Advantages of TQM
Encourages a strategic
approach to management at the operational level through involving
multiple departments in cross-functional improvements and
Provides high return on investment
Works equally well for service and manufacturing sectors
Allows organizations to take advantage of developments that enable
managing operations as cross-functional processes
Fits an orientation toward inter-organizational collaboration and
through establishing a culture of collaboration among different
departments within organization
Continuous Improvement Firm (CIF)
different perspectives of the same phenomenon
The TQM Perspective – the
beliefs and practices required of management to bring about and
continuous improvement firm (CIF).
The CIF Perspective – the
organization itself in all its integrity, full-blown, operating and
practicing the total quality management (TQM) approaches.
Lack of long-term commitment and
Lack of cross-functional,
Misdirected focus – emphasis on the trivial many problems facing the
company rather than a critical few
Emphasis on internal processes to the neglect of external -
Lack of focus in training and
Lack of cost-of-quality measurement, performance reporting, and
reward/formal recognition systems
Emphasis on quick fixes and low-level reforms, short-term performance
at the expense of long-term improvements
Rules for Quality Management
Main Difference Between
TQM and Six Sigma
"Quality is everyone's responsibility."
TQM refers to an
integrated approach by management to focus all functions and levels of an
organization on quality and
continuous improvement. Over the years TQM has become very important for
improving a firm's process capabilities in order to achieve fit and sustain
competitive advantages. TQM focuses on encouraging a continuous flow of
incremental improvements from the bottom of the organization's hierarchy. TQM is
not a complete solution formula as viewed by many
not solve managerial problems, but a lasting commitment to the process of
The Main Driving Force
The main driving force of TQM is
Customer Success 360
Point's Plan for TQM
Create constancy of purpose toward improvement of the product
and service so as to
stay in business and provide jobs.
Adopt the new philosophy. We are in a new economic age. We no
longer need live with commonly accepted levels of delay,
mistake, defective material and defective workmanship.
Cease dependence on mass inspection; require, instead,
statistical evidence that quality is built in...
TQM Slogans at Pentel
Pentel is a Japanese firm manufacturing stationary
products. The following is a list of 14 Pentel's slogans for explaining Total
Quick and Easy Kaizen
philosophy to its employees.
Implementation of Kaizen Strategy: 7 Conditions
One of the most difficult aspects of
introducing and implementing
strategy is assuring its continuity.
When a company introduces something new,
quality circles, or total quality management (TQM), it experiences
some initial success, but soon such success disappear like fireworks on
summer night and after a while nothing is left, and management keeps
looking for a new flavor of the month.
This if because the company lacks the first
three most important conditions for the successful introduction and
implementation of Kaizen strategy...
With TQM quality is not the product but the process. To institute the
process, corporate trainers must bring about a
cultural transformation wherein all
employees shed their individualism for a unified set of
TQM was the brainchild
W. Edward Deming. TQM helped
Japan with its postwar economic
recovery. That was because it meshed with Japanese culture...
8 Best Practices of Successful Companies
Be the Best Possible
10 Tips by
Ten3 NZ Ltd.
Quality is not just product related.
Quality is not just the product; it's a combination of the product and
"add-ons," i.e. packaging, availability, convenience of use and value
adding customer service, etc. The same applies to you in the
employment market. Possessing a tertiary qualification may only get you
50% of the way towards being internally promoted or externally employed.
The other 50% will depend upon what your acquired "add-ons" are, i.e.
what makes you more valuable than your competitor in the mind of
potential employers/customers. Ask yourself "what value adding
skills have I acquired and applied to my work within the past 2 years
that demonstrate skill flexibility, continuing career development and
quality as an employee?"...
Three Stages of the Suggestion
1. Encouragement. In the first stage,
management should make every effort to help the workers
no matter how primitive, for the
betterment of the worker's job and the workshop. This will help the workers
look at the way they are doing their jobs...
10 Rules for Building a
the Founder of Wall-Mart advises:
to everyone in your company and figure out ways to get them talking. The
folks on the front lines
the ones who actually talk to the customer
are the only ones who really know what's going on out there. You'd better
find out what they know. This really is what total quality is all about. To
push responsibility down in your organization, and to
force good ideas to
bubble up within it, you must listen to what your associates are trying
to tell you."
TPS-Lean Six Sigma
TPS-Lean Six Sigma is like a ‘turbo-charged’ Lean Six Sigma program.
TPS-Lean Six Sigma is a revolutionary, holistic
concept. It actively has human capital embedded in Lean Six Sigma in a
manner that not only stimulates commitment, integrity, work-life
enjoyment at work
employee engagement but also stimulates individual and team learning in
order to develop a motivated workforce and sustainable
performance improvement and quality
enhancement for the organization...
Cross-functional management (CFM)
manages business processes across the traditional boundaries of the
functional areas. CFM relates to coordinating and
the activities of different units for realizing the superordinate
cross-functional goals and policy deployment. It is concerned with
building a better system for achieving such cross-functional goals as
quality, cost, and delivery.
In Total Quality Management (TQM) and
Kaizen, the cross-functional goals of QCD (Quality, Cost, Delivery) are
clearly defined as superior to such line functions as planning, design,
production and sales...