Total Quality Management
Total quality management
Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
TQM is based on the premise that the quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer expectations.
Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
2.1 Formal definition
Total quality management is formally defined, as a management philosophy of companies and organizations practices. These practices and methods, are defined in order to aim to harness the human and material resources of human organization in the most effective way. The main purpose, is to achieve the different objectives of anypublic or private organization or institution.
2.2 TQM and Six Sigma
The TQM concept was developed by a number of American management consultants, including W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. Originally, these consultants won few converts in the United States. However, managers in Japan embraced their ideas enthusiastically and even named their premier annual prize for manufacturing excellence after Deming.
The Six Sigma management strategy originated in 1986 from Motorola’s drive towards reducing defects by minimizing variation in processes.
The main difference between TQM and Six Sigma (a newer concept) is the approach. At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work.
The methods for implementing this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and
Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
TQM is based on the premise that the quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer expectations.
Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
2.1 Formal definition
Total quality management is formally defined, as a management philosophy of companies and organizations practices. These practices and methods, are defined in order to aim to harness the human and material resources of human organization in the most effective way. The main purpose, is to achieve the different objectives of anypublic or private organization or institution.
2.2 TQM and Six Sigma
The TQM concept was developed by a number of American management consultants, including W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. Originally, these consultants won few converts in the United States. However, managers in Japan embraced their ideas enthusiastically and even named their premier annual prize for manufacturing excellence after Deming.
The Six Sigma management strategy originated in 1986 from Motorola’s drive towards reducing defects by minimizing variation in processes.
The main difference between TQM and Six Sigma (a newer concept) is the approach. At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work.
The methods for implementing this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and