Реферат: Total Quality Management Essay Research Paper What

A desired result is achieved more efficiently when related resources and activities are managed as a process. A process is a series of steps that when combined produce a result. Processes should be managed to meet requirements and needs of both internal and external customers. Being process-orientated eventually prevents problems from occurring. Focusing on the process means that you will put the customers? needs first. That will prevent errors, reduce rework, and decrease frustration.

Principle 5 – System Approach to Management

Identifying, understanding, and managing a system of inter-related processes for a given objective improve the organization’s effectiveness and efficiency. An effective system provides confidence in organization’s capability to meet customers requirements.

Principle 6 – Continual Improvement

Quality improvement is a continuous activity, aiming for even higher process effectiveness and efficiency. These activities often require new values and behaviour focusing on measuring customer satisfaction and acting on results.

The Plan-Do-Check-Act cycle (Figure 3), by W. Edwards Deming, is commonly used when describing continual quality improvement.

PDCA Cycle

Figure 3. Demings PDAC Cycle

Plan. As the name suggests, this is the planning step. You plan which process you will improve, examine the data to determine possible improvements, determine how you will measure the improvement, establish a target, and decide who will be involved in the improvement effort.

Do. In the do step process improvement is implemented?often as a trial run. Data is collected before, during, and after the improvement.

Check. In this step the pre-improvement data is compared to the post-improvement data. This analysis provides information about whether the root cause of the unwanted variation has been corrected.

Act. The act step uses the analysis from the check step to determine the next action. If the root cause was found and corrected, the improvement would be standardized to ?hold the gain? and the cycle would start again with another process. If the root cause was not corrected, if the original target was not reached, or if there is room for further improvement, the cycle would begin again.1

Principle 7 ? Fact-Based Decision Making

Effective decisions and actions are based on the analysis of data and information.

Management by fact is one of many management concepts to teach managers to prevent management by “opinion”. Facts are unknown until they are established through the collection of measurement data. This collection is done by using at least one of the 8 tools of quality. These 8 tools are: Flow chart, tally chart, pareto chart, cause and effect diagram, scatter diagram, histogram, run chart, and control chart. The analysis of relevant data allows informed decisions to be made and significantly reduces the risk for decisions based on opinion. Performance and data are often viewed as just numbers. However, performance can be improved by using data. Decisions and actions should be based on the analysis of data and information to improve results.1

Principle 8 – Mutually Beneficial Supplier Relationships

An organization and its suppliers are independent, and a mutually beneficial relationship enhances the ability to create value. Continuous feedback on customer needs and requirements to sub-suppliers ensure continuous supply of quality products and services. Based on mutual trust and open communication, partnerships for quality are established with selected primary suppliers for jointly understanding current and future needs of the end-customers.

Conclusion

TQM is all about change. Change for the better and towards continual improvement, thus providing for increased profits. To implement TQM entails quite a bit of work and is not a simple task. Of utmost importance is communication and especially commitment from each and everyone to actually improve. TQM may put the customer at the center of every activity and consider the process as customer driven, but all other factors that do not involve the customers have to be taken into consideration for the successful implementation of TQM.

1) Biech, Elaine, ?TQM for Training?, McGraw-Hill Inc., New York, NY, 1994

2) Roland T. Rust, Anthony J. Zahorik, Timothy L. Keiningham, Return On Quality, Irwin Professional Publishing, 1994

3) Berkowitz, Eric N., Fredrick G. Crane, Roger A. Kerin, Steven W. Hartley, William Rudelius, Marketing Third Canadian Edition, Richard D. Irwin, 1998

4) W. Edwards Deming, Out of the Crisis, Massachusetts Institute of Technology, Center for Advanced Engineering Study, Cambridge, Mass., 1986

5) Maria Therese Cugno, A Framework For Implementing Multiple Total Quality Management And Continuous Quality Improvement Projects, McGill University, Montreal, Quebec, 1994

6) Total Quality Management, http://www.essayworld.com/members/essays/11/1495.shtml

7) TQM-Providing for a sound business plan and strategy, http://members.tripod.com/fjcm/topics.htm