By- SANJAY KUMAR*
TQM A SUSTAINED MANAGEMENT COMMITMENT TO QUALITY-
An Organizations Personality and Culture will ultimately reflect it’s senior Management values, If an organization is serious about implementing TQM, the Commitments to do so has to start at the TOP, and the organization’s Senior Management has to be unwavering in its commitment to quality
Focusing on the Customer
Lee Lacocca once advertised that Chrysler had only three rules: Satisfy the customer, satisfy the customer, and satisfy the customer. Those about sums up the TQM philosophy on customer focus.
Preventing Rather than Detecting Defects
TQM is a management philosophy that seeks to prevent poor quality in products and services, rather than simply to detect and sort out defects. IF a single characteristic is most strongly attached to the TQM philosophy, it is prevention rather than detection. Like many of the philosophies tied o TQM, this is not a new concept. Recall a popular saying from Halliburton’s Wise Saws, first published a century and a half ago: “An ounce of prevention is worth a pound of cure.” That wisdom says it all, from a TQM perspective.”
Universal Quality Responsibility
Another basic TQM precept is that the responsibility for quality is not restricted to an organization’s quality department, but is instead a guiding philosophy shared by everyone in the organization. In the United States this represents a significant shift in thinking for most manufacturing organizations, which have traditionally relied on inspection to assure quality.
Along with “An ounce of prevention is worth a pound of cure” is another saying particular relevant to TQM, and it is: “If you don’t know where you are going, you will probably end up somewhere.”
TQM espouse a philosophy of continuous process improvement in all area of an organization. This philosophy ties in closely with the quality measurement and universal quality responsibility concept mentioned above. Quality measurement is needed in order to focus improvement efforts appropriately and continuous improvement should be pursued in all areas. This TQM concept focuses on finding shortfalls in administrative, manufacturing, and service processes that can detract from a quality output, and improving the process to eliminate undesirable outputs.
Root cause Corrective Action
Most of us have instances in which problems we thought were corrected continued to occur. TQM seeks to prevent this by identifying the root causes of problems, and by implementing corrective actions that address problems, at the root cause level. Several technologies are associated with this endeavor.
Employee Involvement and Empowerment
Another fundamental TQM concept is the employees must be involved and empowered. Employee involvement means every employ is involved in running the business and plays an active role in helping the organization meet its goals.
The Synergy of Teams
In addition to the TQM concepts of empowerment and involvement of employee taking advantage of synergy of teams is an effective way to address the problem and challenges of continuous improvement.
Statistical thinking is another basic TQM philosophy; quality efforts often require reducing process or product-design variation, and statistical methods are ideally suited to support this objective. For several, reasons, this country has been less receptive than some of its competitors to using statistical methods.
Benchmarking consists of identifying other organizational that perform well and incorporating their wisdom into your organizations. This TQM philosophy consists of defining competitor’s best features from both internal and customer...