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TOTAL QUALITY MANAGEMENT (TQM)
INTRODUCTION-
Ed Deming was not the founder of TQM. That honor goes to Walter Shewhart who came up with the management ideology in the 10s. At this time none of the United States corporations where willing to test his ideas due to they felt they where doing fine. Ed Deming came along a student under Shewhart. Deming tried to refine the ideas of TQM and got a chance in Japan to try these approaches to management in 150s. As Japan began moving in and taking over areas that had be predominately controlled by the U.S. , only then did these companies sit up and take notice to this system called TQM and wonder what it was and why it was working for the Japanese. In the 180s a flood of U.S. organizations started trying to implement TQM.
Managerial Paradigm is the way peoples think and act in conducting business. It provides a structure -- rules and standards -- as well as accepted norms of managerial practice, laws, theories, applications, and instruments.
Buy cheap Total Quality Management term paper
DEFINATION-TQM is a structured system. When all of its elements are implemented properly, TQM is like a well-built house. Its solid, strong, and cohesive. If TQM is not planned for and implemented correctly, it will be structurally weak and will probably fail. TQM is the system of activities directed at achieving delighted customers, empowered employees, higher revenues, and lower costs.
TERMS USED IN TQM-
It is said that quality is defined only in terms of agent. Where the employee may have one definition of quality the employer may have a totally different definition to this word. When pressed to define pornography, a Supreme Court Justice in the United States once commented that he couldnt define it but knew it when he saw it. So is with the word quality. So comes the saying quality is in the eyes of the beholder. Any definition of quality should include the following features-
1) Conformance to customer specifications.
) Conformance to legal or statuary requirements.
) Meeting or exceeding the anticipated wishes of the customer.
4) Something better than your competitors.
The official ISO 840 definition of quality is
The totality of characteristics and an entity that bear on its ability to satisfy stated or implied needs. Quality is not only products and services but also includes processes, environment, and people.
Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environment.
Neither business managers nor academicians can agree completely upon the definition of TQM or how to put the concept into practice. What they do agree upon include the following. TQM is not an overnight, passing fad that can be learned quickly. It cannot be purchased from a vendor, or selected out of a training catalog. TQM success demands total commitment from entire organization, and cannot be half -- hearted venture pursued by only part of the organization. TQM consists of continuous improvement activities involving everyone in the organization -- managers and workers -- in a totally integrated effort toward improving performance at every level.
PRINCIPLES TO TQM-
There are a few guiding principles to TQM-
1) Successful TQM requires both behavioral and cultural changes.
) Successful TQM system brings two other management systems together with a behavioral and cultural commitment to customer quality.
) TQM becomes a system within itself by default or choice.
4) Organizational management system, Human resource management systems and total quality management must be aligned in a successful TQM initiative.
WHY TQM CAN FAIL?
Yes, Total Quality Management fails. Following are the reasons because of which Total Quality Management fails-
Reason #1 Improper Planning
Organizations tend to be so anxious to begin doing something, that
they start off being unclear as to what they are trying to accomplish and
how to get there. There is a time to jump to action and a time to insure
that the actions are properly planned and considered. Jumping in too
early creates chaos and cynicism as expectations are frustrated.
Reason # Management Confusion
Managers need to lead the organization to quality processes. Too often
managers have not considered what this means on a day to day level.
Many managers will need some coaching on what their roles might be,
and how to carry them out, but quite frequently, managers are not
prepared for the tasks they face.
Reason # Inadequate Support To Managers
So far, there has been a tendency to hire TQM consultants to visit for a
half-day or so to start the process. This puts incredible pressure on
managers since they have little ongoing access to the expert help they
need to make this work. Also, some activities that are part of TQM are
best carried out by outsiders who bring a different kind of objectivity
to the process.
Reason #4 Partial Implementation (Hedging)
Many organizations jump in by implementing only one piece of TQM,
usually focussing on the customer, or collecting information from
employees. Customer service is only one part of the puzzle, and
empowering employees is not likely to bring about change unless other
issues are addressed.
Reason #5 Inadequate Marketing
There is considerable cynicism in the public sector these days.
Employees have seen management fads come and go without impact.
TQM programs that do not communicate the TQM principles and
management intent usually fail. TQM must be explained in ways which
show how it will benefit all members of the organization. Then
management must lead by example.
Reason #6 Impatience
Any organization change requires perseverance and patience.
Management that is not willing to work at it over an extended time will
start backing off the principles and become inconsistent in their actions.
That destroys their own credibility, and the credibility of organization
change in general.
TOTAL QUALITY MANAGEMENT (TQM)
INTRODUCTION-
Ed Deming was not the founder of TQM. That honor goes to Walter Shewhart who came up with the management ideology in the 10s. At this time none of the United States corporations where willing to test his ideas due to they felt they where doing fine. Ed Deming came along a student under Shewhart. Deming tried to refine the ideas of TQM and got a chance in Japan to try these approaches to management in 150s. As Japan began moving in and taking over areas that had be predominately controlled by the U.S. , only then did these companies sit up and take notice to this system called TQM and wonder what it was and why it was working for the Japanese. In the 180s a flood of U.S. organizations started trying to implement TQM.
Managerial Paradigm is the way peoples think and act in conducting business. It provides a structure -- rules and standards -- as well as accepted norms of managerial practice, laws, theories, applications, and instruments.
DEFINATION-TQM is a structured system. When all of its elements are implemented properly, TQM is like a well-built house. Its solid, strong, and cohesive. If TQM is not planned for and implemented correctly, it will be structurally weak and will probably fail. TQM is the system of activities directed at achieving delighted customers, empowered employees, higher revenues, and lower costs.
TERMS USED IN TQM-
It is said that quality is defined only in terms of agent. Where the employee may have one definition of quality the employer may have a totally different definition to this word. When pressed to define pornography, a Supreme Court Justice in the United States once commented that he couldnt define it but knew it when he saw it. So is with the word quality. So comes the saying quality is in the eyes of the beholder. Any definition of quality should include the following features-
1) Conformance to customer specifications.
) Conformance to legal or statuary requirements.
) Meeting or exceeding the anticipated wishes of the customer.
4) Something better than your competitors.
The official ISO 840 definition of quality is
The totality of characteristics and an entity that bear on its ability to satisfy stated or implied needs. Quality is not only products and services but also includes processes, environment, and people.
Total Quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environment.
Neither business managers nor academicians can agree completely upon the definition of TQM or how to put the concept into practice. What they do agree upon include the following. TQM is not an overnight, passing fad that can be learned quickly. It cannot be purchased from a vendor, or selected out of a training catalog. TQM success demands total commitment from entire organization, and cannot be half -- hearted venture pursued by only part of the organization. TQM consists of continuous improvement activities involving everyone in the organization -- managers and workers -- in a totally integrated effort toward improving performance at every level.
PRINCIPLES TO TQM-
There are a few guiding principles to TQM-
1) Successful TQM requires both behavioral and cultural changes.
) Successful TQM system brings two other management systems together with a behavioral and cultural commitment to customer quality.
) TQM becomes a system within itself by default or choice.
4) Organizational management system, Human resource management systems and total quality management must be aligned in a successful TQM initiative.
WHY TQM CAN FAIL?
Yes, Total Quality Management fails. Following are the reasons because of which Total Quality Management fails-
Reason #1 Improper Planning
Organizations tend to be so anxious to begin doing something, that
they start off being unclear as to what they are trying to accomplish and
how to get there. There is a time to jump to action and a time to insure
that the actions are properly planned and considered. Jumping in too
early creates chaos and cynicism as expectations are frustrated.
Reason # Management Confusion
Managers need to lead the organization to quality processes. Too often
managers have not considered what this means on a day to day level.
Many managers will need some coaching on what their roles might be,
and how to carry them out, but quite frequently, managers are not
prepared for the tasks they face.
Reason # Inadequate Support To Managers
So far, there has been a tendency to hire TQM consultants to visit for a
half-day or so to start the process. This puts incredible pressure on
managers since they have little ongoing access to the expert help they
need to make this work. Also, some activities that are part of TQM are
best carried out by outsiders who bring a different kind of objectivity
to the process.
Reason #4 Partial Implementation (Hedging)
Many organizations jump in by implementing only one piece of TQM,
usually focussing on the customer, or collecting information from
employees. Customer service is only one part of the puzzle, and
empowering employees is not likely to bring about change unless other
issues are addressed.
Reason #5 Inadequate Marketing
There is considerable cynicism in the public sector these days.
Employees have seen management fads come and go without impact.
TQM programs that do not communicate the TQM principles and
management intent usually fail. TQM must be explained in ways which
show how it will benefit all members of the organization. Then
management must lead by example.
Reason #6 Impatience
Any organization change requires perseverance and patience.
Management that is not willing to work at it over an extended time will
start backing off the principles and become inconsistent in their actions.
That destroys their own credibility, and the credibility of organization
change in general.
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