How Does TQM Create An Environment That Promotes Quality?

How does TQM Create an Environment that Promotes Quality?
TQM is more than a theory. In addition to proposing new speculations about the working environment, it advocates particular changes that chiefs need to make in the event that they need to improve the system. These progressions are best depicted in Deming's "14 Points," which are dense under the four classes beneath:

• Customer Relationships: Customers can be either interior or outer to an association. Similarly as a client is the individual purchasing an item in a store, a representative is the client of administration. Directors need to understand that quality work won't be done unless they give representatives quality items to work with (Blankstein 1992).
• Employee Empowerment:
Everybody in the organization is trained to plan & participate in groups. Meetings & Brain storming sessions become primary vehicles for planning & creative problem solving. Each member in the team is recognized & rewarded. Errors and problems are viewed as opportunities for learning rather than blunders to be punished.

In the recent past, TQM got its formal recognition by way of ISO 9000. In order that organizations may successfully compete with world-class leaders, it is imperative to look at and be prepared for quality way beyond the popular ISO 9000.

In the context of the Indian organization, the common perception held is that quality improvement is uneconomical since it increases cost and investment, thereby decreasing productivity. Traditional Indian managers are not prepared for intense global competition where quality, cost, and sticking to the deadlines and customer satisfaction are of paramount importance. They are not prepared to shed the belief that they can get business by cornering licenses, influencing the bureaucrats. Domestic managers are unaware of the momentous changes taking place. Ironically even today most Indian managers rely more on market gossip and collecting random data than paying an accredited agency for factual
Our executives have to learn how to become successful quality managers, so that they can become global managers and this primarily means change in their mindset.
The key word here is "professionalism".
Many managers have trouble fully trusting their employees. It is not surprising that many new managers want to keep control firmly in their own hands, but TQ managers see their employees as a work group and believe that their team wants to do a good job. The manager must learn skills of collaboration. He is to make certain his team has had the correct training in the use of data and statistical tools. Management by fact is the main characteristic of TQ manager.
He should also reward the deserving team or individual for their support of the TQM philosophy. Recognition and reward are his key tools and he has to know how to use them in order to support TQM. He should help employees to gain insights from their personal experiences and how to improve on them thereupon. Many companies in India are realizing this and are now focusing their efforts on team building and