It is today that we recognize the importance of customer's point-of-view but it was Juran who many years ago gave the idea that the perception of quality lies in the mind of customers rather than the producer. "According to the founders of TQM, the five interventions define the core of total quality management. Knowledge of customer requirements provides a test for considering and evaluating process changes. Supplier partnerships ensure that materials entering the organization are of acceptable quality. Cross-functional teams bring the full spectrum of relevant information and expertise to bear on decisions about system wide problems. Scientific methods and statistical analyses provide teams with trustworthy data to use in their decision making. And process management heuristics can improve the quality of the decision-making process itself" (Hackman 309+)
Project by Project Approach: Juran is also famous for his step-by-step approach to resolving a problem. According to his thinking all the problems and issued can be resolve at once. Instead a project by project and incremental approach is suggested by Dr. Juran. He suggested this approach because quality issues keep on haunting management and can never be avoided all together and so an incremental approach prepares management for quality as an ongoing process rather than a one time issue.
TQM & Strategic Management
Total quality management is now one of the most important concepts of the modern strategic management. TQM is about making incremental improvements in the processes and their flow is generally from bottom to top as opposed to other concepts regarding bringing about radical changes in the process designs where the flow is generally from top to bottom. Generally, in a management scenario operations level is avoided and TQM inculcates a strategic view at the operations level as the improvements in the processes can only be brought about if departments interact with each other. In the absence of this strategic interaction among departments, failed projects could be produced for example technological advancement brought about by the R&D department can be of no use if the firm does not have or cannot acquire the capabilities to produce or implement it. Hence, inter-organizational collaboration is one of the requirements of successful process improvement utilizing organizations resources and capabilities. Furthermore, TQM should not be considered as ends instead of means to achieve overall strategic goal. Overall strategy should be the guiding force behind TQM because without overall strategy managers cannot decide which operations are important. "Juran defines quality as 'the process of identifying and administering the activities needed to achieve the quality objectives of an organization'. He begins from two principles. First, managers have to realize that they, not the workers, must shoulder most of the responsibility for the performance of their companies. Second, they must understand the financial benefits that can be realized once quality is made a priority. He thus turns quality into a management issue first and foremost. Improving quality, he says, requires a systematic, company-wide approach; piecemeal efforts by individual teams or business units will not work" (Witzel).
Exemplary Organizations
Many companies have...
In fact, the local public library, increasingly threatened by competition from other entertainment sources such as expanded home entertainment systems, deluxe bookstores with cafes, and the Internet, could do well to adopt TQM principles. "A library should focus on providing the best services possible, and be willing to change to serve its customers. To determine if changes need to be made, a library administrator might ask: What are our
Adding to the confusion is the need for creating a more stable set of quality management, audit and compliance systems and processes that can scale with the company over time. This latter point is why the use of Six Sigma, lean manufacturing, the adoption of an ERP system and the development of entirely new workflows for NC/CA and CAPA are taking place. The need for compliance and also the
mission/vision/goal -- aim for constant improvement in the product or service you offer your clients. You cannot do this without maintaining a high level of motivation and satisfaction in the people that comprise your organization -- consider that an aspect of your goal. Dr. W. Edward Deming -- (1900-1993) According to the American Society of Quality, quality control is the constant or periodic inspection at every stage in the manufacturer of
The founders of modern quality management are considered to be Frederick Winslow Taylor, Walter Shewhart and later W. Edwards Deming and Joseph Juran. Taylor published the Principles of Scientific Management in 1911, laying the foundation for the work that was to follow. Shewhart developed the idea of statistical quality control. Deming expanded on his work during World War II and after the war introduced quality control concepts to Japan. Juran
Operations Management Production and operations management is not an elusive term used to describe some vague concepts; instead it simply refers to management of all the processes and systems that help in the production of goods. As we all know that production requires efficient and organized use of human capital, materials, resources and machines. However all these components of production need to be supervised and they must work in an efficient
(Managing Results: Initiatives in Select American Cities, 1995, p.1) When asked as to what types of performance measures actually exist, Mr. Waldrop summarized the performance measures according to the type of measure, a description of the measures and an example for each. These have been arranged into a chart and are listed in the following labeled Figure 1. Figure 1 Types of Measure/Description/Examples Type of Measure Description Examples Input Resources used to carry out a program
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