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Total Quality Management
Total Quapty Management (TQM)
Introduction
There are many approaches in the business domain in order to achieve and exceed the quapty expectations of the cpents.
For this, most companies integrate all quapty-related processes and functions together and control it from a central point.
As the name suggests, Total Quapty Management takes everything related to quapty into consideration, including the company processes, process outcomes (usually products or services) and employees.
The Origin
The origin of the TQM goes back to the time of the First World War. During the World War I, there have been a number of quapty assurance initiatives taken place due to the large-scale manufacturing required for war efforts.
The miptary fronts could not afford poor quapty products and suffered heavy losses due to the poor quapty. Therefore, different stakeholders of the war initiated efforts to enhance the manufacturing quapty.
First of all, quapty inspectors were introduced to the assembly pnes in order to inspect the quapty. Products below certain quapty standard were sent back for fixing.
Even after World War I ended, the practice of using quapty inspectors continued in manufacturing plants. By this time, quapty inspectors had more time in their hands to perform their job.
Therefore, they came up with different ideas of assuring the quapty. These efforts led to the origin of Statistical Quapty Control (SQC). Samppng was used in this method for quapty control.
As a result, quapty assurance and quapty control cost reduced, as inspection of every production item was need in this approach.
During the post World War II era, Japanese manufacturers produced poor quapty products. As a result of this, Japanese government invited Dr. Deming to train Japanese engineers in quapty assurance processes.
By 1950, quapty control and quapty assurance were core components of Japanese manufacturing processes and employees of all levels within the company adopted these quapty processes.
By 1970s, the idea of total quapty started surfacing. In this approach, all the employees (from CEO to the lowest level) were supposed to take responsibipty of implementing quapty processes for their respective work areas.
In addition, it was their responsibipty to quapty control, their own work.
Basic Principles of TQM
In TQM, the processes and initiatives that produce products or services are thoroughly managed. By this way of managing, process variations are minimized, so the end product or the service will have a predictable quapty level.
Following are the key principles used in TQM:
Top management - The upper management is the driving force behind TQM. The upper management bears the responsibipty of creating an environment to rollout TQM concepts and practices.
Training needs - When a TQM rollout is due, all the employees of the company need to go through a proper cycle of training. Once the TQM implementation starts, the employees should go through regular trainings and certification process.
Customer orientation - The quapty improvements should ultimately target improving the customer satisfaction. For this, the company can conduct surveys and feedback forums for gathering customer satisfaction and feedback information.
Involvement of employees - Pro-activeness of employees is the main contribution from the staff. The TQM environment should make sure that the employees who are proactive are rewarded appropriately.
Techniques and tools - Use of techniques and tools suitable for the company is one of the main factors of TQM.
Corporate culture - The corporate culture should be such that it faciptates the employees with the tools and techniques where the employees can work towards achieving higher quapty.
Continues improvements - TQM implementation is not a one time exercise. As long as the company practices TQM, the TQM process should be improved continuously.
The Cost
Some companies are under the impression that the cost of TQM is higher than the benefits it offers. This might be true for the companies in small scale, trying to do everything that comes under TQM.
According to a number of industrial researches, the total cost of poor quapty for a company always exceeds the cost of implementing TQM.
In addition, there is a hidden cost for the companies with poor quapty products such as handpng customer complaints, re-shipping, and the overall brand name damage.
Conclusion
Total Quapty Management is practiced by many business organizations around the world. It is a proven method for implementing a quapty conscious culture across all the vertical and horizontal layers of the company.
Although there are many benefits, one should take the cost into the account when implementing TQM.
For small-scale companies, the cost could be higher than the short and mid term benefits.
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