Total quality management
Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes. [1] It is used around the world.
TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement. [2]
[edit] TQM and Six Sigma
The Six Sigma management strategy originated in 1986 from Motorola’s drive towards reducing defects by minimizing variation in processes. [3]
The main difference between TQM and Six Sigma (a newer concept) is the approach.[4] At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work.
The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies increase their quality and productivity:
- Create constancy of purpose for improving products and services.
- Adopt the new philosophy.
- Cease dependence on inspection to achieve quality.
- End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
- Improve constantly and forever every process for planning, production and service.
- Institute training on the job.
- Adopt and institute leadership.
- Drive out fear.
- Break down barriers between staff areas.
- Eliminate slogans, exhortations and targets for the workforce.
- Eliminate numerical quotas for the workforce and numerical goals for management.
- Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.
- Institute a vigorous program of education and self-improvement for everyone.
- Put everybody in the company to work accomplishing the transformation.
The term total quality management has lost favor in the United States in recent years; quality management is commonly substituted. Total quality management, however, is still used extensively in Europe.
[edit] Further reading
- Crosby, Philip B. Let's Talk Quality: 96 Questions You Always Wanted to ask Phil Crosby (1989)
- Deming, W. Edwards. Out of the Crisis (1986)
- Ishikawa, Kaoru. What is Total Quality Control? The Japanese Way (1985)
- Feigenbaum, A.V. Total Quality Control (1991)
- Juran, J.M. Juran on Leadership for Quality: An Executive Handbook (1989)
[edit] References
- ^ Ahire, S. L. 1997. Management Science- Total Quality Management interfaces: An integrative framework. Interfaces 27 (6) 91-105.
- ^ Cua, K. O., K. E. McKone, and R. G. Schroeder. 2001. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19 (6) 675-694.
- ^ Anand, G., P. T. Ward, and M. V. Tatikonda. 2010. Role of explicit and tacit knowledge in six sigma projects: An empirical examination of differential project success. Journal of Operations Management 28 (4) 303-315.
- ^ "Six Sigma vs. Total Quality Management". http://www.pmhut.com/six-sigma-vs-total-quality-management. Retrieved April 19, 2010.
