Total Quality Managment
Malla jogarao, Asst Professor,
Email : mjogarao@yahoo.com, Mob: 9849966535
Simhadri College of Engineering, Narapadu,Sabbavaram, Visakahapatnam
Total Quality Management (TQM)
Abstract
This paper discusses the total quality management (TQM) concept and identifies the principles of successful TQM implementation. TQM is based on the participation of all members of an organization to improving processes, products, services, and the culture they work in. TQM benefits all organization members and society. It also describes the Deming 's quality management concept and his fourteen point management method. It briefly explains the similarities between software development process and product development process. Finally, it discusses how to instill Deming 's TQM method s and provides recommendations to TQM prospects or participants for avoiding pitfalls and ensuring success during TQM implementation.
Introduction:
Quality systems have been in existence for many more years than realized. It was during 1945- 1951 that Dr. Juran and Dr. Edward Deming traveled to Japan to give lectures on quality control systems. (Juran, 1995).Total quality management was derived by Deming in the 1940 's and implemented in Japan in the 1950 's (Deming, 2000). At the time, the US was not interested in this type of quality control. The United States Navy used statistical process control (a part of TQM) during the 1950 's and beyond. TQM was not used, however, in manufacturing or service industries. During the early 1980 's, the US started to use the terms total quality management and truly began applying Deming 's 14 points as a total quality management system. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, KaoruIshikawa and Joseph M. Juran (Total, 2006).
The Definition:
Quality
According to the Webster’s Dictionary, "quality" is “a degree of excellence; a
Email : mjogarao@yahoo.com, Mob: 9849966535
Simhadri College of Engineering, Narapadu,Sabbavaram, Visakahapatnam
Total Quality Management (TQM)
Abstract
This paper discusses the total quality management (TQM) concept and identifies the principles of successful TQM implementation. TQM is based on the participation of all members of an organization to improving processes, products, services, and the culture they work in. TQM benefits all organization members and society. It also describes the Deming 's quality management concept and his fourteen point management method. It briefly explains the similarities between software development process and product development process. Finally, it discusses how to instill Deming 's TQM method s and provides recommendations to TQM prospects or participants for avoiding pitfalls and ensuring success during TQM implementation.
Introduction:
Quality systems have been in existence for many more years than realized. It was during 1945- 1951 that Dr. Juran and Dr. Edward Deming traveled to Japan to give lectures on quality control systems. (Juran, 1995).Total quality management was derived by Deming in the 1940 's and implemented in Japan in the 1950 's (Deming, 2000). At the time, the US was not interested in this type of quality control. The United States Navy used statistical process control (a part of TQM) during the 1950 's and beyond. TQM was not used, however, in manufacturing or service industries. During the early 1980 's, the US started to use the terms total quality management and truly began applying Deming 's 14 points as a total quality management system. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, KaoruIshikawa and Joseph M. Juran (Total, 2006).
The Definition:
Quality
According to the Webster’s Dictionary, "quality" is “a degree of excellence; a
References: [2] Boar, B. H., Application Prototyping: A Requirements Definition Strategy for the 80s.New York: Wiley-lnterscience, 1984. [5] Crosby, Philip B. The Strategy of Situation Management.Boston,MA:Industrial Education Institute, [6] Crosby, Philip B. Cutting the Cost of Quality; The Defect Prevention Workbook for managers. Boston, MA: Industrial Education Institute, 1967. [7] Davis, G. B., and Olson, M. H. Management Information Systems: Conceptual Foundations, Structure, and Development. New York: McGraw-Hill, 1985. [8] Deming, W.E., Out of the Crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986. [9] Staw, B [10] Swieringa, J. & Wierdsma, A. (1992) Becoming a Learning Organisation: beyond the learning curve (London: Addison-Wesley).