Tqm Improvement Method

Topics: Process management, Business process reengineering, Management Pages: 20 (5510 words) Published: July 24, 2012

Continuous improvement in a management context means a never-ending effort to expose and eliminate root causes of problems. Usually, it involves many incremental or small-step improvements rather than one overwhelming innovation. From a Japanese perspective continuous improvement is the basis for their business culture. Continuous improvement is a philosophy, permeating the Japanese culture, which seeks to improve all factors related to the transformation process (converting inputs into outputs) on an ongoing basis. It involves everyone, management and labor, in finding and eliminating waste in machinery, labor, materials and production methods.


Process refers to a Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.

Input output process Model:
The figure shows the Input output process Model

Inputs May be materials, Money, Information, data etc. Output may be information data, product service. The output of one process can be used as another process. Outputs are designed to achieve desirable outcomes, such as customer satisfaction. Feedback is provided in order to improve the process


The process is the interaction of some combination of people, materials equipment, method, measurement and environment to produce an output such as a product, a service or an input to another process. A process must have value added activities and repeatability. It must be effective efficient, under control and acceptable. It must adhere to certain Conditions Imposed By policies and constraint or regulations. Process definition begins with defining the internal and /or external customers. The customer defines the purpose of the organization and every process within it. Because the organization exists to serve the customer, process improvement must be defined in terms of increasing customer satisfaction as a result of higher quality products or service.

Improvement of the process:
There are five basic ways to improvement: 1. Reduce recourses 2. Reduce errors 3. Meet or exceed expectation of downstream customers 4. Make the process safer 5. Make the process more satisfying to person doing it

Reduce recourses:
A process that uses more resource than necessary is wistful. As an example: reports that are distributed to more people than necessary waste coping and distribution time, materials, user read time and eventually file space.

Reduce errors:
Errors are the sign of poor workmanship and require rework. Example: Typing errors that are detected after computer printout requires opening file again, making corrections and printing the revised document

Meet or exceed expectation of downstream customers:
For example: better the weld, the less grinding required making the appearance of finish paint more pleasing.

Make the process safer:
Safer workplace is a more productive one with fewer lost time, accident and workers compensation claims.


Make the process more satisfying to person doing it
Sometimes a little change can make substantial change in person’s attitude towards their work. Example: An ergonomically changed chair can make the workmen more comfortable to do the job better.


The explosion of the field and practice of quality management can largely be attributed to a mere handful of individuals, one of whom is Joseph Juran. Along with contemporaries Deming, rosby, Ishikawa, Feigenbaum, and Taguchi, Juran will be long remembered as one of the true pioneers of quality management. Quality management for macro processes is carried out by use of the Juran Trilogy, which basically consists of three steps- Quality Planning, Quality Control and Quality Improvement. Let...
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