IJM, Vol. 4, Issue 2 (July, 2017) e-ISSN: 1694-2299 | p-ISSN: 1694-240X
Total Quality Management
Manveer Singh
Indo Global Colleges, Punjab, India [email protected]
ABSTRACT
Total Quality Management (TQM) is considered a very important factor for the long term success of an organization. TQM implementation has been an important aspect for improving organizational efficiency. The links between TQM and performance has been investigated by numerous scholars. While examining the relationship between TQM and performance scholars have used performance types such as financial, innovative, operational and quality performance. Recent research and TQM has examined the relationship between the Total Quality Management and organizations to provide superior customer value and meet customer needs. TQM a popular guideline for organizational management is adopted for developing strategic infomaps and infocharts for an informational organization.
During the past decade, quality improvement has become one of the most important organizational strategies for achieving competitive advantage. Improving the quality with which an organization can deliver its products and services is critical for competing in an expanding global market. TQM begins with the primary assumption that employees in organizations must cooperate with each other in order to achieve quality for the need of customers. One can achieve quality by controlling manufacturing/services processes to prevent defects. TQM processes also depend on a certain set of values and beliefs shared by all organizational members. The concept of quality has migrated from being considered as a non-pride factor on which imperfect competition in markets is based, to being considered a strategic resource of firms.
KEY WORDS: implementation, efficiency, investigated, infomaps, infocharts.
1. INTRODUCTION
Total Quality Management approach that originated in the 1950’s and has steadily become more popular since the 1980’s. Total Quality is a description of the culture, attitude and organization of a company that strives to provide consumers with product and services that satisfy their needs. TQM is a method by which management and employees can become involved in the continuous improvement of the production of goods and services.
Total Quality Management is a way of managing an organization to improve overall effectiveness. There is less agreement as to what the primary elements of TQM are, what the overall concept of TQM’s is, and how many quality management methods actually exist.
1.1 Definition
The definition of quality depends on the role of people defining it. Most consumers have a difficult time defining quality, but they know it when they see it. The difficulty in defining quality exists regardless of product and this is true for both manufacturing and service organizations. Think about how difficult it may be to define quality for products such as airline services, child day-care facilities, college classes, or even OM textbooks.
1.2 ELOBORATION
Organizations all over the world are in search of excellence in their diverse activities. The pressure of challenging circumstances and newly emerging challenges in the socio-economic scenario and promoting organizations to do so. Any organization which believes in “we have always been doing things his way and this should be good enough and there is no need of improvement” would not only feel to achieve excellence but also find it feel difficult even to survive in the years to come.
Excellent companies are innovative. They respond to change of any kind of their environment. Innovative companies have been considered as excellent companies because they change with the changing environment. Innovative companies change as the demand of their costumer change, skill of their competitors improve, the strategies of international market change and government regulations change.
Teboul Model of Customer Satisfaction
Fig. 1.
1.3 Customer satisfaction
1.3.1Customer satisfaction should be the primary concern or aim and not increasing profit of any organization. This can be explained diagrammatically (Fig.1). If a customer is satisfied the secondary aim, i.e. increased profit shall automatically be achieved. Thus, customer satisfaction is the top most priority of any organization which is ultimately leads to the success or failure of the organization. Thus the organization must have customer focus policies and practices. Reliable customers are the assets to an organization because a reliable customer buys the product repeatedly from the organization. Customers Satisfaction is the measure of product performance.
outstanding service. To attain this level, the organization needs to continually examine their quality system to see if it is responsive to ever-changing customer requirements and expectations.
1.3.3 Customer satisfaction is the goals of TQM, but to provide that satisfaction we must know who the customer is, understand what they expect, seek ways to improve their satisfaction and establish channels for communicating with them. In reality we have so many customers. This includes everyone on our team starting with each other as fellow employees, our outside sale representatives and distributors, our suppliers, insurance broker, attorney, banker and consultants. We are all responsible for providing each other with first time quality. We provide each other with drawings, materials, work definition, reports, information, communication and so forth, so that we can, in true provide each other with goods and services. When we supply products or services to each other, it is our job to ask, “What are your expectations and are we satisfying them?” When a teammate asks us for assistance, we must respond. When a teammate suggests methods to improve our quality, we must react.
1.3.4 Nutshell: To do a quality job, we must understand each other’s needs and to be
committed to meeting them. With TQM we break down any barriers that hinder string partnerships. We work with each other to determine what specifically we can change to make our product better. Together, we can learn from each other. And, together, we will develop alliances that will move us into the future.
1.4 FEATURES OF TQM
The first, and overriding, feature of TQM is the company’s focus on its customers. Quality is defined as meeting or exceeding customer expectations. The goal is to first identify and then meet customer needs. TQM recognizes that a perfectly produced product has little value if it is not what the customer wants. Therefore, we can say that quality is customer to the next. For example, in the auto industry trends change relatively quickly, from small cars to sports utility vehicles and back to small cars. The same is true in the retail industry, where styles and fashion are short lived. Companies need to continually gather information by means to focus groups, market surveys and customer interviews in order to stay in tune with what customers want. They must always remember that they would not be in business if it were not for their customers.
Total Quality Management (TQM) is a process that begins with a vision which is actively promoted by the organizational leader. Its achievement requires an effective leadership that will be in a position to build a healthy organizational culture that later under its leadership will be easily transformed into a TQM. Nowadays interesting topic
behavior and expectation of top management, the importance of leadership and its different styles, the leader’s personal characteristics and so on. But, very often spite of all the effort the TQM implementation process will end in failure because of the mistakes made by the management. The model of leadership convenient for a accomplishment of the TQM program known as PDCA leadership that includes four fazes : Plan, Do, Check and Act, is also elaborated in this paper. Each of this fazes contains elements that need to be accomplished in order to achieve total realization of the TQM program. Keywords: Total Quality Management, Leadership, Model of Leadership.
One of the most important tasks faced by any management team is motivating its organization’s members. Understanding what takes to motivate people is an important element of empowerment. Understanding motivation is not simple. We all have different motivations. This situation is complicated due to lack of simple answers defining what motivates people.
1.5 MODELS OF TQM
In 1924, W.A. Shewhart of Bell Telephone Labs developed a statistical chart for the control of product variables – the beginning of SQC and SPC.
In the same decade, H.F.Dodge and H.G.Romig of Bell Telephone Labs developed statistical acceptance sampling instead of 100% inspection.
In 1946,the American Society for Quality Control was formed.
In 1950, W. Edwards Deming, who learnt SQC from Shewhart, taught SPC & SQC to Japanese engineers and CEO’s
In 1954, Joseph M. Juran taught Japanese managements their responsibility to achieve quality .
In 1960, the first quality control circles were formed. SQC techniques were being applied by Japanese workers.
1970’s US managers were learning from Japan Quality implementation miracles. In 1980’s TQM principles and methods became popular.(also in auto industry) In 1990’s ,the ISO 9000 model became the world-wide standard for QMS.
Several models describe human motivation. The two that come closest to modeling human behaviors are Maslow’s hierarchy of needs and McClelland’s more contemporary model for describing motivation. What these theories mean is that we empower people for a purpose, and this purpose is to allow them for to do their jobs in a more efficient, high quality, and, hopefully, more enjoyable manner. To implement TQM through employee involvement and empowerment, one has to recognize the individual motivations and creates an environment that allows individuals to satisfy these motivations.
1.6 IMPLEMENTATION EFFECTS
TQM implementation has positive effects on employee satisfaction, product quality, customer satisfaction, and strategic business performance. Beside this TQM appears as demanding philosophy in business management as follows:
Create and publish the aims and purposes of the organization Learn the new philosophy
Understand the purpose of inspection
Improve constantly and forever the System Institute training
Teach and institute leadership
Drive out fear, create trust, and create a climate for innovation Optimize the efforts of teams, groups and staff areas
Eliminate exhortations for the work force Eliminate numerical quotas for the work force Eliminate management by objectives
Remove barriers to pride of workmanship
Encourage education and self-improvement for all Take action to accomplish the transformation.
1.6.1. Leadership has positive effects on employee satisfaction and strategic business performance. Employee participation, recognition and reward have positive effects on employee satisfaction, education and training does not have a positive effect on employee satisfaction. Supplier quality management, evaluation, product design and quality system improvement do not have positive effects on product quality.
1.6.2. Vision and plan statement, process control and improvement have positive effects on product quality. Quality system improvement has a positive effect on strategic business performance. Customer focus has a positive effect on customer satisfaction. Employee satisfaction has positive effects n quality and customer satisfaction. Product quality has positive effects on customer satisfaction and strategic business performance and Customer satisfaction does not have a positive effect on strategic business performance.
2. CONCLUSION
A number of conclusions have been obtained from this research. The instruments for measuring TQM implementation and overall business performance are reliable and valid and can be used by other researchers to test the effects of TQM implementation on overall business performance. The reliable and valid instruments can also be used in testing the time dimension of TQM implementation.
Several conclusions have been obtained from testing the two theoretical models, which are listed as follows:
1. TQM implementation has positive effects on employee satisfaction, product quality, customer satisfaction and strategic business performance.
2. Leadership has positively effects on employee satisfaction and strategic business performance.
3. Employee participation, recognition and reward have positive effects on employee satisfaction.
4. Education and training does not have a positive effect on employee satisfaction.
5. Supplier quality management, evaluation, product design and quality system improvement do not have positive effects on product quality.
6. Vision and plan statement, process control and improvement have positive effects on product quality.
9. Product quality has positive effects on customer satisfaction and strategic business performance.
10. Employee satisfaction has positive effects on product quality and customer satisfaction. 11. Customer satisfaction does not have a positive effect on strategic business performance.
ACKNOWLEDGEMENT
I would like to thank my supervisor and my teachers for all those advices and references regarding this research paper.
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