This paper is an attempt to explore the ideas of W. E. Deming regarding quality management. The paper would then apply those ideas to a company for their better understanding and application. In the last part, the paper would attempt to present a critical analysis of Deming’s theories in light of the recent developments in the field of quality management. …
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Japanese remember him as their hero and the father of their post world war revolution. In fact, much of the industrial boom that Japanese manufacturers witnessed after the Second World War was due to the application of the concepts taught by Sir William Edwards Deming. The Japanese industrial leaders invited Deming to their country and in less than four years, the impact was visible. In the next couple of decades, Japanese products were everywhere in the American markets (Neave, pp. 219-222, 1990). These products were better in terms of quality and much cheaper as compared to their American substitutes. Despite the fact that he remained in the headlines in Japan but in his country of origin, the man was running a slow consultancy business. Managers and CEOs were skeptical of his ideas since they were staunch followers of Taylorism. However, in 1980, NBC made a documentary with the title of “If Japan can…why can’t we?” It became almost impossible for the business world to avoid him anymore. From 1981 to 1993, he gave more than 250 four-day seminars where he explained. When he died at the age of 93, his ideas were still far from gaining the publicity and respect that he deserves. Even today, his ideas are gaining prominence and they remain the basis of many researches, studies, and theories. (Bauer, Duffy & Westcott, pp. 85-89, 2006). This paper is an attempt to explore the ideas of W. E. Deming regarding quality management. The paper would then apply those ideas to a company for their better understanding and application. In the last part, the paper would attempt to present a critical analysis of Deming’s theories in light of the recent developments in the field of quality management. Discussion Deming’s approach to Quality Management Much of Deming’s teachings can be summarized with his classical fourteen points from his book, Quality, Productivity, and Competitive Position, which was renamed Out of the Crisis in 1986. Deming never used the term “total quality management” within his fourteen points, however, observers and experts agree that with his fourteen points, a new era began in the field of management, which is now known as Total Quality Management. Interestingly, Deming did not put great emphasis on quality but his central focus was on management and management styles. Following are Deming’s fourteen points: 1. “Create constancy of purpose towards improvement of product and service, with the aim to become competitive, stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by creating quality into the product in the first place. 4. End the practice of awarding business based on price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The aim of leadership should be to help people, machines, and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers. 8. Drive out fear so that everyone may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels of productivity. 11. Eliminate work standards (quotas) on the factory floor. Substitute
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It is explained that when a customer complaint appears managers often decide ‘to improve internal operations’ (Campanella 17). In this way, it is expected that quality of product/ service will be increased, so that customer is satisfied. However, this practice can lead to the following implication: operational costs are increased and ‘the potential for profit is decreased’ (Campanella 17).
373). According to Pfau (1989) TQM is an approach towards improving the quality of services and goods on a continuous basis which involves participation of individuals at every functional level of an organisation. This study deals with the TQM practices followed at Toyota and how they manage to improve the quality of their products along with all the associated business activities.
Moreover, enterprises were not way about the quality of service they delivered. However, the authors note that this has drastically changed as organizations have become increasingly adaptive in offering both tangible products and services that are globally competitive through TQM techniques.
Technical Development 10 3.3. Marketing the Product 12 Figure 1: Diagrammatic Representation of the Operational Process of Chevrolet 13 Section 4 – Literature review: TQM 14 4.1. Process/ Prevention 15 4.2. Training and Education 15 4.3. Empowerment/ Organisation 15 4.4.
In fact, many studies reveal that to many, organizations, goals are just one and the same as the performance of the organization itself. It therefore becomes more challenging to realize set goals, thus the need for some frameworks through which the realization of set goals; short term as well as the long term goals may be evaluated (Ordonez et al, 2009, p.1-5).
Total quality describes the culture, attitude and organizational structure of a company that strives to provide customers with products and services that fully satisfy their needs. This culture requires quality in all aspects of a company’s operations, harnessing processes that do it right the first time and eliminate all defects.
Wang (1996) refers to TQM as an important methodology to integrate lateral functions and implement best practices. Implementation of such a plan on a continuous basis allows the business process to remain fresh, innovative
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The author states that an important aspect of TQM is Team building. It allows organizational employees to coordinate and communicate. In addition, it helps to educate and guide employees in providing a wide level of flexibility and agility for their business environment. It also facilitates organizations to function with effectiveness and efficiency.
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