INTRODUCTION:After the second world war the back-bone of Japanese economy was totally ruined andthe picture of American and European economy was also direction less. There was a allround frustration and confusion in the mind of industrialist. Within this environment of darkness, there appeared a silver line of hope in the form of a new concept,
popularly known as TQM ,by
Dr. W. Edward Deming
, regarded asmanagement guru in the field of quality revolution. The TQM philosophy continued toemerge under the guidance of Dr. Deming who believed, quality management should be pervasive and should not be confined on merely sorting good products from the bad.Dr. Deming believed that the responsibility for quality should be shared by every one inthe organization- the suppliers, the workers & the implementers i.e middle-levelmanagement and obviously the CEO, the decision maker- it’s not like the old concept of quality, that only the production department is responsible to maintain the quality of a product.So if we define TQM we can say in nut-shell –
it is a cost effective system for integrating the continuous quality improvement efforts of people of all levels in the organization todeliver products and services which ensure customer satisfaction.
TQM has emerged as a predominant management philosophy in USA, UK, Japan andother European countries. It based on a number of concepts like customer focus,continuous improvement, defect prevention and a recognition that quality responsibilityis shared by all of us(