From Wikipedia, the free encyclopedia Jump to: navigation, search 15 years back someone briefed me on TQM which

was as follows : You can call it a concept or you call it a philosophy. Its application either in an organization or in a factory which are involved in offering a service or producing a finished product,quality in all its respect is drastically improved. According to this concept every employee irrespective of his or her position in the organization is regarded as equally important. They all have "We Feelings". They don't say "This is not my problem". the lower employee do not feel as "unwanted child" and the corporate management doesn't think themselves as "most wise decision makers". Every employee is a seller and a buyer at the same time. They sell their talent, their skills, their ideas to the factory/organisation, in response they are fairly compensated in salaries. At the same time they are buyers also. They buy their salaries by in lieu of their work. Everyone is important just like parts in a vehicle. Do not think engine is the most important part and the belt is least important. both are equally important because if the belt stops transferring the engine power to the wheels car will not run. car will not run without one of them.

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This article appears to contain a large number of buzzwords. Specific concerns can be found on the Talk page. Please improve this article if you can. (February 2010) Total quality management (TQM) is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and other organizational objectives. [1] TQM empowers an entire organization, from the most junior employee to the CEO, with the responsibility of ensuring quality in their processes. In particular, TQM provides management with the ability to ensure quality through more streamlined and effective process-improvement channels. A great range of organisations have deployed TQM, including small companies, large companies, and government departments (e.g., NASA [2]). TQM is no more relevant to any one type of organization than any other; on the contrary, it is a philosophy appropriate to any situation in which quality assurance is important. Contents [hide]

1 Description 2 Costs 3 Possible lifecycle 4 References 5 See also

[edit] Description TQM aims to go beyond simply meeting customer requirements or responding to the customer feedback on the products and services offered by the organization. TQM is most effective when operating throughout an entire organization. Prior to the availability of TQM, testing was usually the norm for controlling quality during the final phases of a process (e.g., product development or service provision). If faults were found, the supplies were held back, reworked or rejected, and additional funds were usually required to produce the needed quantity and quality. The aim of TQM is to 'get it right the first time every time' while avoiding the cost associated with other quality management techniques such as simple testing. TQM seeks to identify the sources of possible defects and to prevent them from affecting the final product. Using a simple iterative process, TQM reinforces other methods of quality assurance to meet changes in products and services by improving the effectiveness of operational processes. [3] TQM achieves this by identifying the root causes of the most prevalent and costly defects and to prevent such defects in the future by removing these root causes. Essentially, TQM is a people-dependent process. For total quality management to be most beneficial, people in the organization need to work together.[4] Thus, organizations must maintain company-wide strategies that devolve responsibility to individual employees for the quality of their work and the work of their teams. TQM, as proposed by W. Edwards Deming, calls for bringing the core concept of quality to early transformatory

processes.[5] Deming's chain reaction advocates starting with quality of initial design and further systemically operating on 'Total Quality principles' to achieve the best possible outcome. When each input from raw materials through resources and design produces exceedingly and continually improved finished goods, TQM is said to be operational. [edit] Costs While the use of TQM methodologies reduces the cost of failure (e.g. by reducing scrap, factory re-work, and customer dissatisfaction) it may introduce other costs due to the need for staff and supplier training. The benefit of implementing TQM can be seen in the quality, brand value, decreased time to market, higher customer confidence, and greater return. Above all, TQM facilitates faster, more sustainable development. [6] [edit] Possible lifecycle Today, total quality management is common in modern business, with a large number of education, industry, and defense organizations implementing it. Many colleges are now offering courses in TQM at graduate and undergraduate levels. [citation needed] Abrahamson (1996) argued that fashionable management discourse such as quality circles tends to follow a lifecycle resembling a bell curve, indicating a possible management fad. TQM, however, normally takes a ten-year period to effect change and it takes many years to mature and it is important to note that the decline of any particular management practice is generally a result of commitment lacking at the higher levels. [7] [edit] References 1. 2. 3. 4. 5. 6. 7. ^ http://www.isixsigma.com/library/content/c031008a.asp ^ http://govinfo.library.unt.edu/npr/library/status/sstories/nasa2.htm ^ Thareja, Priyavrat (August 2009). "Demean a Bad-Bad Result". Quality World 6 (8): 32-35. http://ssrn.com/abstract=1495063. ^ Thareja, Priyavrat (July/Aug 2008). "Each One is Capable (Part 16 of A Total Quality Organisation Thru People)". FOUNDRY, Journal For Progressive Metal Casters 20 (4). http://ssrn.com/abstract=1488690. ^ Deming, W E. (1986). Out of the Crisis. Cambridge, Mass: MIT Press. ^ German Federal Ministry for the Environment and Federation of German Industries (Eds.); Schaltegger, S.; Herzig, C.; Kleiber, O. & Mller, J.: Sustainability Management in Business Enterprises. Concepts and Instruments for Sustainable Development. Berlin/Lueneburg: BMU/Centre for Sustainability Management (CSM), 2003 CSM Lneburg (2,26 MB) ^ Thareja, Priyavrat (September 2009). "The Declining Karma to Bad Results". Quality World 6 (9). http://ssrn.com/abstract=1494994.

[edit] See also

Quality management Quality management system Seven Basic Tools of Quality

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