If you fail to meet their expectations, customers have the option of obtaining the same product or service from numerous other organizations. The quality of your product or service is vital to success. The entire organization must be involved from all levels, divisions and functions. Some may believe that the idea of quality control is a relatively new thing. However, quality control methods date back to the middle ages when the masters would inspect the work of the apprentices.
Modern quality practices can be traced back to the s with the first applications of statistics to quality control methods. An engineer named Walter Shewert, while working for General Electric, created a statistical quality control chart.
Later in the s, Joseph Juran and W. During the rebuilding efforts in Japan following the Second World War, Deming taught and lectured on statistical quality control. He added some of his own ideas regarding process quality control. Later, during the s and s, quality and productivity methods became popular in the United States.
Organizations began adopting statistical quality control methods in an effort to compete in the increasingly global marketplace. In many organizations today, there remains an outdated belief that the quality department is solely responsible to assure that the product or service meets quality standards. Within TQM, organizations are viewed as a collection of processes that must be continuously improved through utilization of the knowledge and experience of associates in all functions and at all levels.
TQM philosophy deems that everyone within the organization should focus their efforts on meeting the needs of the customer and achieving the goals of the organization. The focus should not only be on doing things right, but doing them right every time. Originally, TQM was primarily applied to manufacturing operations. However, TQM methods and tools are now becoming recognized as a universal management tool, just as applicable in service and public sector organizations.
Some of the principles that form the foundation of Total Quality Management include:. TQM methodology should be implemented at all levels, by all associates in all functions, including Manufacturing, Engineering, Marketing, Sales, Customer Service, Material Planning, etc. There are many different definitions and variations of application regarding TQM.
However, the mission should always remain the same. The plain and simple truth is that properly planned and implemented TQM methodology will provide significant financial benefits to your business. TQM methodology not only benefits your customers, but your organization will become more efficient, effective and through continually meeting the customers need, your brand equity will increase.
The stronger your brand equity the more likely you will experience long-term success. TQM methodology allows your organization to:. All levels of the organizational hierarchy must be involved to make the TQM program successful.
However, with any short-coming in the efforts or improper utilization of resources, could make the success of TQM program doubtful and collapse the internal bonding of the company. TQM techniques give the best results when they are supported strongly by all levels of the management and employee teams, and if there are persistent efforts on process improvisation with a negligible margin for errors.
Now, that we know the several benefits of TQM, its needless to say it should be an integral management technique for every organization. This has been a guide to Total Quality Management Benefits.
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Cart Total: Checkout. Learn About Quality. Magazines and Journals search. Total Quality Management Resources. At this point of time you may feel that TQM sets unrealistic expectations and probably is too rigid. But the beauty of the concept lies in the fact that it takes into account both the mundane and the granular, as well as the 50, foot-view big picture. Total Quality Management looks at an organization as a collection of processes.
To this effect there is a need for stringent recommendations and best practices that must be developed to improve them. But the philosophy piece is prominent too since Total Quality Management relies on the truth that processes repeated for a long enough duration of time have the power to shape culture. Through Total Quality Management, the tables are turned.
The processes and practices which are being constantly tweaked based on data and feedback produce small changes which accrue over time to positively impact culture and business vision. This sets up an effective loop where culture and processes benefit from each other, the nuts and bolts of ensuring customer satisfaction are regularly optimized and the business can boldly prepare for the future. Total Quality Management acknowledges the fact that where humans are involved, there is always room for error.
Second, if they do creep in, there should be a system to detect errors efficiently and swiftly. The three-pronged approach springboards off of mundane, well-defined processes. But it also necessitates a culture of honest communication where each employee acts as a sensor gathering feedback and using it to plug the holes in the current process set, without fear of repercussions.
There are of course teething pains and implementation struggles. Managers may not appreciate the new-found employee independence. But once the culture of improvement is in place and the numbers prove that the effort is worth the while, total quality management frees up the company to be progressive, innovative, risk taking and free thinking.
Focus on the Customer — Customers are the true North Star and barometer of a business. In the TQM approach, customer sentiments and feedback are closely monitored through call tracking and surveys. Employee Involvement — Employees must understand why the obsession with improvement ultimately gives them the freedom to innovate on their jobs.
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