Tqm Research Article

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Total Quality Management is a management approach that originated in the 1950s and has steadily become more popular since the early 1980s.

Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs.

The culture requires quality in all aspects of the company’s operations, with processes being done right the first time and defects and waste eradicated from operations.

Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services.

It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers.

The simple objective of TQM is “Do the right things, right the first time, every time.” TQM is infinitely variable and adaptable.It leads to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, technology and machine capabilities.Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future.An organization should be basically healthy before beginning TQM.If it has significant problems such as a very unstable funding base, weak administrative systems, lack of managerial skill, or poor employee morale, TQM would not be appropriate.This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process.A preliminary step in TQM implementation is to assess the organization’s current reality.The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes.However, a certain level of stress is probably desirable to initiate TQM. Kanter (1983) addresses this phenomenon be describing building blocks which are present in effective organizational change.These forces include departures from tradition, a crisis or galvanizing event, strategic decisions, individual “prime movers,” and action vehicles.


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