TOTAL QUALITY MANAGEMENT

Total Quality Management

Total Quality Management

Introduction

The Total Quality is the most evolved stage in the successive changes it has undergone the term quality over time. At first it comes to Control Quality, the first step in the management of quality which is based on techniques of inspection applied to production. Then comes the Quality Assurance, phase aims to ensure a continuous level of quality of product or service provided. Eventually you will reach what is known today as Total Quality Management, a system of business management closely related to the concept of continuous improvement and that includes the two earlier phases. The precise origins of TQM are difficult to pin down satisfactorily. Discussing the origins of TQM, Wilkinson and his co-authors (1998) observe that Peters and Waterman (1982) should be acknowledge as offering an early statement on the importance of quality. Others, however, would be more inclined to trace the origins of TQM back to the work of Shewhart who, in the 1940's, mentored Deming- now a recognized quality 'guru'- while they were both employed to service the US Defense Department's need for reliable statistical analysis (Halberstam, 1987). These works of Peters' and Waterman's, and Shewhart aside, there are generally acknowledged to be seven, or eight, quality 'gurus'.

However, there are different frameworks for analysis. This framework attempts to analyze the extent to which the work of each 'guru' might be considered to be either 'hard' (focused mainly upon statistical measures of performance and conformance), or 'soft' in orientation (focused more upon methods and systems of persuasion designed to encouraged managers and employers to 'commit' to new ways of working). This framework, suggested in the work of Storey (1991) for the analysis of human resource management (HRM), and by Wilkinson et al. (1991) for the analysis of TQM, might be represented as a continuum.

The early core of this management system are:

Achieving the full satisfaction of the needs and expectations of the customer (internal and external).

Development of a process of continuous improvement in all activities and processes carried out in the company (implementing continuous improvement has a beginning but no end).

Total commitment of the management and leadership of all asset management team.

Participation of all members of the organization and promotion of work as a team to a Total Quality Management.

Involvement of the supplier in the system of Total Quality company , given the fundamental role in achieving this quality in the company.

Identification and Management of key processes the organization , overcoming departmental barriers and structural hide these processes.

Management decisions based on data and facts objectives of management based on intuition. Domain of management information . The philosophy of Total Quality provides an overall concept that fosters continuous improvement in the organization and involvement of all its members, focusing on customer satisfaction of both the internal and the external. We set this philosophy as follows: Management (the governing body is fully committed) Quality (customer requirements are understood and taken exactly) Total (all members of the ...