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    TQM

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    Successful Total Quality Management (TQM) involves technical and people aspects across the entire organization. There are seven basic elements of TQM: 1) customer focus, understanding customer needs; 2) continuous improvement through problem solving; 3) employee empowerment by giving them responsibility; 4) using quality tools to monitor performance; 5) designing products to avoid failures; 6) managing processes where quality is created; 7) ensuring supplier quality by including them in the design process.

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    TQM

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    Successful Total Quality Management (TQM) involves technical and people aspects across the entire organization. There are seven basic elements of TQM: 1) customer focus, understanding customer needs; 2) continuous improvement through problem solving; 3) employee empowerment by giving them responsibility; 4) using quality tools to monitor performance; 5) designing products to avoid failures; 6) managing processes where quality is created; 7) ensuring supplier quality by including them in the design process.

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    Successful Total Quality Management (TQM) involves technical and people aspects across the entire organization. There are seven basic elements of TQM: 1) customer focus, understanding customer needs; 2) continuous improvement through problem solving; 3) employee empowerment by giving them responsibility; 4) using quality tools to monitor performance; 5) designing products to avoid failures; 6) managing processes where quality is created; 7) ensuring supplier quality by including them in the design process.

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    24 views6 pages

    TQM

    Uploaded by

    Hamza Dawid Hamid
    Successful Total Quality Management (TQM) involves technical and people aspects across the entire organization. There are seven basic elements of TQM: 1) customer focus, understanding customer needs; 2) continuous improvement through problem solving; 3) employee empowerment by giving them responsibility; 4) using quality tools to monitor performance; 5) designing products to avoid failures; 6) managing processes where quality is created; 7) ensuring supplier quality by including them in the design process.

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    Home » Business Fundamentals » Operations management » Special topic: Total Quality Management

    TQM’s seven basic elements

    24 February, 2015 - 17:30

    Available under Creative Commons-ShareAlike 4.0 International License.

    Successful practice of Total Quality Management involves both technical and people aspects that cover
    the entire organization and extend to relationships with suppliers and customers. Seven basic elements
    capture the essence of the TQM philosophy: customer focus, continuous improvement, employee
    empowerment, quality tools, product design, process management, and supplier quality.

    Customer focus: Decisions of how to organize resources to best serve customers starts with a clear
    understanding of customer needs and the measurement of customer satisfaction. For example, the Red
    Cross surveys its blood donors to determine how it can make the blood donation experience more
    pleasant and convenient. It collects information on the place, date and time donors came in, and asks
    donors questions of whether the donation time was convenient, whether they were treated with
    respect and gratitude, how long they had to wait to donate, and whether parking was adequate. By
    understanding donors’ needs and experiences, Red Cross managers can determine strengths and
    weaknesses of the donation service process and make adjustments if necessary.

    Continuous improvement: An organizational culture that promotes continuous learning and problem
    solving is essential in the pursuit of zero defects. The Toyota Production System (TPS) is a universal
    continuous improvement system that has been effectively applied to many different types of
    organizations, including the health care industry. Essential elements of the TPS culture include studying
    process flow, collecting data, driving out wasteful non-value-added activities, and making everyone
    responsible for quality improvement. In the case of health care, the TPS approach enabled one hospital
    to analyze the causes of patient infections from catheters and pneumonia in patients on ventilators.
    With simple changes in procedures that prevented patients from getting these secondary illnesses, the
    hospital was able to save USD 40,000 per patient in these cases.

    Employee involvement: Employees in a TQM environment have very different roles and responsibilities
    than in a traditional organization. They are given responsibility, training, and authority to measure and
    control the quality of the work they produce, they work together in teams to address quality issues, they
    are cross-trained to be able to perform multiple tasks and have a greater understanding of the total
    production process, and they have a more intimate understanding of the operation and maintenance of
    their equipment. Employees are essential to the building of a continuous improvement organization.

    Quality tools: Discussion of the details of quality tools extends beyond the scope of this chapter, but
    there are seven basic quality tools that are used by front-line workers and managers in monitoring
    quality performance and gathering data for quality improvement activities. These tools include: cause-
    and-effect (fishbone) diagrams, flowcharts, checklists, control charts, scatter diagrams, Pareto analysis,
    and histograms. The beauty of these tools is that they are easy to understand and apply in on-going
    quality efforts.

    Product design: Product design is a key activity to avoid costly internal and external failure costs. For
    example, when a dental office designs the service process, it might have patients fill out a form that
    covers important information on general health issues, allergies, and medications. This helps to avoid
    future complications and problems. Staff, hygienists, and dentists are highly trained to follow proper
    procedures, the facility is both functional and pleasant, and the equipment and tools are state of the art
    to ensure that the patient’s desired outcome is achieved. In a manufacturing setting, products should be
    designed to maximize product functionality, reliability, and manufacturability.

    Process management: “Quality at the Source” is an important concept in TQM. It means that managers
    and employees should be focused on the detailed activities in a process where good or bad quality is
    created. For example, in a Toyota plant in the United States in Georgetown, Kentucky, one of the work
    stations was responsible for installing seat belts and visors in every vehicle that came along the
    assembly line. There were 12 possible combinations of visors and seat belts that would go into any
    particular vehicle and the worker had to select the right combination and install the items in the vehicle
    in 55 seconds. Even the best workers made several errors during a shift on this activity. After studying
    the process, the workers came up with an idea to put all the items for a particular vehicle model in a
    blue plastic tote. With this change, the worker only had to make one decision per vehicle. Almost all the
    errors from the previous system were eliminated with this simple solution.

    Supplier quality: The focus on quality at the source extends to suppliers’ processes as well, since the
    quality of a finished product is only as good as the quality of its individual parts and components,
    regardless of whether they come from internal or external sources. Sharing your quality and engineering
    expertise with your suppliers, having a formal supplier certification program, and including your
    suppliers in the product design stage are important measures to take to ensure that quality at the
    source extends to the supplier network.

    19945 reads

    Front Matter

    Preface

    Body Matter

    The business eco-system: Your path to finding the pot of gold at the end of the rainbow!

    The mind of the entrepreneur: Your entrepreneurial journey begins by embarking on your own hero’s
    journey!

    Business models and marketing: an overview

    Learning objectives

    How to organize and lead an entrepreneurial venture

    Learning objectives

    Selecting and managing your team

    Learning objectives

    Marketing on a global scale

    Learning objectives

    Operations management

    Learning objectives

    What is operations management?

    One of three strategic functions

    Strategic versus tactical operations decisions

    Operations management provides competitive advantage!

    The input/output transformation model

    Operations decisions

    Inventory decisions
    Capacity decisions

    Quality decisions

    Scheduling decisions

    Process decisions

    Technology decisions

    Location decisions

    Chapter summary

    Special topic: Total Quality Management

    Quality costs

    TQM’s seven basic elements

    Quality awards and standards

    Special topic: supply chain management

    Bullwhip effect

    Causes of the bullwhip effect

    Counteracting the bullwhip effect

    Other factors affecting supply chain management

    Supplier selection

    Conclusion

    Special topic: just-in-time and lean systems

    JIT manufacturing principles

    Inventory reduction to expose waste

    Demand-pull production system

    Quick setups to reduce lot sizes

    Uniform plant loading

    Flexible resources
    Line/cellular flow layouts

    Total Quality Management

    Employee empowerment

    Conclusion: The evolution of JIT into “lean operations”

    Securing and managing external relationships

    Learning objectives

    Financial and managerial accounting; financing your organization

    Learning objectives

    Leveraging with information technology

    Learning objectives

    Competitive intelligence

    Learning objectives

    Business ethics in a nutshell

    Adding products and services

    Learning objectives

    International business for the entrepreneur

    Growth strategies for start-ups

    Learning objectives

    Back Matter

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