Malla jogarao, Asst Professor,
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Simhadri College of Engineering, Narapadu,Sabbavaram, Visakahapatnam
Total Quality Management (TQM)
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.
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).
According to the Webster’s Dictionary, "quality" is “a degree of excellence; a distinguishing attribute.” A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organisation knows what these needs and expectations are. In addition, having identified them, the organisation must understand them, and measure its own ability to meet them. The word "total" means the total of everything in an organization. That is, it covers every process, every job, every resource, every output, every person, every time and every place. According to the American Society for Quality Control (ASQC), total quality management (TQM) "is a management approach to long-term success through customer satisfaction. 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. Quality starts with market research – to establish the true requirements for the product or service and the true needs of the customers. However, for an organisation to be really effective, quality must span all functions, all people, all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total quality organisation, in the same way that the Japanese achieve this with companywide quality control.
Total Quality Management (TQM)
Total Quality Management (TQM) describes a management approach to long–term success through customer satisfaction and is the way of managing for the future, and is far wider in its application than just assuring product or service quality – it is a way of managing people and business processes to ensure complete customer Satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organisation...
References:  Boar, B. H., Application Prototyping: A Requirements Definition Strategy for the 80s.New York: Wiley-lnterscience, 1984.
 Crosby, Philip B. The Strategy of Situation Management.Boston,MA:Industrial Education Institute,  Crosby, Philip B. Cutting the Cost of Quality; The Defect Prevention Workbook for managers. Boston, MA: Industrial Education Institute, 1967.
 Davis, G. B., and Olson, M. H. Management Information Systems: Conceptual Foundations, Structure, and Development. New York: McGraw-Hill, 1985.
 Deming, W.E., Out of the Crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986.
 Staw, B
 Swieringa, J. & Wierdsma, A. (1992) Becoming a Learning Organisation: beyond the learning curve
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