuous effort and conducted throughout the organization.
- The PDCA cycle to drive issues to resolution
- Cross-functional teams (similar to QC Circle) responsible for addressing immediate process issues
- Standing cross-functional teams responsible for the improvement of processes over the long term
- Active management participation through steering committees
- Use of the Seven Basic Tools of Quality to analyze quality-related issues
How to implement TQM?
The first step for implementing any new system is an honest assessment of the organization as it is today. Implementation of TQM is something that has to be applied to the current structure of the organization; there is no step-by-step guide that will tell you how to do it for your business. Each business is unique and requires its own approach, but the core tenets of TQM can guide each decision.
Then, you can proceed with these areas of opportunity.
TQM Tools & Techniques
- Basic Definitions of Quality & Historical Development of TQM
- Introduction to TQM – Philosophies, Principles & Concepts
- Introduction to TQM – Contributions of Edward Deming & Philip Crosby
- Introduction to TQM – Contributions of Joseph M Juran
- Quality Gurus & Their Contributions, Efforts of Walter Shewhart & Edward Deming
- Quality Gurus & Their Contributions
- Philosophies of Quality Gurus
- Understanding TQM – Japanese Approach to TQM
- Understanding TQM – Motivation for Starting TQM in Japan
- Understanding TQM – Japanese Approach of Long Term Planning For TQM
- Understanding TQM – Organizing & Planning for Quality in Japan
- Organizational Culture
- Strategic Planning & SWOT Analysis
- Strategic Planning & Strategic Programming
- Vision, Mission, Objectives, Goals, Targets & Action Plans
- Leadership & Commitment of Top Management in Implementing TQM
- Team Building & Evolution
- Team Dynamics & Conflict Management
- Management Styles
- Change Management
- Managing Change
- Motivation – Principles & Techniques
- Management Cycle, Quality Functions & Total Quality Systems
- The Management Cycle & Quality Functions
- Acceptance Sampling
- Corrective & Preventive Action and Barriers to Quality Improvement
- Kaizen and Concept of Quality Cost
- Customers Types: Internal & External Customers, Customers Retention & Satisfaction
- Continuous Process Improvement
- Problem Solving & Deming PDCA Cycle
- Problem Solving – Basic Seven Quality Management Tools
- Problem Solving – Idea Generation & Process Analysis Tools
- Problem Solving Quality Improvement Stories
- Failure Mode, Effects & Criticality Analysis
- Quality Function Deployment
- Taguchi Robust Designs
- Malcom Baldrige National Quality Award
- Quality Management Systems & Standards
- Quality Management System ISO Quality Management Standards
- Quality Management Systems and ISO 9000 Standards
TQM is everyone’s responsibility
TQM requires that all parties take ownership of the part they play and this applies equally to admitting fault and giving out praise. A focus on improving the quality of products and services requires accountability. Learning to snatch victory from the jaws of defeat is the pursuit of quality management when it comes to dealing with incidents and outages.
Tracking metrics and comparing the results of operations before and after changes is the best way to learn what works and what doesn’t. It’s also imperative that systems are structured and followed to ensure that success can be replicated and then improved. The process of improvement should never stagnate, ensuring that the pursuit of perfection never ends.
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