case study of total quality management

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Total quality management: three case studies from around the world

With organisations to run and big orders to fill, it’s easy to see how some ceos inadvertently sacrifice quality for quantity. by integrating a system of total quality management it’s possible to have both.

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There are few boardrooms in the world whose inhabitants don’t salivate at the thought of engaging in a little aggressive expansion. After all, there’s little room in a contemporary, fast-paced business environment for any firm whose leaders don’t subscribe to ambitions of bigger factories, healthier accounts and stronger turnarounds. Yet too often such tales of excess go hand-in-hand with complaints of a severe drop in quality.

Food and entertainment markets are riddled with cautionary tales, but service sectors such as health and education aren’t immune to the disappointing by-products of unsustainable growth either. As always, the first steps in avoiding a catastrophic forsaking of quality begins with good management.

There are plenty of methods and models geared at managing the quality of a particular company’s goods or services. Yet very few of those models take into consideration the widely held belief that any company is only as strong as its weakest link. With that in mind, management consultant William Deming developed an entirely new set of methods with which to address quality.

Deming, whose managerial work revolutionised the titanic Japanese manufacturing industry, perceived quality management to be more of a philosophy than anything else. Top-to-bottom improvement, he reckoned, required uninterrupted participation of all key employees and stakeholders. Thus, the total quality management (TQM) approach was born.

All in Similar to the Six Sigma improvement process, TQM ensures long-term success by enforcing all-encompassing internal guidelines and process standards to reduce errors. By way of serious, in-depth auditing – as well as some well-orchestrated soul-searching – TQM ensures firms meet stakeholder needs and expectations efficiently and effectively, without forsaking ethical values.

By opting to reframe the way employees think about the company’s goals and processes, TQM allows CEOs to make sure certain things are done right from day one. According to Teresa Whitacre, of international consulting firm ASQ , proper quality management also boosts a company’s profitability.

“Total quality management allows the company to look at their management system as a whole entity — not just an output of the quality department,” she says. “Total quality means the organisation looks at all inputs, human resources, engineering, production, service, distribution, sales, finance, all functions, and their impact on the quality of all products or services of the organisation. TQM can improve a company’s processes and bottom line.”

Embracing the entire process sees companies strive to improve in several core areas, including: customer focus, total employee involvement, process-centred thinking, systematic approaches, good communication and leadership and integrated systems. Yet Whitacre is quick to point out that companies stand to gain very little from TQM unless they’re willing to go all-in.

“Companies need to consider the inputs of each department and determine which inputs relate to its governance system. Then, the company needs to look at the same inputs and determine if those inputs are yielding the desired results,” she says. “For example, ISO 9001 requires management reviews occur at least annually. Aside from minimum standard requirements, the company is free to review what they feel is best for them. While implementing TQM, they can add to their management review the most critical metrics for their business, such as customer complaints, returns, cost of products, and more.”

The customer knows best: AtlantiCare TQM isn’t an easy management strategy to introduce into a business; in fact, many attempts tend to fall flat. More often than not, it’s because firms maintain natural barriers to full involvement. Middle managers, for example, tend to complain their authority is being challenged when boots on the ground are encouraged to speak up in the early stages of TQM. Yet in a culture of constant quality enhancement, the views of any given workforce are invaluable.

AtlantiCare in numbers

5,000 Employees

$280m Profits before quality improvement strategy was implemented

$650m Profits after quality improvement strategy

One firm that’s proven the merit of TQM is New Jersey-based healthcare provider AtlantiCare . Managing 5,000 employees at 25 locations, AtlantiCare is a serious business that’s boasted a respectable turnaround for nearly two decades. Yet in order to increase that margin further still, managers wanted to implement improvements across the board. Because patient satisfaction is the single-most important aspect of the healthcare industry, engaging in a renewed campaign of TQM proved a natural fit. The firm chose to adopt a ‘plan-do-check-act’ cycle, revealing gaps in staff communication – which subsequently meant longer patient waiting times and more complaints. To tackle this, managers explored a sideways method of internal communications. Instead of information trickling down from top-to-bottom, all of the company’s employees were given freedom to provide vital feedback at each and every level.

AtlantiCare decided to ensure all new employees understood this quality culture from the onset. At orientation, staff now receive a crash course in the company’s performance excellence framework – a management system that organises the firm’s processes into five key areas: quality, customer service, people and workplace, growth and financial performance. As employees rise through the ranks, this emphasis on improvement follows, so managers can operate within the company’s tight-loose-tight process management style.

After creating benchmark goals for employees to achieve at all levels – including better engagement at the point of delivery, increasing clinical communication and identifying and prioritising service opportunities – AtlantiCare was able to thrive. The number of repeat customers at the firm tripled, and its market share hit a six-year high. Profits unsurprisingly followed. The firm’s revenues shot up from $280m to $650m after implementing the quality improvement strategies, and the number of patients being serviced dwarfed state numbers.

Hitting the right notes: Santa Cruz Guitar Co For companies further removed from the long-term satisfaction of customers, it’s easier to let quality control slide. Yet there are plenty of ways in which growing manufacturers can pursue both quality and sales volumes simultaneously. Artisan instrument makers the Santa Cruz Guitar Co (SCGC) prove a salient example. Although the California-based company is still a small-scale manufacturing operation, SCGC has grown in recent years from a basement operation to a serious business.

SCGC in numbers

14 Craftsmen employed by SCGC

800 Custom guitars produced each year

Owner Dan Roberts now employs 14 expert craftsmen, who create over 800 custom guitars each year. In order to ensure the continued quality of his instruments, Roberts has created an environment that improves with each sale. To keep things efficient (as TQM must), the shop floor is divided into six workstations in which guitars are partially assembled and then moved to the next station. Each bench is manned by a senior craftsman, and no guitar leaves that builder’s station until he is 100 percent happy with its quality. This product quality is akin to a traditional assembly line; however, unlike a traditional, top-to-bottom factory, Roberts is intimately involved in all phases of instrument construction.

Utilising this doting method of quality management, it’s difficult to see how customers wouldn’t be satisfied with the artists’ work. Yet even if there were issues, Roberts and other senior management also spend much of their days personally answering web queries about the instruments. According to the managers, customers tend to be pleasantly surprised to find the company’s senior leaders are the ones answering their technical questions and concerns. While Roberts has no intentions of taking his manufacturing company to industrial heights, the quality of his instruments and high levels of customer satisfaction speak for themselves; the company currently boasts one lengthy backlog of orders.

A quality education: Ramaiah Institute of Management Studies Although it may appear easier to find success with TQM at a boutique-sized endeavour, the philosophy’s principles hold true in virtually every sector. Educational institutions, for example, have utilised quality management in much the same way – albeit to tackle decidedly different problems.

The global financial crisis hit higher education harder than many might have expected, and nowhere have the odds stacked higher than in India. The nation plays home to one of the world’s fastest-growing markets for business education. Yet over recent years, the relevance of business education in India has come into question. A report by one recruiter recently asserted just one in four Indian MBAs were adequately prepared for the business world.

RIMS in numbers

9% Increase in test scores post total quality management strategy

22% Increase in number of recruiters hiring from the school

20,000 Increase in the salary offered to graduates

50,000 Rise in placement revenue

At the Ramaiah Institute of Management Studies (RIMS) in Bangalore, recruiters and accreditation bodies specifically called into question the quality of students’ educations. Although the relatively small school has always struggled to compete with India’s renowned Xavier Labour Research Institute, the faculty finally began to notice clear hindrances in the success of graduates. The RIMS board decided it was time for a serious reassessment of quality management.

The school nominated Chief Academic Advisor Dr Krishnamurthy to head a volunteer team that would audit, analyse and implement process changes that would improve quality throughout (all in a particularly academic fashion). The team was tasked with looking at three key dimensions: assurance of learning, research and productivity, and quality of placements. Each member underwent extensive training to learn about action plans, quality auditing skills and continuous improvement tools – such as the ‘plan-do-study-act’ cycle.

Once faculty members were trained, the team’s first task was to identify the school’s key stakeholders, processes and their importance at the institute. Unsurprisingly, the most vital processes were identified as student intake, research, knowledge dissemination, outcomes evaluation and recruiter acceptance. From there, Krishnamurthy’s team used a fishbone diagram to help identify potential root causes of the issues plaguing these vital processes. To illustrate just how bad things were at the school, the team selected control groups and administered domain-based knowledge tests.

The deficits were disappointing. A RIMS students’ knowledge base was rated at just 36 percent, while students at Harvard rated 95 percent. Likewise, students’ critical thinking abilities rated nine percent, versus 93 percent at MIT. Worse yet, the mean salaries of graduating students averaged $36,000, versus $150,000 for students from Kellogg. Krishnamurthy’s team had their work cut out.

To tackle these issues, Krishnamurthy created an employability team, developed strategic architecture and designed pilot studies to improve the school’s curriculum and make it more competitive. In order to do so, he needed absolutely every employee and student on board – and there was some resistance at the onset. Yet the educator asserted it didn’t actually take long to convince the school’s stakeholders the changes were extremely beneficial.

“Once students started seeing the results, buy-in became complete and unconditional,” he says. Acceptance was also achieved by maintaining clearer levels of communication with stakeholders. The school actually started to provide shareholders with detailed plans and projections. Then, it proceeded with a variety of new methods, such as incorporating case studies into the curriculum, which increased general test scores by almost 10 percent. Administrators also introduced a mandate saying students must be certified in English by the British Council – increasing scores from 42 percent to 51 percent.

By improving those test scores, the perceived quality of RIMS skyrocketed. The number of top 100 businesses recruiting from the school shot up by 22 percent, while the average salary offers graduates were receiving increased by $20,000. Placement revenue rose by an impressive $50,000, and RIMS has since skyrocketed up domestic and international education tables.

No matter the business, total quality management can and will work. Yet this philosophical take on quality control will only impact firms that are in it for the long haul. Every employee must be in tune with the company’s ideologies and desires to improve, and customer satisfaction must reign supreme.

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Home » Management Case Studies » Case Study: Quality Management System at Coca Cola Company

Case Study: Quality Management System at Coca Cola Company

Coca Cola’s history can be traced back to a man called Asa Candler, who bought a specific formula from a pharmacist named Smith Pemberton. Two years later, Asa founded his business and started production of soft drinks based on the formula he had bought. From then, the company grew to become the biggest producers of soft drinks with more than five hundred brands sold and consumed in more than two hundred nations worldwide.

Although the company is said to be the biggest bottler of soft drinks, they do not bottle much. Instead, Coca Cola Company manufactures a syrup concentrate, which is bought by bottlers all over the world. This distribution system ensures the soft drink is bottled by these smaller firms according to the company’s standards and guidelines. Although this franchised method of distribution is the primary method of distribution, the mother company has a key bottler in America, Coca Cola Refreshments.

In addition to soft drinks, which are Coca Cola’s main products, the company also produces diet soft drinks. These are variations of the original soft drinks with improvements in nutritional value, and reductions in sugar content. Saccharin replaced industrial sugar in 1963 so that the drinks could appeal to health-conscious consumers. A major cause for concern was the inter product competition which saw some sales dwindle in some products in favor of others.

Coca Cola started diversifying its products during the First World War when ‘Fanta’ was introduced. During World War 1, the heads of Coca Cola in Nazi Germany decided to establish a new soft drink into the market. During the ongoing war, America’s promotion in Germany was not acceptable. Therefore, he decided to use a new name and ‘Fanta’ was born. The creation was successful and production continued even after the war. ‘Sprite’ followed soon after.

In the 1990’s, health concerns among consumers of soft drinks forced their manufactures to consider altering the energy content of these products. ‘Minute Maid’ Juices, ‘PowerAde’ sports drinks, and a few flavored teas variants were Coca Cola’s initial reactions to this new interest. Although most of these new products were well received, some did not perform as well. An example of such was Coca Cola classic, dubbed C2.

Coca Cola Company has been a successful company for more than a century. This can be attributed partly to the nature of its products since soft drinks will always appeal to people. In addition to this, Coca Cola has one of the best commercial and public relations programs in the world. The company’s products can be found on adverts in virtually every corner of the globe. This success has led to its support for a wide range of sporting activities. Soccer, baseball, ice hockey, athletics and basketball are some of these sports, where Coca Cola is involved

The Quality Management System at Coca Cola

It is very important that each product that Coca Cola produces is of a high quality standard to ensure that each product is exactly the same. This is important as the company wants to meet with customer requirements and expectations. With the brand having such a global presence, it is vital that these checks are continually consistent. The standardized bottle of Coca Cola has elements that need to be checked whilst on the production line to make sure that a high quality is being met. The most common checks include ingredients, packaging and distribution. Much of the testing being taken place is during the production process, as machines and a small team of employees monitor progress. It is the responsibility of all of Coca Colas staff to check quality from hygiene operators to product and packaging quality. This shows that these constant checks require staff to be on the lookout for problems and take responsibility for this, to ensure maintained quality.

Coca-cola uses inspection throughout its production process, especially in the testing of the Coca-Cola formula to ensure that each product meets specific requirements. Inspection is normally referred to as the sampling of a product after production in order to take corrective action to maintain the quality of products. Coca-Cola has incorporated this method into their organisational structure as it has the ability of eliminating mistakes and maintaining high quality standards, thus reducing the chance of product recall. It is also easy to implement and is cost effective.

Coca-cola uses both Quality Control (QC) and Quality Assurance (QA) throughout its production process. QC mainly focuses on the production line itself, whereas QA focuses on its entire operations process and related functions, addressing potential problems very quickly. In QC and QA, state of the art computers check all aspects of the production process, maintaining consistency and quality by checking the consistency of the formula, the creation of the bottle (blowing), fill levels of each bottle, labeling of each bottle, overall increasing the speed of production and quality checks, which ensures that product demands are met. QC and QA helps reduce the risk of defective products reaching a customer; problems are found and resolved in the production process, for example, bottles that are considered to be defective are placed in a waiting area for inspection. QA also focuses on the quality of supplied goods to Coca-cola, for example sugar, which is supplied by Tate and Lyle. Coca-cola informs that they have never had a problem with their suppliers. QA can also involve the training of staff ensuring that employees understand how to operate machinery. Coca-Cola ensures that all members of staff receive training prior to their employment, so that employees can operate machinery efficiently. Machinery is also under constant maintenance, which requires highly skilled engineers to fix problems, and help Coca-cola maintain high outputs.

Every bottle is also checked that it is at the correct fill level and has the correct label. This is done by a computer which every bottle passes through during the production process. Any faulty products are taken off the main production line. Should the quality control measures find any errors, the production line is frozen up to the last good check that was made. The Coca Cola bottling plant also checks the utilization level of each production line using a scorecard system. This shows the percentage of the line that is being utilized and allows managers to increase the production levels of a line if necessary.

Coca-Cola also uses Total Quality Management (TQM) , which involves the management of quality at every level of the organisation , including; suppliers, production, customers etc. This allows Coca-cola to retain/regain competitiveness to achieve increased customer satisfaction . Coca-cola uses this method to continuously improve the quality of their products. Teamwork is very important and Coca-cola ensures that every member of staff is involved in the production process, meaning that each employee understands their job/roles, thus improving morale and motivation , overall increasing productivity. TQM practices can also increase customer involvement as many organisations, including Coca-Cola relish the opportunity to receive feedback and information from their consumers. Overall, reducing waste and costs, provides Coca-cola with a competitive advantage .

The Production Process

Before production starts on the line cleaning quality tasks are performed to rinse internal pipelines, machines and equipment. This is often performed during a switch over of lines for example, changing Coke to Diet Coke to ensure that the taste is the same. This quality check is performed for both hygiene purposes and product quality. When these checks are performed the production process can begin.

Coca Cola uses a database system called Questar which enables them to perform checks on the line. For example, all materials are coded and each line is issued with a bill of materials before the process starts. This ensures that the correct materials are put on the line. This is a check that is designed to eliminate problems on the production line and is audited regularly. Without this system, product quality wouldn’t be assessed at this high level. Other quality checks on the line include packaging and carbonation which is monitored by an operator who notes down the values to ensure they are meeting standards.

To test product quality further lab technicians carry out over 2000 spot checks a day to ensure quality and consistency. This process can be prior to production or during production which can involve taking a sample of bottles off the production line. Quality tests include, the CO2 and sugar values, micro testing, packaging quality and cap tightness. These tests are designed so that total quality management ideas can be put forward. For example, one way in which Coca Cola has improved their production process is during the wrapping stage at the end of the line. The machine performed revolutions around the products wrapping it in plastic until the contents were secure. One initiative they adopted meant that one less revolution was needed. This idea however, did not impact on the quality of the packaging or the actual product therefore saving large amounts of money on packaging costs. This change has been beneficial to the organisation. Continuous improvement can also be used to adhere to environmental and social principles which the company has the responsibility to abide by. Continuous Improvement methods are sometimes easy to identify but could lead to a big changes within the organisation. The idea of continuous improvement is to reveal opportunities which could change the way something is performed. Any sources of waste, scrap or rework are potential projects which can be improved.

The successfulness of this system can be measured by assessing the consistency of the product quality. Coca Cola say that ‘Our Company’s Global Product Quality Index rating has consistently reached averages near 94 since 2007, with a 94.3 in 2010, while our Company Global Package Quality Index has steadily increased since 2007 to a 92.6 rating in 2010, our highest value to date’. This is an obvious indication this quality system is working well throughout the organisation. This increase of the index shows that the consistency of the products is being recognized by consumers.

Related posts:

• Case Study: The Coca-Cola Company Struggles with Ethical Crisis
• Case Study: Analysis of the Ethical Behavior of Coca Cola
• Case Study of Burger King: Achieving Competitive Advantage through Quality Management
• SWOT Analysis of Coca Cola
• Case Study: Marketing Strategy of Walt Disney Company
• Case Study of Papa John’s: Quality as a Core Business Strategy
• Case Study: Johnson & Johnson Company Analysis
• Case Study: Inventory Management Practices at Walmart
• Case Study: Analysis of Performance Management at British Petroleum
• Total Quality Management And Continuous Quality Improvement

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Implementation of Total Quality Management (TQM): Toyota Case Study

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• As a source of information (ensure proper referencing)
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• A new chapter on the emerging Theory of Constraints
• Expanded treatment of Process Management
• Eleven new readings
• Ten new cases
• Chapter examples of TQM at 12 Baldrige winning organizations
• End of chapter recommendations for further reading
• Revised and updated textual material
• The Varifilm case is retained as a comprehensive study that illustrates good and not so good practices. Each chapter contains an exercise which provides the reader with an opportunity to apply TQM principles to the practices illustrated in each case. Based on sound principles, this practical book is an excellent text for organizational development programs aimed at practitioners responsible for developing and implementing TQM programs in their own service or manufacturing organizations.

TABLE OF CONTENTS

Chapter 1 | 42  pages, introduction to total quality management, chapter 2 | 26  pages, chapter 3 | 28  pages, information and analysis, chapter 4 | 36  pages, strategic planning, chapter 5 | 28  pages, human resource focus, chapter 6 | 62  pages, process management, chapter 7 | 34  pages, customer and market focus, chapter 8 | 30  pages, benchmarking, chapter 9 | 36  pages, organizing for total quality management, chapter 10 | 38  pages, productivity, quality, and reengineering, chapter 11 | 34  pages, the cost of quality, chapter 12 | 36  pages, iso 9000 and iso 14000: universal standards of quality, chapter 13 | 36  pages, theory of constraints, chapter 14 | 68  pages, varifilm case study.

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Total Quality Management: Key Concepts and Case Studies

• Published 28 October 2016
• Engineering, Business

67 Citations

The evolution of quality management: a tribute to 50 notable contributors, do we need capabilities in our management system, six sigma: designing of a new product for an iso 9001 certified company, a study on the ishikawa's original basic tools of quality control in south american companies: results from a pilot survey and directions for further research, the integration of fmea with other problem solving tools: a review of enhancement opportunities, continuous improvement through kaizen management system: a case study, total quality management in the improvement of work environment - conditions of ergonomics, guidelines for the use of quality engineering tools to improve occupational safety. the case of polish construction companies, total quality management practices and corporate green performance: does organizational culture matter, implementation of continuous improvement cells: a case study from the civil infrastructure sector in the uk, related papers.

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Book description

Total Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable reference to both the novice and the more experienced individual.

Aspects of quality control that are widely utilized in practice are combined with those that are commonly referred to on University courses, and the latest developments in quality concepts are also presented. This book is an ideal quick reference for any manager, designer, engineer, or researcher interested in quality.

• Features two chapters on the latest ISO standards
• Includes an introduction to statistics to help the reader fully grasp content on statistical quality control
• Contains case studies that explore many TQM themes in real life situations

Table of contents

• Cover image
• Table of Contents
• About the Author
• Acknowledgments
• About the Book
• 1.1 What Is Quality?
• 1.2 Quality Definitions
• 1.3 Quotes on Quality
• 1.4 The Scale of Quality
• 1.5 The Paradigm of TQM
• 1.6 How can Effective TQM Change the Situation?
• 1.7 Quality of Design Versus Quality of Conformance
• 1.8 Changing Criteria of Quality
• 1.9 The Five Approaches to Quality
• 1.10 PDCA Cycle
• 1.11 When to Use the PDCA Cycle
• 1.12 Variations of PDCA Terminology
• 1.13 Deming’s Fourteen Points to Improve Quality
• 1.14 Deming System of Profound Knowledge
• 1.15 Juran Quality Trilogy
• 1.16 Conclusion
• 2.1 Introduction
• 2.2 The Historical Development of TQM
• 2.3 Quality Management in the Japanese Scenario
• 2.4 Post-Deming/Juran Quality Scenario
• 2.5 Conclusion
• 3.1 Wilfredo Pareto
• 3.2 Walter A. Shewhart
• 3.3 Edwards Deming
• 3.4 Joseph Juran
• 3.5 Armand Feigenbaum
• 3.6 Prasanta Chandra Mahalanobis
• 3.7 Shigeo Shingo
• 3.8 Taichi Ohno
• 3.9 Kaoru Ishikawa
• 3.10 Genichi Taguchi
• 3.11 Phillip B. Crosby
• 3.12 Yoshio Kondo
• 3.13 Shigeru Mizuno
• 3.14 Yoji Akao
• 3.15 Noriaki Kano
• 3.16 Masaaki Imai
• 3.17 Claus Möller
• 3.18 Blanton Godfrey
• 3.19 Clarence Irwing Lewis
• 3.20 David Garvin
• 3.21 Dorian Shainin
• 3.22 Edward de Bono
• 3.23 Eliyahu M. Goldratt
• 3.24 Eugene L. Grant
• 3.25 Bill Conway
• 3.26 Yasutoshi Washio
• Further Reading
• 4.1 What is Leadership?
• 4.2 Definitions for Leadership
• 4.3 Theories of Leadership
• 4.4 Leadership Categories
• 4.5 Leadership and Goal Setting
• 4.6 Characteristics of Quality Leaders
• 4.7 Warren Bennis Principles of Great Teams
• 4.8 The Seven Habits of Highly Effective Leaders
• 4.9 The Ten Commandments of cGMPs (Current Good Manufacturing Practices)
• 4.10 Fifty Insights for CEOs
• 4.11 Fifteen Thoughts of Chanakya
• 4.12 Wilkie’s Leadership Qualities
• 4.13 Leadership Responsibilities
• 4.14 Moral Leadership
• 4.15 Contributors for Moral Leadership
• 4.16 Role of Top Management in Quality Management
• 4.17 Leadership and Knowledge of Psychology
• 4.18 Case Studies on Leadership Qualities
• 4.19 Some Quotations on Leadership
• 4.20 Conclusion
• 5.1 TQM and Scientific Management
• 5.2 The Industrial Revolution
• 5.3 Evolution of Management Thinking
• 5.4 Phases of Growth of Management Thinking
• 5.5 Early Pioneers in Management Thinking– Pre-19th Century
• 5.6 Concepts of Scientific Management
• 5.7 Specific Aims of Scientific Management
• 5.8 Advantages of Scientific Management
• 5.9 Misconceptions of Scientific Management
• 5.10 Resistance to Scientific Management
• 5.11 Conclusion
• 6.1 Development of System Approach
• 6.2 What is a System?
• 6.3 Definition of a System
• 6.4 Types of Systems
• 6.5 Components of a System
• 6.6 Elements of Control in System Approach
• 6.7 Effect of Environment on the Systems
• 6.8 Open and Closed Systems
• 6.9 Systems and Subsystems
• 6.10 Relationship Between the Systems and Subsystems
• 6.11 Combination of Subsystems
• 6.12 The Management Cube
• 6.13 Planning Pyramid
• 6.14 Summary of the Features of Management as a System
• 6.15 Decision Theory
• 6.16 Problem Analysis and Decision-Making
• 6.17 Characteristics of Decision-Making
• 6.18 Situations Under Which Decisions are Taken
• 6.19 Classifications of Decisions
• 6.20 Different Approaches to Decision-Making
• 6.21 Bias in Decision-Making
• 6.22 Decision Tree
• 6.23 Systematic Decision-Making
• 6.24 Proper Management Decision and Proper Engineering Design
• 6.25 Conclusion
• 7.1 Introduction
• 7.2 Business Plans
• 7.3 Strategic Planning
• 7.4 Methodologies for Strategic Planning
• 7.5 Situational Analysis
• 7.6 Hoshin Kanri
• 7.7 Definitions of Strategic Planning
• 7.8 Strategic Planning Elements
• 7.9 Besterfield’s Seven Steps of Strategic Planning
• 7.10 Strategy Development and Strategy Deployment
• 7.11 Effectiveness of the Strategic Planning
• 7.12 The Four Perspectives for Translating Strategy into Operating Process
• 7.13 Quality Planning
• 7.14 Contingency Theory
• 7.15 Organizing for Strategic Planning
• 7.16 Leavitt's Diamond
• 7.17 Mission and Vision Statements
• 7.18 Caution in the Application of Strategic Planning
• 7.19 Conclusion
• 8.1 Introduction
• 8.2 Forces Leading to the Concept
• 8.3 The Categories of Quality Costs
• 8.4 Hidden Quality Costs
• 8.5 Cost of Lost Opportunities
• 8.6 Service Costs
• 8.7 Tangible and Intangible Costs
• 8.8 Visible Costs and Invisible Costs
• 8.9 Quality Cost Data
• 8.10 Case Studies on Research Done in the Area of Quality Costing
• 8.11 Suggested Model for Quality Costing
• 8.12 Sources for Collecting Quality Cost Data
• 8.13 Uses of Quality Cost Analysis
• 8.14 Pareto Principle
• 8.15 Quality Conformance Level
• 8.16 Top Management Role in Containing Quality Costs
• 8.17 Quality and Safety
• 8.18 Responsibility of Top Management for Product Safety
• 8.19 Case Study on Quality Cost
• 8.20 Conclusion
• 9.1 Why Organization?
• 9.2 What Needs to Be Organized in the Quality Function?
• 9.3 Principles of Organization
• 9.4 Classes of Organizational Structures
• 9.5 Organization for the Quality Function
• 9.6 Centralized Organization
• 9.7 Decentralized Organization
• 9.8 Matrix Type of Organization
• 9.9 Factors to Be Considered in Deciding the Manpower Requirement
• 9.10 Size and Type of an Organization
• 9.11 Conclusion
• 10.1 Sellers’ Market Versus Buyers’ Market
• 10.2 Customer is King
• 10.3 Position of the Customer in an Organization
• 10.4 Customer’s Perception of Quality
• 10.5 Types of Customers
• 10.6 Internal Customers
• 10.7 Customer Satisfaction
• 10.8 Customer Delight
• 10.9 Kano Model of Customer Satisfaction
• 10.10 American Customer Satisfaction Index
• 10.11 Customer Retention
• 10.12 Customer Loyalty
• 10.13 Factors for Establishing Loyal Customers
• 10.14 Customer Attrition
• 10.15 How Companies Lose Their Customers
• 10.16 Customer Surveys
• 10.17 Customer and Quality Service
• 10.18 The Key Elements of Service Quality
• 10.19 Customer Retention Versus Employee Morale
• 10.20 Action to be Taken to Handle Customer Complaints
• 10.21 Healthy Practices by Customer Focused Organizations
• 10.22 Customer Code of Ethics to be Followed
• 10.23 Recently Held International Quality Symposia
• 10.24 Conclusion
• 11.1 What is Total Employee Involvement?
• 11.2 Motivation
• 11.3 Employee Involvement Strategies
• 11.4 Teamwork
• 11.5 Empowerment
• 11.6 Participative Management
• 11.7 Effect of Worker Representation on Productivity
• 11.8 How to Successfully Implement a Change
• 11.9 Theodore Kinni’s Eight Tips for Achieving Motivated Workforce
• 11.10 Benefits of Employee Involvement
• 11.11 Role of Senior Management in Employee Involvement
• 11.12 Recognition and Rewards
• 11.13 Forms of Recognition and Rewards
• 11.14 Criteria for Effective Recognition of Employees
• 11.15 Advantages of Effective Rewarding Systems
• 11.16 Conclusion
• Appendix A Case Study on Worker Involvement
• 12.1 Introduction
• 12.2 Traditional Versus TQM Oriented Vendor Relations
• 12.3 Partnership Definition
• 12.4 Strategic Partnership
• 12.5 Principles of Customer/Supplier Relations
• 12.6 The Three Primary and Necessary Requirements for Partnering
• 12.7 Multiple Supplier Partnership
• 12.8 Advantages of Supplier Partnership
• 12.9 Supplier Selection
• 12.10 Vendor Rating
• 12.11 Criteria for Evaluation
• 12.12 The Partnership Indices
• 12.13 Supplier Certification
• 12.14 Benefits of Supplier Rating
• 12.15 Lean Inspection Through Supplier Partnership
• 12.16 Vendor Managed Inventory
• 12.17 Retailer Supplier Partnership
• 12.18 Impact of Supplier Partnership on Inventory Norms
• 12.19 Conclusion
• 13.1 Introduction
• 13.2 The Meaning of TPM
• 13.3 Evolution of TPM
• 13.4 Definitions of TPM
• 13.5 TPM is an Extension of TQM
• 13.6 TPM Starts With Cleaning
• 13.7 The Seven Types of Abnormalities
• 13.8 The Eight Pillars of TPM
• 13.9 The Five Zeros of TPM
• 13.10 Why Operatives Fail to Adapt TPM as a Way of Life?
• 13.11 What Can TPM Achieve?
• 13.12 Overall Equipment Effectiveness (OEE)
• 13.13 The Six Losses From Poor OEE
• 13.14 The Three Levels of Autonomous Maintenance in TPM
• 13.15 The Five Goals of TPM
• 13.16 Procedure for the Implementation of TPM
• 13.17 Maintenance Work Sampling
• 13.18 Conclusion
• Checklist for JIPE’s Productive Maintenance Excellence Award
• 14.1 Why Quality Awards?
• 14.2 International Quality Awards
• 14.3 International Quality Award Trio
• 14.4 Deming Application Prize
• 14.5 Malcolm Baldrige National Quality Award
• 14.6 European Quality Prizes
• 14.7 Australian Business Excellence Award
• 14.8 Canadian Award for Business Excellence (CABE)
• 14.9 Rajiv Gandhi National Quality Award
• 14.10 Golden Peacock National Quality Award
• 14.11 IMC-Ramakrishna Bajaj National Quality Award (IMCRBNQA)
• 14.12 China Quality Award
• 14.13 National Quality/Business Excellence Awards in Different Countries
• 14.14 Basic Differences Among the Award Trio
• 14.15 Conclusion
• Appendix 14.1 Recipients of Deming Application Prizes From 1998
• Appendix 14.2 Some International Awards Including Quality Awards
• Appendix 14.3 Recipients of Rajiv Gandhi National Quality Award
• Appendix 14.4 Recipients of NIQR Awards in 2014
• Appendix 14.5 Recipients of Golden Peacock Awards
• 15.1 What is a Quality Circle?
• 15.2 Origin of Quality Circles
• 15.3 The American Scenario
• 15.4 The Indian Scenario
• 15.5 Significance of Quality Circles
• 15.6 Objectives of Quality Circles
• 15.7 Nature of Problems That Can be Solved by Quality Circles
• 15.8 Ten Conditions for Successful Quality Circles
• 15.9 Road Map to be followed in a Quality Circle Meeting
• 15.10 Characteristics of an Effective Quality Circle Meeting
• 15.11 Structure of a Quality Circle
• 15.12 Conclusion
• 16.1 Definition of Statistics
• 16.2 Role of Statistics in Analysis
• 16.3 Limitation of Statistics
• 16.4 Elements of Statistical Techniques
• 16.5 Methods of Collecting Data
• 16.6 Data Classification
• 16.7 Data Presentation
• 16.8 Population Versus Sample
• 16.9 Attributes and Variables
• 16.10 Graphs
• 16.11 Single Dimensional Diagrams—Bar Charts
• 16.12 Innovative Graphs
• 16.13 Frequency Graphs
• 16.14 Ogive
• 16.15 “Z” Chart
• 16.16 Lorenz Curves
• 16.17 Frequency Distribution
• 16.18 Central Tendency
• 16.19 Measures of Central Tendency
• 16.20 Mean or an Average
• 16.21 Arithmetic Mean
• 16.22 Geometric Mean, Quadratic Mean, and Harmonic Mean
• 16.23 Median
• 16.25 Dispersion
• 16.26 Range
• 16.27 Mean Deviation
• 16.28 Standard Deviation
• 16.29 Skewness
• 16.30 Kurtosis
• 16.31 Conclusion
• 17.1 Correlation
• 17.2 Regression
• 17.3 Relation between Correlation and Regression
• 17.4 Sampling Theory
• 17.5 Probability
• 17.6 Laws of Probability
• 17.7 Conclusion
• 18.1 Statistical Process Control
• 18.2 Why Control Charts?
• 18.3 Reasons for Variations
• 18.4 Process Capability
• 18.5 Process Capability Index
• 18.6 One-Sided and Two-Sided Specifications
• 18.7 Taguchi Capability Index
• 18.8 Recommended Minimum Values of Cpk
• 18.9 Conclusion
• 19.1 Definitions of Inspection
• 19.2 Objectives of Inspection
• 19.3 Steps Involved in Inspection
• 19.4 Classifications of Inspection Methods
• 19.5 Source Inspection
• 19.6 Inward Inspection
• 19.7 Single and Double Sampling Inspection
• 19.8 In Process Inspection and Final Inspection
• 19.9 Tools of Inspection
• 19.10 Normal Jobs of a Quality Control Inspector
• 19.11 Requirements of an Inspector
• 19.12 Conclusion
• 20.1 Introduction
• 20.2 Check Sheets and Checklists
• 20.3 Histogram or Bar Graph
• 20.4 Scatter Diagram
• 20.5 Control Chart
• 20.6 Pareto Principle
• 20.7 Cause and Effect Diagram
• 20.8 Flow Charts
• 20.9 Conclusion
• Process Chart
• Outline Process Chart
• Flow Process Chart
• Flow Diagram
• 21.1 The Seven Traditional Tools of TQM
• 21.2 The Seven Modern TQM Tools
• 21.3 Affinity Diagram (KJ Method)
• 21.4 Interrelationship Diagraph
• 21.5 Tree Diagram
• 21.6 Prioritization Matrix
• 21.7 Process Decision Program Chart
• 21.8 Activity Network Diagram
• 21.9 Single Minute Exchange of Dies
• 21.9.3 Factors Stressed Upon by Shigeo Shingo, the Originator of SMED
• 21.10 Force Field Analysis
• 21.11 Criteria Rating Form
• 21.12 Models That Can be Used to Represent a Problem
• 21.13 Other Analytical Testing Methods for Safety
• 21.14 Conclusion
• 22.1 What is Kaizen?
• 22.2 Significance of Kaizen in Continuous Improvement
• 22.3 Why Continuous Improvement?
• 22.4 Some Illustrations of the Continuous Process Improvements
• 22.5 Kaizen is the Umbrella
• 22.6 Requirements for Continuous Improvement
• 22.7 Industrial Engineering Principles vs. Kaizen Principles
• 22.8 Importance of Creativity
• 22.9 Creative Methodology
• 22.10 The Principles of Creativity
• 22.11 Brainstorming
• 22.12 Six Thinking Hats
• 22.13 Primary and Secondary Questions
• 22.14 Develop
• 22.15 Define
• 22.16 Install
• 22.17 Maintain
• 22.18 Checklist for Operation Examination
• 22.19 Other Continuous Improvement Techniques
• 22.20 Case Studies on Kaizen Applications
• 22.21 Some Quotations on Change
• 22.22 Conclusion
• 23.1 Introduction
• 23.2 Explanation of the 5Ss
• 23.3 9-Step Procedure for Implementing 5S
• 23.4 5S Audit Sheet
• 23.5 An Easy Way of Remembering the 5S Terms
• 23.6 Conclusion
• 24.1 Introduction
• 24.2 Definitions of Six Sigma
• 24.3 History of Six Sigma
• 24.4 Required Skills for Black Belted Experts in Six Sigma
• 24.5 The Concept of Six Sigma in the Context of TQM
• 24.6 Origin of This Confusion Between Statistical 6σ and TQM Six Sigma
• 24.7 Six Sigma According to General Electric
• 24.8 The Values of the Defect Percentages
• 24.9 Methodologies for Six Sigma
• 24.10 DMAIC Methodology for Six Sigma
• 24.11 DMADV
• 24.12 Detailed Methodology of DMAIC
• 24.13 Organizing for Six Sigma
• 24.14 Software Used for Six Sigma
• 24.15 The Case Study of Mumbai Dabbawalas
• 24.16 Conclusion
• 25.1 What is Lean Management?
• 25.2 Components of Lean Management
• 25.3 Definitions on Lean Management
• 25.4 Evolution of Lean Concept
• 25.5 The House of Lean Management
• 25.6 What can Lean Management Achieve?
• 25.7 Increased Reliability with Lean Management
• 25.8 The Eight Losses in Manufacturing Leading to Lean Management
• 25.9 The 5 Key Drivers in Lean Management System
• 25.10 The 8 Ps of Lean Thinking
• 25.11 Lean Enterprise Implementation Processes and Tools
• 25.12 Road Map for Lean Management
• 25.13 Illustration of a Pit Shop Maintenance Situation
• 25.14 Conclusion
• 26.1 Uncertainties During Development
• 26.2 Failure Modes and Effects Analysis
• 26.3 History of the Development of FMEA
• 26.4 Multiple Causes and Effects Involved in FMEA
• 26.5 Types of FMEA’s
• 26.6 When to Use FMEA
• 26.7 Basic Terms of Reference in FMEA
• 26.8 Risk Priority Number
• 26.9 Procedure for FMEA
• 26.10 Responsibility for Action
• 26.11 Benefits of FMEA
• 26.12 FMEA Software
• 26.13 Conclusion
• 27.1 Functional Reliability
• 27.2 General Causes for Poor Reliability
• 27.3 Distinguishing Between Quality and Reliability
• 27.4 What is RBM?
• 27.5 Bath Tub Characteristics
• 27.6 Basics of RBM
• 27.7 Principles of Reliability Engineering
• 27.8 House of Reliability
• 27.9 Types of Failures
• 27.10 Severity of Failures
• 27.11 Statistical Distribution Curves of Failures
• 27.12 Probability Density Function
• 27.13 Procedure of Establishing Reliability Based Product Quality
• 27.14 Reliability Prediction
• 27.15 Monte Carlo Simulation
• 27.16 Markov Analysis
• 27.17 Conclusion
• 28.1 History of Business Process Reengineering
• 28.2 Definitions of Business Process Reengineering
• 28.3 Business Process Reengineering as a TQM Technique
• 28.4 The Role of Information Technology
• 28.5 Methodology for BPR (Fig. 28.1)
• 28.6 Process Reengineering Life Cycle Approach for BPR
• 28.7 Criticism Against BPR
• 28.8 Satisfactory Underperformance
• 28.9 The Sweet and Sour Cycle
• 28.10 Business Process Management
• 28.11 Conclusion
• 29.1 What is Benchmarking?
• 29.2 Definitions for Benchmarking
• 29.3 Types of Benchmarking
• 29.4 Some of the Parameters That Can be Benchmarked
• 29.5 General Concept of Benchmarking
• 29.6 Phases of Benchmarking
• 29.7 Stage of Benchmarking
• 29.8 Different Approaches to Benchmarking
• 29.9 Tips for the Consultants
• 29.10 Costs of Benchmarking
• 29.11 Advantages of Benchmarking
• 29.12 Limitations of Benchmarking
• 29.13 Professional Associations and Institutions Exclusively for Benchmarking
• 29.14 Conclusion
• 30.1 Why Quality Function Deployment?
• 30.2 Definitions of QFD
• 30.3 History of QFD
• 30.4 Issues That Would be Addressed by QFD
• 30.5 The Four Phases of QFD
• 30.6 Building a House of Quality
• 30.7 Voice of the Customer
• 30.8 Voice of the Organization
• 30.9 Framework for House of Quality
• 30.10 Building Up of House of Quality
• 30.11 Procedure for QFD
• 30.12 Benefits of QFD
• 30.13 Conclusion
• 31.1 What is Quality Loss?
• 31.2 Precision vs. Accuracy
• 31.3 History of the Development of the Concept of the Loss Function
• 31.4 Taguchi Philosophy
• 31.5 Quality Loss Function
• 31.6 Off-Line Quality Control Rule for Manufacturing
• 31.7 Design of Experiments
• 31.8 Robustification
• 31.9 Noise Variables
• 31.10 Case Study
• 31.11 Conclusion
• 32.1 Design for Quality
• 32.2 Design for Six Sigma
• 32.3 Acronyms for Methodologies Akin to DMAIC
• 32.5 Scope of DFSS
• 32.6 Six Sigma Versus DFSS
• 32.7 Benefits of DFSS
• 32.8 Conclusion
• 33.1 What is Value Engineering?
• 33.2 Definitions of Value Engineering
• 33.3 History of Value Engineering
• 33.4 What is Value?
• 33.5 Value Analysis
• 33.6 Objectives of Value Engineering
• 33.7 Typical Benefits of Value Engineering Projects
• 33.8 Functions of a Product as the Customer Wants It
• 33.9 Functional Value of a Product Versus Other Values
• 33.10 Methodology of Value Engineering
• 33.11 Function Analysis System Technique
• 33.12 Case Study
• 33.13 Conclusion
• 34.1 Need for Quality Management Systems
• 34.2 International Organization for Standardization
• 34.3 ISO 9000 Series of Quality Standards
• 34.4 Evolution of ISO 9000 Family of Standards
• 34.5 ISO/TS16949
• 34.6 QS-9000 Series
• 34.7 Requirements as Specified by ISO 9000
• 34.8 Bureau of Indian Standards
• 34.9 Vision and Mission Statement
• 34.10 Mission Statement
• 34.11 Objectives, Goals, and Action Plans
• 34.12 SOP—Standard Operating Procedures
• 34.13 Specific Features of ISO 9004
• 34.14 Steps to be Followed for Getting ISO Certification
• 34.15 Benefits of ISO 9001-2000 and TS 16949 Quality Systems
• 34.16 ISO 9000:2005
• 34.17 2015 Revision of ISO 9000 Series
• 34.18 The Six Stages of the Release of the 2015 Revision
• 34.19 Revision of ISO 9000 in 2015
• 34.20 Conclusion
• 35.1 Introduction
• 35.2 Evolution of the ISO Standards on Environmental Issues
• 35.3 Global Environmental Issues
• 35.4 Magna Carta on Environment
• 35.5 International Initiatives on Environmental Issues
• 35.6 Evolution of ISO 14000 Series
• 35.7 Water Footprint
• 35.8 The Benefits of ISO 14000
• 35.9 Engineer’s Role in Environment Protection
• 35.10 Principles of Green Design
• 35.11 Basic Approaches for Resolving Environmental Problems
• 35.12 Guidelines for Social Responsibility
• 35.13 5 Rs of Wastage Utilization
• 35.14 Conclusion
• 36.1 Introduction
• 36.2 Some of the Terminologies Cited in This Chapter
• 36.3 History of Development of Japanese Management Practices
• 36.4 Quality Circles
• 36.5 Kaizen
• 36.6 GenchiGenbutsuGenjitsu
• 36.7 Monozukuri and Hitozukuri
• 36.8 Nemawashi
• 36.9 Heijunka
• 36.10 3 Mu Checklists
• 36.11 Four Wives and one Husband
• 36.13 5 Management Objectives of Factory Management
• 36.14 5 Zus
• 36.15 Poka Yoke
• 36.16 Andon and Hanedashi
• 36.17 Jidhoka
• 36.18 ChakuChaku
• 36.20 Six Sigma
• 36.21 Gemba Walk
• 36.22 WarusaKagen
• 36.23 Single Minute Exchange of Die
• 36.24 Just in Time
• 36.25 Kanban
• 36.26 HoshinKanri
• 36.27 NichijoKanri
• 36.29 Total Productive Maintenance
• 36.30 Pecha-kucha
• 36.31 DakaraNani
• 36.32 Kanso, Shizen, and Shibumi
• 36.33 OkyaKusoma
• 36.34 Conclusion
• 1 Anna University – BE (MECH/PROD) - GE 406 - Total Quality Management
• 2 Anna University for MBA - GE2022 - Total Quality Management
• 3 Jawaharlal Nehru Technological University – Hyderabad
• 4 Visvesvaraya Technological University, Belgaum - 06IM72 Total Quality Management
• 5 Pune University - 406D - Quality Management
• 6 Sivaji Univ. Kolhapur, BE MECH, Total Quality Management
• 7 Uttar Pradesh Technical University - EME-041: Total Quality Management
• 8 M.J.P. Rohilkhand University, Bareilly: MBA(GEN.) CN-405 Total Quality Management
• 9 VTU - Total Quality Management
• 10 Mahatma Gandhi University, Meghalaya
• 11 West Bengal University - ME 821: Total Quality Management
• 12 Madras University for Master of Business Administration
• 13 Tamil Nadu Open University MBA - MSP 61 - Total Quality Management Paper
• 14 Indian Institute of Plant Engineers - Diploma in Plant Engineering & Management
• 15 Middle East Technical University
• 16 Prince Sultan University
• 17 St. Martin University, Washington State
• 18 University of Kokybės Vadybos (Lithuanian University)
• 19 University of Hradec Kralove & University of Pardubice (Czechoslovakia)
• 20 Cork Institute of Technology
• 21 A. AU & BPGTQM as a Course with 3 Quality Related Papers
• 22 B QE 9112 Total Quality Management
• 23 C QE 9122 Quality by Design
• Bibliography

Product information

• Title: Total Quality Management
• Author(s): D.R. Kiran
• Release date: October 2016
• Publisher(s): Butterworth-Heinemann
• ISBN: 9780128110362

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International Journal of Quality & Reliability Management

ISSN : 0265-671X

Article publication date: 1 May 1993

Most quality professionals recommend a core set of attributes as the nucleus of any quality improvement process. These attributes include: (1) clarifying job expectations; (2) setting quality standards; (3) measuring quality improvement; (4) effective super‐vision; (5) listening by management; (6) feedback by management; and (7) effective training. Based on a survey of employees at a medium‐sized manufacturing firm in the United States, it was found that management philosophy and actions can undermine even a proven total quality management (TQM) programme. For the many firms which hire outside consultants to set up a TQM programme, makes recommendations to management to ensure its successful implementation.

• MANAGEMENT PHILOSOPHY
• QUALITY ASSURANCE
• QUALITY MANAGEMENT

Longenecker, C.O. and Scazzero, J.A. (1993), "Total Quality Management from Theory to Practice: A Case Study", International Journal of Quality & Reliability Management , Vol. 10 No. 5. https://doi.org/10.1108/02656719310040114

Copyright © 1993, MCB UP Limited

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Case Study: The Implementation of Total Quality Management at the Charleston VA Medical Center's Dental Service

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Barry L. Matthews, Case Study: The Implementation of Total Quality Management at the Charleston VA Medical Center's Dental Service, Military Medicine , Volume 157, Issue 1, January 1992, Pages 21–24, https://doi.org/10.1093/milmed/157.1.21

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Total Quality Management (TQM) is an evolving management philosophy which has recently been introduced to the health care industry. TQM requires the use of a continuous process improvement methodology for delivered services. It was implemented at Charleston VAMC's Dental Service as a study to determine its effectiveness at the grassroots level. A modified Quality Circle was established within the clinical service under the guidance of Dr. Edward Deming's 14 principles. Top management support was not present. Many lessons were learned as process improvements were made. The overall success was limited due to the inability to address interdepartment process problems.

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Total quality management : key concepts and case studies

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• Chapter 1: Total Quality Management: An Overview
• Chapter 2: Evolution of Total Quality Management
• Chapter 3: Quality Gurus
• Chapter 4: Leadership and TQM
• Chapter 5: Scientific Management
• Chapter 6: System Approach to Management Theory
• Chapter 7: Strategic Planning
• Chapter 8: Cost of Quality
• Chapter 9: Organization for TQM
• Chapter 10: Customer Satisfaction
• Chapter 11: Total Employee Involvement
• Chapter 12: Supplier Partnership
• Chapter 13: Total Productive Maintenance
• Chapter 14: Quality Awards
• Chapter 15: Quality Circles
• Chapter 16: Fundamentals of Statistics- Part I
• Chapter 17: Fundamentals of Statistics- Part II
• Chapter 18: Process Capability
• Chapter 19: Inward Inspection
• Chapter 20: Seven Traditional Tools of TQM
• Chapter 21: The Seven Modern Tools of TQM
• Chapter 22: Kaizen and Continuous Improvement
• Chapter 23: 5S
• Chapter 24: Six Sigma
• Chapter 25: Lean Management
• Chapter 26: Failure Modes and Effects Analysis
• Chapter 27: Reliability Engineering
• Chapter 28: Business Process Reengineering
• Chapter 29: Benchmarking
• Chapter 30: Quality Function Deployment
• Chapter 31: Quality Loss Function
• Chapter 32: Design for Quality
• Chapter 33: Value Engineering
• Chapter 34: ISO 9000 Quality Systems
• Chapter 35: ISO 14000 Quality Systems
• Chapter 36: Terminology Used in Japanese Management Practices.
• (source: Nielsen Book Data)

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Organizational approach to Total Quality Management: a case study

Related Papers

Afizan Amer

Management Science Letters

Yuni Pambreni

Assoc. Prof. Cross Ogohi Daniel

This study came to examine the impact of Total Quality management (TQM) as instrument in achieving on the organisational performance. TQM is defined as a policy that essentially aimed at establish and deliver high quality products and services that cover all their client's demands and achieve a high level of customer satisfaction. Total Quality Management (TQM) is a management is an administrative approach for firms focused on quality, in light of the cooperation and every individuals and aims at long haul accomplishment through consumer's loyalty and advantages to all individuals from the associations and society. The impact of many organisations failure to properly implement TQM by all administration level, challenges the organisation ability to organise frequent employee training have been a big problem. This research work attempt to find out the effect of TQM execution in the board inclusion, challenges disturbing the usages, impact of employee training and TQM standard application to the accomplishment of organisational goal. The key discoveries demonstrated that rehearsing TQM but it is yet to implement it to the highest level of subscribing to a quality reward system. The implementation of TQM is at the quality assurance level. It was discovered that administration inactions undermined initiative promise to quality and rendered TQM rehearsal insufficient. It is through questionnaires method and oral interview that data are collected from the aforementioned organisations. References were made to journals, related books, internet the aforementioned organization concurred that TQM have in hierarchical execution.

Proceedings on Engineering Sciences

Mohd Fazli Mohd Sam

Quality involved offering products that were superior to customers. The growing competition in the globalized world made every industry as well as organizations did their best to survive by finding ways to be at competitive advantage over their rivals. As a result, people viewed quality in relation to different criteria based on the roles in the production-service value chain. The aim of the study was to determine the application of Total Quality Management (TQM) in the improvement of organizational performance working towards its success by investigating a link between performance and TQM principles that centered on customer satisfaction, process orientation and continuous improvement. An analysis using literature review of individual dimension and unique contribution of each to organizational performance has been made. The role of managers to implement TQM principles and practices has been analyzed as well as factors contributing to failures as a check list of what managers must avoid in order to implement TQM effectively. Qualitative research technique utilizing secondary data collection from empirical studies and literature reviews has been used in the study. The outcome of the research serves as a guide to policy makers as they are doing continuous improvement initiatives on the organizations.

Proceedings of International Conference on Business Management

Dr. S.T.W.S. Yapa

Present-day customers are very conscious of the quality of products and services. They are ready to pay a higher price for a quality product or service. A company that meets such demands gains a competitive advantage in the market over its competitors. One of the best approaches to address this challenge is the implementation of Total Quality Management (TQM). TQM, a systematic management approach and a journey to meet competitive and technological challenges, has been accepted by both service and manufacturing organizations globally. It is commonly agreed that by adopting TQM, the overall effectiveness and performance of organizations can be improved. Despite TQM offers numerous benefits, it is not an easy task to implement it. It is generally experienced that implementation of TQM is hard and painful due to certain barriers that inhibit the successful implementation of TQM. Understanding the factors that are likely to obstruct TQM implementation enables managers to develop more ef...

International Public Management Journal

Teddy Lian Kok Fei , Hal Rainey

This research highlights the factors that have contributed to the implementation and impact of Total Quality Management (TQM) in Malaysian government agencies and to compare agencies that have won quality awards to those that have not.

Quality and Quantity

Ahamad Bahari

Maged Awwad

In the current market economy, companies are constantly struggling to achieve a sustained competitive advantage that will enable them to improve performance, which results in increased competitiveness, and of course, profit. Among the few competitive advantages that can become sustainable competitive advantages, quality plays a crucial role. Recent research shows that about 90% of buyers in the international market, consider quality as having at least equal importance with price in making the decision to purchase. In the opinion of some specialists in economic theory and practice, total quality refers to the holistic approach of quality, which actually means, addressing all aspects of economic and social development and technical of quality. Thus, the holistic approach of quality at organisation-wide involves procedural approach of quality, in this respect, the study focuses on this type of quality approach, i.e. the procedural approach, taking into account the strategic aspects of the continuous improvement of quality, which means in fact, the quality management. Total Quality Management is seen as a way to transform the economies of some countries to be more competitive than others. However, Total Quality Management brings not and will not produce results overnight, it is not a panacea for all the problems facing the organization. Total Quality Management requires a change in organizational culture, which must focus on meeting customer expectations and increasing the involvement of all employees to meet this objective, as an expression of the ethics of continuous improvement. In general, research on quality aiming identify why an organization should adopt the principles of total quality management, but attempts to identify the failing companies' attempts to implement total quality management principles are not so visible. Concerns companies to introduce quality management systems are becoming more pronounced, therefore, in this study we try to identify and present the main reasons that prevent achieving quality and implementation of total quality management system, in other words, we are interested in identify barriers to implementation and development of a quality management system.

Aliza Ramli

Haile Shitahun Mengistie

The main purpose of this paper was to investigate the effect of Total Quality Management practices on organizational performance the case of Bahir Dar Textile SC. It adopted an explanatory research design. The sample size of 71 respondents was drawn using stratified random sampling technique. The study findings of correlation analysis showed that all constructs of total quality management (customer focus, employee's empowerment, top management commitment, continuous empowerment, supplier quality management, process approach) were positively and significantly affect organizational performance. The findings of the multiple regressions analysis showed that the observed changes in organizational performance attributed by the elements of total quality management practice is 49.4% (adjusted r2=.494). The study also reveals from six major elements of total quality management practices, customer focus, top management commitment, continuous improvement, employee's empowerment, and supplier quality management has a positive effect on organizational performance, while process approach doesn't have a significant effect.

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