TQM Essay Research Paper Total Quality ManagementA

TQM Essay, Research Paper

Total Quality Management

A major element in world market competition is quality. During the 1970.s

and 1980.s, the Japanese and their U.S. companies demonstrated that high

quality is achievable at lower costs and greater customer satisfaction. It was

the result of using the management principles of total quality management (TQM).

U.S. companies have demonstrated that such achievements are possible using TQM

as a way to manage. Such companies also found that they were recognized with

everyone pulling in the same direction. Improvement had become a way of life.

Before the 1980.s, U.S. management was broadly successful. Prior to that, the

dominant management model was that of the autocrat. Management, primarily senior

management, decided how the business was to operate, including what the policies

and objectives were; how it was organized; what jobs were established; and how

they should be done. It was an unquestioned axiom that if everyone did what the

upper management required, the business would be successful. Organizations are

composed of managers and the people who follow them. People respond strongly to

leadership expectations and rewards. If they are given little power in their

jobs, they will little interest in improving themselves. If leaders exhort the

members for better output but reward (promotions, bonuses, recognition) for

mostly highly output, they get the behavior they desired. Quantity over quality

has been a common management philosophy in the United States.

The first step in implementing total quality management requires an

upper-management change in both philosophy and behavior. Managers must adopt the

objectives of customer satisfaction and continuous improvement. They must

implement the change to achieve these objectives through their personal and

continuous involvement and in the reeducation of everyone in the organization in

TQM principles and practices. The past philosophy of management can work

reasonably well if a company dominates the world market. When markets become

complex and worldwide with stronger competitors, a new model is needed. Asian

and some United States companies have demonstrated that there is a more

effective way to manage, quite different from the autocratic model. It is

employee involvement in quality improvement. These companies also introduce high

quality at lower cost as a competitive element, thereby changing the competitive

equation for everyone. Total quality management is a way to continuously improve

performance at every level of operation, in every functional area of the

organization, using all available human and capital resources. Improvement is

addressed toward satisfying board goals such as cost, quality, market, share,

schedule, and growth. In an ongoing effort, it demands commitment and

discipline. The quality management process includes the integration of all

employees, suppliers, and customers within the corporate environment.

Total quality management embraces two underlying tenets. First, quality

management is a capability which inherent in your employees. Second, quality

management is a controllable process, not an accidental one. The idea of an

integrated, human-oriented system approach to management, was successfully used

by W. Edwards Deming in the 1950.s. Deming told the Japanese that they could

become world-class leaders if they followed his approach. He proposed a system

that would change the philosophy of management in many ways. Today, this system

is the pillar of the total quality management philosophy. There are fourteen

functional elements to the TQM philosophy. Here are a few of them.

Organizational vision provides the framework that guides a firm.s believes

and values. The idea of the corporate vision should be a simple, one sentence

guide or motto that every employee knows, and more important, believes. If well

crafted, the vision statement can serve through a torrent of change in product

and service technology. The strategic vision needs to consider both the external

customer and the employees, but should lack a defining or differentiating phrase

between them. For example, General Motors provides all employees a card with it.s

strategic vision, including a cause and effect diagram that indicates the

importance of teamwork. Simply stating a vision is not enough. It needs to be

demonstrated by the actions of the executives, managers, superiors, foremen, and

individuals. It should be done continuously in all their actions and

initiatives. Moreover, deliberation must be exercised in developing these goals

and strategies. They must reflect the values and culture of the work force.

While top-management commitment is essential, managers should realize when to

lead and when to get out of the way. In a sense, quality management is

management from the bottom up. An atmosphere

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