Definition of Total Quality Management (TQM)
It is an
improvement to the tradition way of doing business. It is a proven technique to
guarantee survival amidst world-class competition. Only by changing the actions
of management will the culture and actions of an entire organization be
transformed. TQM is for the most part common sense, as stated by D.H.
Besterfield.
Analyzing the three words, such as:
Total- Made up
of the whole
Quality- Degree
of excellence a product or services provides.
Management- Act, art or manner
of handling, controlling, directing etc.
Therefore, TQM is the art of managing the whole to achieve excellence.
The golden rule is a simple but effective way to explain it:
“Do unto others as you would have them do unto you” a positive way of
golden rule.
TQM is defined as both philosophy and a set of principles that direst
the foundation of a continuously improving business organization. It is the
application of qualitative methods to improve all processes within a business
organization and exceed customer needs now and in the future.
TQM includes fundamental management techniques, existing improvement
efforts, and technical tools under a disciplined approach.
Foundation of TQM
Historical Background of TQM
The Historical Background of quality control is as old as business
industry itself. In the middle Ages, Quality was controlled by the long periods
of training required by the guilds. This training instilled pride and dignity
of workers for quality of a given product.
The concept of specialization of work was introduced during the
industrial revolution. As a result, a worker no longer made the whole product;
instead he made a part only. This paradigm shift brought a decline in
workmanship. Because productivity improved, there was a decreased in cost. As
products became more complicated and jobs more specialized, it became necessary
to inspect products after production.
In 1924, W.A. Shewhart of Bell telephone laboratories developed
a statistical chart for control of product variables. This chart is considered
to be the beginning of statistical quality control. Later in the same decade, H.F.
Dodge and H.G. Romig, both of Bell telephone Laboratories, developed the
idea of acceptance sampling as a substitute for 100% inspection. Recognition of
the value of the statistical quality control became apparent by 1924.
Unfortunately, U.S. managers failed to determine its value.
In 1946, the American Society for Quality Control was organized. This
organization, through its publications, conferences and training activities,
has promoted the use of quality control for all types of production and
service.
In 1950, W. Edwards Deming, who studied statistical quality
control from Shewhart, gave a series of lectures on Statistical methods of
Japanese engineers and on Quality responsibility to the CEOs of the largest
organizations in Japan, Joseph M. Juran made his first trip on Japan
1954 and further emphasized management’s responsibility to successful attain
quality. Using these concepts the Japanese set the quality standards for the
rest of the world to follow.
In 1960, the first quality control circles were organized for the
purpose of quality improvement. Simple statistcal techniques were learned and
applied by Japanese workers.
By the late 1970s and early 1980s, U.S. managers were making frequent
trips to Japan to learn about the Japanese miracle. These trips were really not
necessary – they could have read the writings of Juran and Demings.
The importance of quality continued in the car manufacturing industry
in the 1990s when the Saturn Automobile ranked third in the CUSTOMERS
SATISFACTION behind the most expensive Japanese Automobiles. In Addition, ISO
9000 (Q9000 for the United States) became the worldwide model for a quality
system.