PASCUA, Hanna Cyrille J.BS HTM 3CTotal Quality Management
At its core, Total Quality Management (TQM) is a management approach to long
term success through customersatisfaction.In a TQM effort, all members of an organization participate in improving processes, products, services and theculture in which they work.The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby,W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies
increase their quality and productivity:1.
Create constancy of purpose for improving products and services.2.
Adopt the new philosophy.3.
Cease dependence on inspection to achieve quality.4.
End the practice of awarding business on price alone; instead, minimize total cost byworking with a single supplier.5.
Improve constantly and forever every process for planning, production and service.6.
Institute training on the job.7.
Adopt and institute leadership.8.
Drive out fear.9.
Break down barriers between staff areas.10.
Eliminate slogans, exhortations and targets for the workforce.11.
Eliminate numerical quotas for the workforce and numerical goals for management.12.
Remove barriers that rob people of pride of workmanship, and eliminate the annualrating or merit system.13.
Institute a vigorous program of education and self-improvement for everyone.14.
Put everybody in the company to work accomplishing the transformation.T
he term “Total Quality Management” has lost favor in the United States in recent years: “Quality management” iscommonly substituted. “Total Quality Management,” however, is still used extensively in Europe.
Total Quality Through Six Sigma
Some argue that many of the tools Six Sigma uses are not new. However, while Six Sigma uses conventionalmethods, its application is anything but conventional. Instead it stresses the importance of searching for a new wayof thinking and doing. In fact, Six Sigma defines a clear road map to achieve Total Quality:1.
Top management not only initiates Six Sigma deployment, it also plays anactive role in the whole deployment cycle. Six Sigma starts by providing senior leadership with training inthe principles and tools it needs to direct the development of a management infrastructure to support SixSigma. This involves reducing the levels of organizational hierarchy and removing procedural barriers toexperimentation and change.2.
ems are developed for establishing close communications with “external customers”
(direct customers, end-users, suppliers, regulatory bodies, etc), and with internal customers (employees).From upstream suppliers to ultimate end-users, Six Sigma eliminates the opportunities for defects.3.
Six Sigma targets a small number of high-financial leveraged items. It focuses the
company’s resources: right support, right people, right project, and right tools, on identifying and
improving performance metrics that relate to bottom-line success.