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There are many definitions of total quality management around. Some define total quality management in a way different to some others. But in general definition of total quality management should contain the following characteristics. TQM is a customer focused approach Aims at satisfying the customer or delighting them Provides best quality product at lowest possible price It is companywide strategy Involves everyone in the organization Prevention of defects is the way and the target is zero defects Total quality management is methodical It makes moves based on information It is a continuous process If I am to put all these in a single sentence, I will define total quality management as follows ³TQM is a process and philosophy of achieving best possible outcomes from the inputs, by using them effectively and efficiently in order to deliver best value for the customer, while achieving long term objectives of the organization´ Please note I define total quality management (TQM) here only to give you some understanding about the subject. If you want more accurate and well known definitions you can refer books written by TQM Gurus. It is a well known fact that TQM movements and lean manufacturing had a close relationship. In fact in some cases we can not differentiate between lean manufacturing and TQM techniques. Understanding Total Quality Management is therefore very important in the attempt of understanding lean manufacturing. Implementation Principles and Processes A preliminary step in TQM implementation is to assess the organization's current reality. Relevant preconditions have to do with the organization's history, its current needs, precipitating events leading to TQM, and the existing employee quality of working life. If the current reality does not include important preconditions, TQM implementation should be delayed until the organization is in a state in which TQM is likely to succeed. If an organization has a track record of effective responsiveness to the environment, and if it has been able to successfully change the way it operates when needed, TQM will be easier to implement. If an organization has been historically reactive and has no skill at improving its operating systems, there will be both employee skepticism and a lack of skilled change agents. If
which are directly related to productivity. individual "prime movers.´ This was a conclusion of a study drawn from a study conducted by DR. or demands from consumers or other stakeholders for improved quality of service. usually at lower levels of the organization. After study this we will be able to know that implementing TQM in any organization it will be in benefit. Finally. After a crisis. Such a leader may then become a prime mover. seems to increase its competitive advantage for better market acceptance.this condition prevails. this may be a funding cut or threat. The quality movement. In the case of TQM. a crisis or galvanizing event. a certain level of stress is probably desirable to initiate TQM. weak administrative systems." and action vehicles. lack of managerial skill. TQM would not be appropriate. action vehicles are needed and mechanisms or structures to enable the change to occur and become institutionalized. who takes charge in championing the new idea and showing others how it will help them get where they want to go. which drives every organisation towards the global market.5 However. These forces include departures from tradition. An organization should be basically healthy before beginning TQM. a comprehensive program of management and leadership development may be instituted. a leader may intervene strategically by articulating a new vision of the future to help the organization deal with it.8 Problem statement: The problem for us is to check whether TQM play any role in productivity or not. A plan to implement TQM may be such a strategic decision. or poor employee morale. if it is not too disabling. The organisations have started with a rigour to have an edge over the global competition and in the process some have become successful. A management audit is a good assessment tool to identify current levels of organizational functioning and areas in need of change. Departures from tradition are activities. we will carry out this whole research for this purpose and than we will draw the conclusion in favor or in against of our hypothesis that is ³TQM effects Productivity´ or ³TQM doesn¶t effect Productivity´ Broad problem Area: In this section we will see the entire effects of TQM in an organization. If it has significant problems such as a very unstable funding base. strategic decisions. A crisis. can also help create a sense of urgency which can mobilize people to act. which occur when entrepreneurs move outside the normal ways of operating to solve a problem. People need to feel a need for a change. ³In today's globally competitive market. Kanter (1983) addresses this phenomenon be describing building blocks which are present in effective organizational change. the situation is to buy whichever is of good quality and low cost.Gomathi viswanthan1 .
you can provide a partnership where you get the quality supplies needed to gain your competitive advantage. Other companies have also used such negative tactics. Ortiz et al. It will require a new definition of quality and TQM alike´2 ³ The first part is providing the customers with quality goods involves purchasing those products from suppliers or getting quality parts to make your own product. Bayazit & Karpak. this paper proposes that manufacturing businesses take a closer look at the TQM philosophy in general. Our research finds that instantaneous response to changing market dynamics will be the single most important challenge of the future. Often companies browbeat their suppliers into providing goods at low costs. We suggest that businesses use TQM ideals to forge new relationships with their trading partners. Your workers proved services that allow you to make quality products. Specifically. 2007. how is it to be used in their environment. It is said that QM has the potential to not only increase competitiveness and organizational effectiveness but also improve product quality and organizational performance (Ahire et al. businesses must undertake a challenge to design operations using seamless boundaries in internal processes and external transactions. 2006). 1996.While focusing the future of markets and the future customer we have to emphasize on TQM. Courteous sales representatives can make for a pleasant buying experience for the customers.. one of the study conclude that In conclusion. even driving some out of business if they did not bend to Wal-Mart's demands. Opara. Others deal with the customers and provide quality service to those customers. 1996. even if they don't feel like it. An important aspect of Kurtusian TQM is to help the supplier provide quality to your company. Making the workers part of the team and helping them provide quality work can give you a good competitive advantage on competition that may have an unhappy workforce. Wal-Mart has been known to be very tough on suppliers. Powell (1995) raised a series of questions regarding the relationship between QM and performance. By these study we can conclude that implementing TQM in any organization will bless it with many benefits . Some companies even demand that the sales people smile and act friendly. many studies have been carried out for this purpose . Effects of tqm The research literature on QM has identified numerous studies across the world. Furthermore. and specifically.. By working closely with suppliers. they do not have a truly motivated staff. Some companies demand much from their workers and even if they pay them well. He suggests that there are significant .
. the purpose of this study is also to present an explicit result on the relationship between QM.relationships between QM. several studies have succeeded in providing evidence that TQM has a positive impact on financial performance and/or overall performance (Schaffer & Thompson. with a few exceptions._Gomathi_Viswanathan _ . competitive advantage and business performance. Opara. In addition. 1992. It fills a gap that exists in the literature on QM in the electronics and electrical industry in Malaysia. The overall findings of that study point to the significant and positive impact of QM on competitive advantage and customer satisfaction. 2000. 1992. Cherkasky. errors. Agus (2001) found that training and top management commitment play very important roles in TQM implementations in public listed manufacturing companies. productivity and profitability where other researchers have perhaps known or describe them only implicitly. rework. significantly improves the financial performance of these companies. Agus & Hassan. 2006). On the other hand. This study is one of few attempts to estimate the effects of implementing QM programs. Kaynak. There are studies which suggest that QM improves performance but. Ortiz et al. Bayazit & Karpak.http://EzineArticles. in turn. Contemporary Management Research 80 Empirically. 1. rarely support it with statistical evidence. 2003. which. 1996.com?expert=Dr. and delays. 2007. Deming (1986) argued that improvements in quality do create corresponding improvements in productivity by reducing costs.
htm . Journal: International Journal of Operations & Production Management Volume: 21 Number: 5/6 Year: 2001 pp: 855-876 Copyright ©MCB UP Ltd ISSN: 0144-3577 3.school-for-champions.com/competition/tqm.2. http://www.