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1、TQM Introduction,Quality is a never-ending process Modern companies implement quality improvement programs to enhance their products or services. The quality imperative movement of the last two decades has redefined quality as a never-ending effort to continually improve a companys products. This mo
2、vement combines strategic and operational control to achieve long-term success and survival of an organization.,TQM involves all staff to participate TQM stands for total quality management, a term derived from the quality imperative movement. TQM involves all staff to identify every process within
3、the business that will influence quality.,TQM is any action to fulfill the quality imperative TQM is a continuous effort to enhance the quality, efficiency, and responsiveness of a product or service. Any action taken to implement TQM is an action to fulfill the quality imperative.,1. Specified qual
4、ity Specified quality is the first essential element. Companies should specify what quality means and give employees a clear picture to lead them in their work. From the customers point of view, quality means that the product functions well, the price is competitive or fair, and the service is quick
5、 and satisfactory. Most Japanese companies such as Matsushita, Sony, and Toyota have a very good reputation for quality.,2. Customer orientation The second element is customer orientation. Business must provide what the customer wants. An example is Dell computers growth fueled by its customer servi
6、ce that offers tailor-made solutions to their clients PC needs. It is necessary to recognize internal as well as external customers. Service with quality and efficiency for the internal customers adds value to their efforts, and is eventually passed on to the final,3. Detailed business process conce
7、ntration The third element is detailed business process concentration. Breaking the business process into small parts gives managers the chance to inspect and improve the ways each step is done. Accounting and management consulting firms such as Andersen Consulting make good use of this approach. Ch
8、ecking the quality, efficiency, and responsiveness of each phase or unit gives managers accurate information to make necessary changes. Increased efficiency of each step greatly contributes to the overall improvement.,4. Cooperation with clients and suppliers The fourth element is cooperation with c
9、lients and suppliers. Businesses should avoid viewing clients and customers as adversaries and instead should cooperate with them as partners to deliver high quality products. This helps managers prevent or solve problems. Most automakers need to have strong cooperation with their suppliers. The Jap
10、anese Just in Time (JIT) system is a perfect example of a well-executed supplier partnership program.,5. Problem prevention The fifth element is problem prevention. TQM focuses on the detection of potential problems before they occur. Failure to prevent defects has dangerous consequences: it will co
11、st extra time and resources to inspect and fix. Undetected problems can even threaten an entire business. ISO 9000 certification of most manufacturing companies is a good manifestation of this thinking. Companies use an outside firm to verify that their operations are sound. Companies must design in
12、 quality before they provide a product or service. During the design phase of a product or service, it is vital for managers to have input from customers, marketing, assemblers, and final producers.,6. Adoption of an error-free attitude The sixth element is the adoption of an error-free attitude. Th
13、is attitude prevents mistakes. Managers should encourage every employee not to simply finish a job but to finish it correctly as well. Zero defect programs adopted by most Japanese semiconductor and electronic companies are good examples of this element.,7. Accurate measurement Companies should ensu
14、re that performance is measured accurately, that is, based on factual data rather than assumptions. Managers can use such data to assess critical variables in the operational process. The statistical quality method taught by Dr. Demming and widely adopted by Japanese and American companies is the ba
15、sic cornerstone of TQM.,8. Employee participation For continuous improvement in work, management must empower employees to be innovative and act in an atmosphere of trust and respect. At Ford Motor, their company slogan is Quality is Job 1. This is used to involve employees in the quality assurance
16、process.,9. Total involvement atmosphere All units of an organization should simultaneously apply quality concepts. Every manager and employee should be encouraged to add value for continuous improvement. TQM requires commitment from every staff member of the company. Quality awards for management and staff are often used as incentives.,10. Continuous improvement The last element of TQM is continuous improvement. Quality is a moving target and creates new standards for busine
