total quality managment
TOTAL QUALITY MANAGEMENT
TQM is management philosophy that seeks to integrate all organizational functions i.e. marketing, finance, design, engineering, production, customer etc to focus on meeting customer needs and organizational objectives.TQM views an organization as a collection of processes. It maintains that organizations must always strive to continuously improve these processes by incorporating the knowledge and experiences of workers.
IMPLEMENTATION OF QUALITY
The implementation of total quality is similar to that of other decentralized control methods. In developing TQM, companies need to understand how consumers define quality in both goods and services offered.
If a company pays more attention to quality in its production processes, fewer problems are bound to occur when the product is in the customers’ hands. Management should make a commitment to measure the performance of a product relative to its quality through customer surveys, which can help managers to identify design, manufacturing or any other process that has a bearing on the quality of a product or service, and therefore provide an opportunity for continuous improvement.
BARRIERS TO TQM IMPLEMENTATION
Competitive markets A competitive market is a driving force behind many of the other obstacles to quality. One of the effects of a competitive market is to lower quality standards to a minimally acceptable level. This is mainly a mental barrier caused by a misunderstanding of the definition of quality. Unfortunately, too many companies equate quality with high cost. Their definition leads to the assumption that a company can’t afford quality. A broader definition needs to be used to look at quality, not only in the company’s product, but in every function of the company. All company functions have an element of quality. If the quality of tasks performed is poor, unnecessary cost is incurred by the company and, ultimately, passed to the customer. TQM should work by inspiring
TQM is management philosophy that seeks to integrate all organizational functions i.e. marketing, finance, design, engineering, production, customer etc to focus on meeting customer needs and organizational objectives.TQM views an organization as a collection of processes. It maintains that organizations must always strive to continuously improve these processes by incorporating the knowledge and experiences of workers.
IMPLEMENTATION OF QUALITY
The implementation of total quality is similar to that of other decentralized control methods. In developing TQM, companies need to understand how consumers define quality in both goods and services offered.
If a company pays more attention to quality in its production processes, fewer problems are bound to occur when the product is in the customers’ hands. Management should make a commitment to measure the performance of a product relative to its quality through customer surveys, which can help managers to identify design, manufacturing or any other process that has a bearing on the quality of a product or service, and therefore provide an opportunity for continuous improvement.
BARRIERS TO TQM IMPLEMENTATION
Competitive markets A competitive market is a driving force behind many of the other obstacles to quality. One of the effects of a competitive market is to lower quality standards to a minimally acceptable level. This is mainly a mental barrier caused by a misunderstanding of the definition of quality. Unfortunately, too many companies equate quality with high cost. Their definition leads to the assumption that a company can’t afford quality. A broader definition needs to be used to look at quality, not only in the company’s product, but in every function of the company. All company functions have an element of quality. If the quality of tasks performed is poor, unnecessary cost is incurred by the company and, ultimately, passed to the customer. TQM should work by inspiring