Total Quality Management

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Total Quality Management

Table of Contents 1. Executive Summary 3 2. Introduction 5 3. The meaning of quality 6 4. Understanding customer needs and expectations 7 5. The importance of quality 9 6. The evaluation of Quality management 14 6.1. Inspection 14 6.2. Quality control 15 6.3. Quality assurance 15 6.4. Total quality management 17 7. Important elements of TQM 19 8. How to introduce TQM 22 9. Levels of TQM 22 10. Sustaining TQM 23 11. Quality management systems 23 12. The six sigma 25 13. References 26

1. Executive Summary
In today’s business, customers’ requests of better services and quality of products which mean more difficult and aggressive competition. For this reason, companies are looking for some categories to differentiate themselves in the marketplace and quality is at the top of those categories even it became one of essential and major factor rather than a competition tool as it was in the past.
Quality has been defined as “degree to which a set of inherent characteristics fulfils requirements” (BS EN ISO 9000 (2000)). So, it is important that in organization, each department or division should agree in one definition of quality in order to focus in their objectives. Meanwhile, total quality management TQM has been interpreted as the common effort and cooperation of people who are in an organization and people who are in the related business to produce products that meet customers need or even exceed their need and expectations (Dale, Wiele and Iwaardan (2007)).
Nowadays, customer standard of quality has become higher and this standard is changing everyday based on life needs. Therefore, the main goal of TQM is to understand customers’ needs in order to achieve their satisfaction since they are the reason behind any company’s success or failure. So, customers should be contacted as much as possible and their complaints should be taken in consideration.
The



References: Service Quality. Milwaukee: ASQ. * ASQIGaliup (1992), An ASQ/Gallup Survey on Quality Leadership Roles of Corporate * British Quality foundation (1999), The X Factor Executive Report. London: British Quality Foundation. * BS EN ISO 9000 (2000), Quality Management Systems: Fundamentals and Vocabulary London: British Standards Institution. * BS EN ISO 9001 (2000), Quality Management Systems: Requirements * BS EN ISO 9004 (2000), Quality Management Systems: Guidance for Performance Improvements. London: British Standards Institution. * BS 4778 (1991), Quality Vocabulary, part 2: Quality Concepts and Related Definitions London: British Standards Institution. * BS 8600 (1999), Complaints Management Systems: Design and Implementation * Buzzell, R. D. and Gale, B. T. (1987), The Profit Impact of Marketing Strategy: Linking Strategy to Perfirmance. New York: The Free Press. * Carlzon, J * CMC Partnership Ltd. (1991), Attitudes Within British Business to Quality Management Systems. Buckingham: The CMC Partnership. * Crosby, P * Dale, B. G. and Plunkett, J. J. (1999), Quality Costing, 3rd cdn. Aldershot, Hanrs.. Gower Press. * Dale, B.G, Van der Wiele, T., Iwaarden, J * Easton, G. S. and Jarrell, S. L. (1998), The effect of total quality management on corporate performance: an empirical investigation. Journal of Business, 71(2),253-307. * EFQM (2006), The EFQM Excellence Model * European Commission Directive (1985), Liability for Defective Products (85/375/ EEC). Brussels. * Feigenbaum, A * Ford Motor Company (1985), Three-Day Statistical Process Control Course Notes. Brentwood, Essex: Ford Motor Company * George, S. (2002), Bull or bear: the Q-100 index proves that if you have quality, you 'll beat the market. Quality Proaress; April, 32-7. * Goodman, J., O 'Brien, P * Halevy, A. and Naveh, E. (2000), Measuring and reducing the national cost of nonquality. Total Quality Management, 11(8), 1095-111 O. * Hendricks, K * Hutchens, S. (1989), What customers want: results of ASQ/Gallup survey. Quality Progress, February, 33-6. * Juran, J * Juran, J. M. and Godfrey, A. B. (1999), Quality Control Handbook, 5th edn. New York: McGraw-Hill. * Kano, N., Tanaka, H * Larry,L (1993), Betting to win on the Baldrige winners. Business Week, 18 October, 16-17. * Lascelles, D * Lctza, S. R, Zairi, M, and Vhymark, I. (1997), TQM,f _ fad or Tool for Sustainable Competitive Advantage? An Empirical Study of the Impact of TQM on bottom Line Business Results. Bradford: University of Bradford Magement Centre. * Liker , J * McKenzie, R. M. (1989), The Production-Inspection Relationship. Edinburgh and London: Scottish Academic Press. * McKinsey and Company (1989), Management of quality: the single most important challenge for Europe * NIST (2006), Baldrige Stock Studies. <http://baldrige.nist.gov/Stock~Studies.htm>, 6 January. * OFWAT (Office of Water Services) (1995/6), Levels of Service Report * Pine,]. and Gilmore, J. (1999), The Experience Economy. Harvard Business School Press, Boston. * Roberts, K * Taguchi, G. (1986), Introduction to Quality Enginet1 'ing. New York: Asian Productivity Organization. * US Department of Commerce (2005), Baldrige National Quality Program 2005 Criteria for Performance Excellence * US General Accounting Office (1991), Management Practices: US Companies Improve Performance Through Quality Efforts. Washington: United States General Accounting Office. * Wilks, N

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