• A culture of sustained continuous improvement focusing on eliminating waste in all system and organization
The Key elements of TQM
Philosophy: waste reduction through continuous improvement
or ‘incremental change’ • On the believe that the individual
workers know more about their own jobs than anyone else (encourage employees to improve)
The approach of ‘Kaizen’
• Quality links directly with productivity (fewer defects, fewer resources)
• Higher quality maintains customer loyalty
The International Organization for Standardisation (ISO)
Look at way of saving time and reducing wastes
Kaizen as a culture
• It is a business strategy which involves everyone in an organisation
• To make improvement without largescale capital investments
Criticism about TQM
“ Total quality cannot be ‘managed’ in the
traditional, i.e. supervise and control, sense of the word because it involves factors such as commitment, purpose, vision and trust that are not amenable to mechanistic prescription. Quality can, and must be. Total quality, however, must be encouraged to evolve”
Analyse every part of a process down to the smallest details
See how every part of the process can be improved
Look at how employees actions can be imprgement
Quality Management
December 2010
Outlines
Organisational control and effectiveness Understand the concept of ‘quality’ Importance of quality control Total Quality Management (TQM) ‘Kaizen’
Definition of quality
Quality reflects features of a product or service that enable it to satisfy customers’ needs
The successful organisation should as a matter of policy be constantly seeking opportunities to improve the quality of its products and services
Thomas, B. (1995:185) The Human Dimension of Quality McGraw-Hill.
Criticism about TQM
“Clearly, ‘total quality management’ offers some
new ideas. Whether these ideas have proved successful is unclear … moreover, much depends upon how success is measured. Different measures can suggest different conclusions’”
Managing Quality in International Business
• Increasing importance of quality for international business
• A company has poor reputation for quality is unlike to succeed in international markets (e.g. Samsung and the LG Group have had some difficulties competing in EU)
Why control?
Any organisational activities need to be controlled
Control helps to achieve what is intended Control enables the organisation avoid
wasting effort and resources
“The successes, and many European cases, however, are emphatic evidence that total quality management delivers – you cannot argue with the results’”
Heller, R. (1997:239)In Search of European Excellence. HarperCollins Business.
• Require quality in all aspects of the company's operations
The concept of ‘Kaizen’
• Japanese - inspired management concept
• “improvement” in Japanese • Being interpreted as ‘gradual progress’
• When raw materials are received • During the process • When products finished
• Statistical quality control (e.g. six sigma) • Total Quality Management (TQM)
Quality Control Techniques
▪ Quality circles
• Small work group that meets periodically to discuss ways to improve the quality of the products
▪ Inspection (Scrutinizing the whole process)
Control and organisational performance
Organisational performance is the accumulated results of all the organisation’s work processes and activities
Effectiveness is a measure how well an activity contributes to achieving organisational goals
--- (Mullin, 2005: 964)
TQM
• The approach to improve performance (Deming, 1986)
• Japanese - inspired management concept
• “Do the right things, right the first time, every time”
Drummond, H. (2000:112) Introduction to Organisational Behaviour. Oxford: Oxford University Press.
However …
There many success stories which give evidence of its benefits and effectiveness
Quality and Control
The quality of products/service are keys to success and survival
Quality control: • The way used to manage quality • Checking and reviewing the products / services
• Refine an international set of quality guidelines • ISO 9000: 2000 (Quality certification) covers:
• Product testing/employee training/ record keeping/supplier relations/repair policy /procedures