total quality management
CHAPTER 1
WHAT IS TOTAL QUALITY MANAGEMENT?
An organization planning the implementation of Total Quality Management (TQM) is about to embark on the challenge and opportunity of a lifetime. This adventure must surely change the organization. Total Quality Management can be the answer to both the customer's plea for improved products and services and the organization's quality and productivity problems.
This chapter sets the stage for the conceptual understanding that is required before starting on the long journey toward TQM implementation. The organization will need time and patience to complete its journey.
Planning is essential; TQM implementation must not be left to chance.
1.1 WHAT IS QUALITY?
The concept of quality establishes a foundation for an understanding of TQM. Five perspectives of quality are outlined in Appendix A: Transcendent (I know it when I see
It), Product-based (possesses desired features), User-based (fitness for use),
Manufacturing-based (conforms to requirements), and Value-based (at an acceptable cost). All must be considered as important to the customer.
Peter R. Scholtes1 introduces the contrast between effectiveness (doing the right things) and efficiency (doing things right). Quality organizations must be both effective and efficient. Patrick L. Townsend2 examines Quality in Fact and Quality in Perception
(see Table 1-1). Quality in Fact is usually the supplier's point of view, while Quality in
Perception is the customer's. Any difference between the former and the latter can cause problems between the two.
An organization considering TQM must make an effort to define and view quality from their customers' perspectives. If there are conflicts, TQM is a method for resolving these differences.
1.1.1
Definitions of Quality
The Federal Quality Institute3 (FQI) defines4 quality as meeting the customers requirements the first time and every time. The Department of Defense (DoD) defines5 quality as conformance
WHAT IS TOTAL QUALITY MANAGEMENT?
An organization planning the implementation of Total Quality Management (TQM) is about to embark on the challenge and opportunity of a lifetime. This adventure must surely change the organization. Total Quality Management can be the answer to both the customer's plea for improved products and services and the organization's quality and productivity problems.
This chapter sets the stage for the conceptual understanding that is required before starting on the long journey toward TQM implementation. The organization will need time and patience to complete its journey.
Planning is essential; TQM implementation must not be left to chance.
1.1 WHAT IS QUALITY?
The concept of quality establishes a foundation for an understanding of TQM. Five perspectives of quality are outlined in Appendix A: Transcendent (I know it when I see
It), Product-based (possesses desired features), User-based (fitness for use),
Manufacturing-based (conforms to requirements), and Value-based (at an acceptable cost). All must be considered as important to the customer.
Peter R. Scholtes1 introduces the contrast between effectiveness (doing the right things) and efficiency (doing things right). Quality organizations must be both effective and efficient. Patrick L. Townsend2 examines Quality in Fact and Quality in Perception
(see Table 1-1). Quality in Fact is usually the supplier's point of view, while Quality in
Perception is the customer's. Any difference between the former and the latter can cause problems between the two.
An organization considering TQM must make an effort to define and view quality from their customers' perspectives. If there are conflicts, TQM is a method for resolving these differences.
1.1.1
Definitions of Quality
The Federal Quality Institute3 (FQI) defines4 quality as meeting the customers requirements the first time and every time. The Department of Defense (DoD) defines5 quality as conformance