Total Quality Management (TQM) is a philosophy of management that strives to make the best use of all available resources and opportunities through continuous improvement. TQM means achieving quality in terms of all functions of the enterprise. Many researchers attempted to analyze how IT and TQM can jointly add value to organizations and the purpose of this first post on TQM is to evaluate the practicality of TQM in an IT service.
In this evaluation, a balance of the service management needs with the reality of bottom-line effectiveness is provided. The post also provides a list of critical success factors to consider in a change management initiative engaged by an IT service.
TQM in Practice :
The essence of quality is to do it right the first time, and to satisfy customer requirements every time by involving everyone in the organization. The works of Crosby and his colleagues on the evolution of TQM cut across all pervasive philosophies of management. TQM has been a key business improvement strategy since the 1970s, as it has been deemed essential for improving efficiency and competitiveness. TQM aims to achieve an overall effectiveness which is higher than the individual outputs from the sub-systems such as design, planning, production, distribution, customer focus strategy, quality tools and employee involvement. This philosophy of management strives to make the best use of all available resources and opportunities through continuous improvement.
As a management philosophy, TQM makes use of particular set of principles, practices, and techniques to expand business and profits and provides a bypass to enhanced productivity by avoiding rework, rejects, waste, customer complaints, and high cost. This can be achieved by emphasizing the organization’s commitment from data-driven, problem-solving approaches to quality accruing.
The five basic pillars of TQM are :