Professional Documents
Culture Documents
Management
Chapter Two
Total Quality
Management
and Continuous
Improvement
Total Quality Management
Why TQM?
Ford Motor Company had operating losses
of $3.3 billion between 1980 and 1982.
Xerox market share dropped from 93% in
1971 to 40% in 1981.
Attention to quality was seen as a way to
combat the competition.
TQM
Total - made up of the whole
Quality - degree of excellence a product
or service provides
Management - act, art or manner of
planning, controlling, directing,.
Traditional view:
TQM view:
Traditional Approach
Market-share focus
Individuals
Focus on who and why
Short-term focus
Product focus
Innovation
Fire fighting
Customer focus
Cross-functional teams
Focus on what and how
Long-term focus
Continuous improvement
Process improvement
focus
Incremental improvements
Problem solving
Quality Throughout
Value-based Approach
Manufacturing
Dimensions
Service Dimensions
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived quality
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Continuous
Improvement
Objective
Principles Customer
Focus
Process
Total
Improvement Involvement
Leadership
Education and Training
Supportive structure
Elements
Communications
Reward and recognition
Measurement