Definition Of Total Quality Management

Six Sigma more successful quality control methodology than other quality improvement techniques such as TQM or QC. Because it is very rigid with its targets and identify all types of defects by its tools. TQM technique involves predetermined quality level and standards for an organization to improve their efficiencies for production. It does not allow organization to realize full potential of it by limiting it to predefined standards. It also base on simple statistical tools and techniques. Six Sigma involves consistent and steady quality improvement with its

6. The organization and supplier should have ongoing discussions with information exchange so that success can be achieved by both parties.

Berry, L. L. (2000). Cultivating service brand equity. Journal of the Academy of Marketing Science, 28(1), 128-137. Retrieved from http://link.springer.com/article/10.1177/0092070300281012

Total Quality Management (TQM) is a complete and structured approach to organizational management that seeks to make better the quality of products and services through ongoing refinements in answer to continuous feedback. The importance and value of TQM was stressed by European Foundation of Quality Management to reach total customer satisfaction. TQM necessities may be defined separately for a organization or may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. Total Quality Management can define aims for the continuous improvement in all levels and functions of the organization. The continuous improvement suggests that quality management system should be a circle.

Oakland, 1989 (cited Lakhe and Mohanty, 1993: p9-10) has defined Total Quality Management (TQM) as an “approach to improving the effectiveness and flexibility of business as a whole. It is essentially a way of organizing and involving the whole organization; every department, every activity, every single person at every level”.

Total Quality Management (TQM) is a process that seeks to continually re-examine the requirements of its customers and provide a policy of continuous improvement to its products and services (Morris & Oakland, 2002, p. 11). TQM is similar in many ways to supply chain management in that it relies on suppliers to provide goods and services as part of a supply chain. However, TQM strives to improve the quality of its products and services at every step between its customer and supplier. In like manner, the customer and supplier chains, internal as well as external, are the basis of the TQM model (Morris & Oakland, 2002, p. 11). In turn, these chains must be supported by communication, commitment, and the culture within the company.

Total quality management also known in not realistic which is in philosophy type. It used to be a guideline to improve the basis of advance continuously in an organization. The total quality management set the strategy to achieve the vision of the organization. The second principle of total quality management, involvement of all employees. Every individuals should have their own opinions in order to improve an organization, so all the staff gather to come out with a better way to improve organization. Total quality management implement by maintain the quality of service and product to fulfill customer satisfaction, at the same time it does not break down the flexibility and inventiveness of an organization’s operation system. The total quality management take the responsibility to modify the process of organization improvement. It make sure the continuous improvement of the organization so the organization can use the smallest amount of cost to produce better quality of product so it can achieve customer’s satisfaction. The theory of total quality management make sure that the improvement of the activity and the technology is carry out continuously in order

Some of the companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company. The 8 principles of total quality management are such as Customer-focused which customer ultimately determines the level of quality. Secondly is total employee involvement is which All employees participate in working toward common goals. Thirdly Is Process-centered. A process is a series of steps that take inputs from suppliers (internal or external) and transforms them into outputs that are delivered to customers. Next is Integrated system an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM. Next principle is Strategic and systematic approach is a critical part of the management of quality is the strategic and systematic approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes

establish a foundation for a new definition of quality based on satisfaction. Quality is defined

Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.

Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. It does not only focus on product and service quality, but also on the means to achieve it. Quality management uses quality assurance and control of processes as well as products to achieve more consistent quality.

TQM is defined by University of Tulsa as a zero-error approach towards improving the quality of processes and systems in an organization. It is said to be a management approach that aims for long-term success by focusing on customer satisfaction. TQM is based on the participation of all members of an organization in

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

A useful way to begin to understand the evolution of TQM is to link it to show how the industrial world was developing at the time TQM was evolving.

Table I shows a summary of the various approaches and some of their key characteristics. Despite some differences between Total Quality Management (TQM), the Theory Of Constraints (TOC), Six Sigma and Lean the desired outcome of each methodology is ultimately customer focused. TQM, and Lean trace their origins to the quality evolution in Japan shortly after the Second World War though the concepts within each have developed differently. Many TQM concepts and tools have become integral parts Lean methodology, but they differ in their primary focus. While six sigma is often viewed as a direct descendant of TQM it brings a more disciplined approach to process improvement, organizational structure and focus. TOC was introduced to overcome the perceived shortcomings of both Lean and TQM. Both were thought to lack focus on the throughput of a product that was considered to provide a greater benefit in terms of improving an organization’s financial performance.