Реферат: Total Quality Management In Construction Essay Research

Total Quality Management In Construction Essay, Research Paper

The major new element in world market competition is quality. During the 1970?s and 1980?s, the Japanese and their U.S. companies

demonstrated that high quality is achievable at lower costs and greater customer satisfaction. It was the result of using the management

principles of total quality management (TQM). More and more U.S. companies have demonstrated that such achievements are possible

Using TQM as a new way to manage. Such companies also found that they were recognized with everyone pulling in the same direction.

Improvement had become a way of live. Improving competitive position and profit has always been the responsibility of management.

Before the 1980?s, U.S. management was broadly successful. Until then the dominant management model was that of the autocrat.

Management, primly senior management, decided how the business was to operate, including what the policies and objectives were; how

it was organized; what jobs were established; and how should they be done. It was an unquestioned axiom that if everyone did what the

upper management required, the business would be successful. Organizations are composed of the people in them and the managers who

lead them. People respond strongly to leadership expectations and rewards. If they are given little power in their jobs, they have little

interest in improving them. If leaders exhort the members for better output but reward (promotions, bonuses, recognition) for mostly

higher output, they get the behavior they reward. Quantity over quality has been a common management philosophy in the United States.

The first step in implementing TQM requires the an upper-management change in both philosophy and behavior. Managers must adopt the

objectives of customer satisfaction and continuous improvement. They must implement the change to achieve these objectives through their

personal and continuous involvement and in the reeducation of everyone in the organization in TQM principles and practices. The past

philosophy of management can work reasonably well if a company dominates world markets. When markets become complex and

worldwide with more and stronger competitors, a new model is needed. Asian companies and some in the United States have

demonstrated that there is a more effective way to manage, quite different from the autocratic model: It is employee involvement in

quality improvement. These companies also introduce high quality at lower cost as a competitive element, thereby changing the

competitive equation for everyone. TQM is a way to continuously improve performance at every level of operation, in every functional

area of an organization, using all available human and capital resources. Improvement is addressed toward satisfying board goals such as

cost, quality, market share, schedule, and growth. It demands commitment and discipline, and an ongoing effort. The quality management

process includes the integration of all employees, suppliers, and customers, within the corporate environment. It embraces two underlying

tenets: Quality management is a capability which inherent in your employees. ?. Quality management is a controllable process, not an

accidental one. The idea of an integrated, human-orientated systems approach to management was successfully used by W. Edwards

Deming in the 1950?s. Deming told the Japanese that they could become world-class leaders if they followed his advice and they did. He

lectured top Japanese business leaders on statistical quality control. He proposed a system that would change the approach to management

in many ways. Today, this system is the pillar of TQM philosophy. These components make up the strategic portion of the quality pyramid

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