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Basic TQM Concept

Basic Concept of TQM

Six Basic Concepts of TQM, According to B. Creech: 

1..A committed and involved management to provide long-term top-to-bottom organizational support.
2.Unwavering focus on the customer, both internally and externally.
3.Effective involvement and utilization of the entire work force.
4.Continuous improvement of the business and production process
      5.Treating suppliers as partners.
      6.Establish performance measures for the process.

These concepts outline an excellent way to operate a business organization:

1.       Management must participate in the quality program. A Quality Council must be organized to develop a clear vision, set long-term goals, and direct the program. Quality goals are included in the business plan. An annual quality improvement program is organized and includes input from the entire work force. Managers participate in the quality improvement teams and also act as advisers to other teams. TQM is a continual activity that must be inculcated in the organizational culture – it is not just a one-shot program. TQM must be known and communicated to all workers.
2.       The key to an effective TQM program must be directed to customer satisfaction. The best way to start is by satisfying customers. We must always listen to the “voice of the customer” and emphasize design quality and defect prevention. Does it right the first time and every time, for customer satisfaction is the most important commitment.
3.       TQM is an organization-wide challenge that is everyone’s responsibility. All workers must be trained in TQM, Statistical Process Control (SPC), and other appropriate quality improvement skills so they can effectively participate in project teams. Including internal customers and, for that matter, internal suppliers in project teams are excellent approach. Those affected by the plan must be involved in its development and implementation. They should understand the process better than anyone else. Changing behavior is the goal. People must come to work not only to their jobs but also to think about how to improve their jobs. Personnel must be empowered to perform processes in an optimum manner at the lowest possible level.
4.       There must be continuous improvement of all business and production process. Quality improvement projects, such as on-time delivery, order entry efficiency, billing error rate, customer satisfaction, scrap reduction, and supplier management, are good things to start. Technical techniques such as SPC, concurrent engineering, benchmarking, quality function development, ISO 9000, and Taguchi’s quality design are excellent for problem solving.
5.       A partnering relationship rather than an adversarial one must be developed. Both parties have as much to gain or lose based on the success or failure of the product or services. The focus should be on quality and life cycle cost rather than price. Suppliers should be few in number so that true partnering can happen.
6.       Performance measures such as uptime, percent nonconforming, absenteeism and customer satisfaction should be determined for each function area. These measures should be posted to everyone to see. Quantitative data are necessary to measure the continuous quality improvement output.

The purpose of TQM is to provide a quality product or service to customer, which will in turn, increase productivity and lower cost. With a higher quality product and service and lower price, competitive position in the market place will be enhanced. These series of events will allow the business organization to achieve the objectives of profit and growth with the great ease. Furthermore, the workers will have the security, which will create a satisfying environment to work.