total quality management

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In today’s world, a company has to remain competitive in its own industry in order to succeed. Focus has been often put on managing costs, without caring about the customer. But how can a company make profit, if sales do not exceed a certain break-even point? In order to buy, customers have to be satisfied with the purchase and really need it. When companies acknowledged this fact, they started focusing on better quality products, therefore introducing total quality management. TQM is defined by the Oxford dictionary as being “a system of management based on the principle that every member of staff must be committed to maintaining high standards of work in every aspect of a company’s operations.” This project focuses on the implementation of TQM for two companies, Toyota and Xerox, and analyses the benefits and shortfalls according to the overall findings. Total Quality Management

"The way out of the dilemma imposed on businessmen by increasingly demanding customers and by ever-spiralling costs of quality ... was a new kind of quality control, which might be called total quality control" (Armand Feigenbaum) Stated first in the Harvard Business Review, the term total quality management (TQM) has been introduced in 1957 by Armand Feigenbaum (Huggins, 1998). In its earliest form, TQM’s main emphasis was on managing production processes in order to maintain a stable level of quality. However, the signification of the term has changed, as across the years, many innovators contributed to its improvement: Walter Shewhart and Edward Deming developed the concepts of statistical analysis and quality control; Joseph Juran has been the author of “Quality Control Handbook”, the first book introducing this concept, published in 1951; Phillip Crosby, the inventor of the “zero defect” concept, has been the first to emphasize on the positive effects of quality over business costs (ASQ, 2013). Nowadays, total quality management has become essential in order to...
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