Total Quality ManagementRelated

topics

Description

Methodology

Common uses

Continuous Improvement Malcolm Baldrige National Quality Award Quality Assurance Six Sigma

Total Quality Management (TQM) is a systematic approach to quality improvement that marries product and service specifications to customer performance. TQM then aims toproduce these specifications with zero defects. This creates a virtuous cycle of continuous improvement that boosts production, customer satisfaction and profits.

In order to succeed, TQM programs require managers to:

Assess customer requirements Understand present and future customer needs; Design products and services that cost-effectively

meet or exceed those needs.

Deliver quality Identify the key problem areas in the process and

work on them until they approach zero-defect levels; Train employees to use the new processes; Develop effective measures of product and service quality; Create incentives linked to quality goals; Promote a zero-defect philosophy across all activities; Encourage management to lead by example; Develop feedback mechanisms to ensure continuous

improvement.

TQM improves profitability by focusing on quality improvementand addressing associated challenges within an organization.TQM can be used to:

Increase productivity; Lower scrap and rework costs; Improve product reliability; Decrease time-to-market cycles; Decrease customer service problems; Increase competitive advantage.

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Besterfield, Dale H., Carol Besterfield-Michna, GlenBesterfield, and Mary Besterfield-Sacre. Total QualityManagement, 3d ed. Prentice Hall, 2002.

Camison, Cesar. Total Quality Management and CulturalChange: A Model of Organizational Development.International Journal of Technology Management, Vol. 16, No. 4/5/6, 1998, pp. 479-493.

Choi, Thomas Y., and Orlando C. Behling. Top Managers andTQM Success: One More Look After All These Years.Academy of Management Executive, February 1997, pp. 37-47.

Dahlgaard, Jens J., Kai Kristensen, and Ghopal K. Khanji.Fundamentals of Total Quality Management. Routledge, 2005.

Deming, W. Edwards. Quality, Productivity, and CompetitivePosition. MIT Press, 1982.

Feigenbaum, Armand V. Total Quality Control, 4th ed. McGraw-Hill, 1991.

Gale, Bradley T. Managing Customer Value: Creating Quality andService That Customers Can See. Free Press, 1994.

Goetsch, David L., and Stanley B. Davis. Quality Management:Introduction to Total Quality Management for Production,Processing, and Services, 4th ed. Prentice Hall, 2002.

Grant, Robert M., Rami Shani and R. Krishnan. TQMsChallenge to Management Theory and Practice. Sloan Management Review, Winter 1994, pp. 25-35.

Imai, Masaaki. Kaizen: The Key to Japans Competitive Success.McGraw-Hill, 1989.

Juran, J.M. Juran on Quality by Design: The Next Steps forPlanning Quality into Goods and Services. Free Press, 1992.

Malcolm Baldrige National Quality Award, 2006 Award Criteria.http://www.quality.nist.gov.

Walton, Mary. The Deming Management Method. Perigree, 1986.

Selected references

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