...History of Quality Management The history of Total Quality Management can be traced in early year’s of 1920′s in the area of production quality control, and remarkably the concepts developed in Japan beginning in the late 1940′s and 1950′s, pioneered there by Americans Feigenbum, Juran and Deming. Quality Management Gurus and theories Quality Management resulted mainly from the work of the quality gurus and their theories. the American gurus featured in the 1950′s Japan: Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese quality gurus who formulated and extended the early American quality ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo; and the 1970-80′s American Western gurus, notably Philip Crosby and Tom Peters, who further extended their thoughts towards Quality Management concepts after the Japanese successes Total Quality Management (TQM) Total Quality Management features centrally the customer-supplier interfaces, (external and internal customers and suppliers). A number of processes sit at each interface. Central also is an organizational commitment to quality, and the importance of communicating this quality commitment, together with the acknowledgement that the right organizational culture is essential for effective Total Quality Management Processes – understanding processes and methods for process improvement Understanding processes is essential before attempt is made to improve them. This is a central aspect to Total...
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...TOTAL QUALITY MANAGEMENT “MUST KNOW” CONCEPTS FOR ENGINEERS Sequence of presentation Introduction Three Quality Gurus Commonality of Themes of Quality Gurus DIFINITION OF QUALITY Five Approaches of Defining Quality System Approach for TQM Triangle of wisdom TQO HRM Customer Satisfaction Indicators for Customer Satisfaction Cost of Quality Benefits of TQM Conclusion INTRODUCTION TO TQM What is TQM? TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction. “ No doubt , humans are always deficient” (Al-Quran) The Three Quality Gurus Deming: the best known of the “early” pioneers, is credited with popularizing quality control in Japan in early 1950s.Today, he is regarded as a national hero in that country and is the father of the world famous Deming prize for quality. JURAN Juran, like Deming was invited to Japan in 1954 by the union of Japanese Scientists and engineers. Juran defines quality as fitness for use in terms of design, conformance, availability, safety and field use. He focuses on top-down management and technical methods rather than worker pride and satisfaction. Philip Crosby: author of popular book Quality is Free. His absolutes of quality are: Quality is defined as conformance to requirements, not “goodness” The system for achieving quality is prevention, not appraisal. The performance standard is zero...
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...comes from integrated efforts of teams, employees and each level in an organization, total quality management was introduced and applied in all businesses as a means to enhance total quality by working on each level and stage in the service delivery or production. TQM in History It is vitally crucial before one dwells into the work offered by Taguchi to observe the timeline in which prominent gurus of quality management placed to build a scaffold on which TQM, Total Quality Management, was evolved. Figure 1: Table displaying the differences between new and concepts of quality Looking at Figure 1 above, it is illustrative that a major shift happened in the 1970’s in the concepts of quality. The old concept of quality meant solely inspection after production, where the new concept of quality involves a corrective and preventive approach by building quality in the process of production and service delivery by identifying and correcting the causes of quality problems. Before the swing in quality concepts could happen, many experts tried to define quality, quantify it and relate it to the overall performance of a firm. The timeline below summarizes the work done by who we know as quality management gurus: Figure 2:...
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...STUDENT ID.: PREPARED FOR: NURWAHIDA BT. MOHD. YAAKUB 2009782101 DR. AZIZAH BT. ABDULLAH SUBMISSOION DATE: 10 FEBRUARY 2010 Table of Contents Contents Chapter One: Introduction to Contemporary Managerial Accounting Concepts 1. 2. Value Chain a. Just in Time (JIT) b. Total Quality Management (TQM) c. Theory of Constraints 3. 4. 5. 6. 7. 8. 9. Target Costing Kaizen Costing Life Cycle Costing (LCC) Pricing Methods Uses and Limitations of Cost-Based and Market-Based Pricing Factors Affecting Prices Pricing Models for Not-for-Profit Organizations 3 4 5 5 6 7 8 9 10 11 11 Page Chapter Two: Total Quality Management (TQM) – an Introduction and Its Applications Chapter Three: Conclusion Appendix 1: References 12 23 CHAPTER ONE: INTRODUCTION TO CONTEMPORARY MANAGERIAL ACCOUNTING CONCEPTS Over the years, the managerial accounting practices had evolved. From the traditional costing method, many firms now have adopted the contemporary managerial practices to achieve better product costing and manufacturing processes. There are many contemporary managerial accounting in practice, some of them being Value Chain, Just-In-Time (JIT) Manufacturing, Total Quality Management (TQM) and the Theory of Constraints (TOC). All of the mentioned concept will be explained in brief in this chapter. Other than that, Target Costing will also be highlighted in brief. Kaizen Costing, a Japanese concept adapted by the westerners, will also be introduced. This chapter will also touch on life...
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...The manufacturing TQM and service quality literatures: synergistic or conflicting paradigms? Rhian Silvestro Warwick Business School, University of Warwick, Warwick, UK Introduction Although most of the exponents of TQM explicitly claim that TQM is transferable to services, the precepts and practices have been derived from the experience of consultants and practitioners in manufacturing. Both the US and Japanese “gurus” focus and address their work primarily to manufacturers, with application of TQM in services only given secondary attention. As Albrecht (Albrecht and Bradford, 1990) puts it, these contributors “were born in a manufacturing era, and they have a predominantly manufacturing mindset at their foundation”. Yet, despite its manufacturing origins, both academics and practitioners have, over the past 15 years, been concerned to apply and transfer TQM principles and practices to services. However, the inadequacy of the literature in guiding service managers and transferring the TQM principles, management tools and techniques to service environments has become a familiar theme (see for example, Albrecht and Bradford, 1990; Feigenbaum, 1988; Ghobadian and Speller, 1994). Many of the tools and techniques are quantitative and have limited application in service environments where the deliverables are often intangible, heterogeneous and their consumption and delivery simultaneous. In part no doubt to address this deficiency, the service quality literature has evolved over...
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...Ishikawa Research Paper Table of Contents Introduction 1 Background 1 Ishikawa Philosophy 1 Conclusion 3 Works Cited 4 Introduction This paper is geared towards outlining the primary Total Quality Management principles promoted by Kaoru Ishikawa. Most of these TQM strategies are aimed at improving the quality management process in the modern (post World War II) workplace. This paper will highlight the contributions and the positive impact that Kaoru Ishikawa made on the Japanese quality movement and towards the overall TQM process. Background Born in 1915, Ishikawa was raised in Tokyo, Japan where he later when on to attend the University of Tokyo in the 1930’s and after a brief stint in the Japanese Navy, he became a Professor of Engineering at that same university in the late 1940’s. By the early 1960’s, he held an executive position at the Union of Japanese Scientists and Engineers (JUSE). During his lifetime Ishikawa received various awards and wrote numerous articles and over 30 books. However his two most significant literary works are: “Guide to Quality Control” which was released in 1976. And his second and most notable book “What is Quality Control: The Japanese Way” was released in 1985. Ishikawa continued his contributions to the Total Quality Management philosophy until his death in 1989. Ishikawa Philosophy “Throughout his...
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...Results for TQM6-H2327-Strategic Quality and Systems Management(Active) Mohamed Thaha 1 | Which one of the following would normally be considered as one of the "costs of quality"? 1. Appraisal costs 2. Performance related pay 3. Purchase order discounts 4. The Economic Order Quantity Correct Answer | 2 | Which of these is not an improved production system? 1. Kaizen 2. Process re-engineering 3. TQM 4. Just-in-case delivery Skipped | 3 | The specific concerns of total quality management (TQM) include a number of aspects. Which is not normally associated with TQM? 1. Covering all parts of the organization 2. Meeting the needs and expectations of customers 3. Primarily a “worker” rather than a management activity 4. Inclusion of every person in the organization Skipped | 4 | To achieve high performance, managers try to improve their: 1. Product quality 2. All in the list 3. Customer responsiveness 4. Organizational efficiency Skipped | 5 | Training effectiveness can be measured most accurately by 1. supervisors rating the improvement of employees skills at the end of the training session 2. trainers analyzing trainees' job performance before training and after training 3. trainers rating their own performance against a professionally developed grading system 4. trainees using a rating scale to assess their training session Skipped | 6 | A process improvement team has studied the flow of product through the company's production...
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...management” and “employee involvement” are related to each other. Are these two terms different or similar to each other? Are they interrelated or complement each other? Which of these two terms are more important? The article speaks about how TQM, Employee involvement and the clear similarities and differences between these two terms. It also states how these two are important for the organization and what would be the management approach in future. We have studied in Total Quality Management course how employees are imperative for an organization to maintain quality and how significant their roles are in three levels of organization. Probably the most important part of maintain quality is employee involvement, empowerment and motivation. However the article discuss whether these two terms are equally important or not. The typical TQM tools for problem solving and quality issue identification and accurate production are used by employees working in the organizations, whereas employee involvement talks about involving all employees on all levels in the organizational processes to ensure continuous improvement and join efforts to do the work right. The argument is on which of these two ways are better to ensure the quality. TQM is a system that amalgamates functional areas across an organization to increase customer satisfaction and achieve continuous improvement (Crosby, 1979; Deming, 1986; Feigenbaum, 1991; Ishikawa, 1985; Juran, 1988; Juran and...
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...life-long commitment to quality control led to many accomplishments throughout his life. He was the recipient of many awards and authored 647 articles and 31 books. His two most influential works are The Guide to Quality Control and What is Total Quality Control? The Japanese Way; both translated to English. Primary Work and Significant Accomplishments Dr. Ishikawa, at the forefront of the quality control movement in the 1960s, capitalized on other quality gurus before and developed a unique Japanese strategy to total quality and called it company-wide quality control (CWQC): participation in quality improvement initiatives from all employees would lead to quality of product, satisfied customers and employees, increased profits. There are two essential elements to CWQC – cause and effect diagramming and quality circles. Though the 1980s brought about the western world playing catch up with its Total Quality Management (TQM) concept the two are not synonymous. Dr. Ishikawa’s CWQC were well developed, proven and tested; TQM was...
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...The evolution of TQM in the manufacturing sector: a comparison of current practice in Japan and China. TQM has many definitions which are influenced by individual interpretations of businesses or academics’. However for the purposes of this study TQM is defined as “the involvement of all of a company's managers and employees in making sure that its products and services are all of a high standard and exactly as designed” (Cambridge Business Online Dictionary 2012). TQM was developed and adapted by Japan after the Second World War. The development was motivated by the visits and lectures of two American management gurus: W Edwards Deming and Joseph Juran. In recognition of the former’s contributions, the Japanese, in 1950, introduced Deming Prize which is a highly prestigious quality management award. As a result of successful TQM implementation Japanese products enjoyed worldwide recognition for their unmatched superiority in quality, durability and design. It was not until the 1980s that the rest of the Western World acknowledged the role of TQM in Japan’s success and subsequently have been trying to embrace it and implement it in their businesses (Powel 1995, cited by Martinaz-Lorente et al 1998). This study aims to compare TQM implementation in Chinese manufacturing to that of Japan with Japan, understandably and unquestionably, being the bench mark and gold standard. There are four main factors which underpin and form the foundations of TQM: management leadership, measurement...
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...Introduction Before the concepts and ideas of TQM were formalised, much work had taken place over the centuries to reach this stage. This section charts the evolution, from inspection through to the present day concepts of total quality. From inspection to total quality During the early days of manufacturing, an operative’s work was inspected and a decision made whether to accept or reject it. As businesses became larger, so too did this role, and full time inspection jobs were created. Accompanying the creation of inspection functions, other problems arose: • More technical problems occurred, requiring specialised skills, often not possessed by production workers • The inspectors lacked training • Inspectors were ordered to accept defective goods, to increase output • Skilled workers were promoted into other roles, leaving less skilled workers to perform the operational jobs, such as manufacturing These changes led to the birth of the separate inspection department with a “chief inspector”, reporting to either the person in charge of manufacturing or the works manager. With the creation of this new department, there came new services and issues, e.g, standards, training, recording of data and the accuracy of measuring equipment. It became clear that the responsibilities of the “chief inspector” were more than just product acceptance, and a need to address defect prevention emerged. Hence the quality control department evolved, in charge of which was a “quality...
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...Chapter - 1 Concept of Quality and TQM Dr. Shyamal Gomes “Quality is not an art, it is a habit” - Aristotle Introduction: Till 300 years ago, people used the power of their own muscles, animals or the force of wind and flowing water to do all works. With the invention of the ‘steam engine’ they got a powerful method of running their machines. This provided a tremendous boost to Industry. Goods started getting produced in larger quantities using machines. This led to the beginning of the factory system. The significant change from handmade goods to machine-made goods, which began in Britain in 18th century, is known as the Industrial Revolution. Why it was called Revolution? Because of the large scale changes it brought about our economy, society and culture. IR soon spread to other nation like Germany, France, Portugal. As these countries became industrialised, they needed two things: 1. Raw materials for manufacturing and 2. New markets to sell the goods they made. They found both raw materials as well as new markets to sell their goods in the nonindustrialised countries of Asia and Africa. So they started annexing to meet the needs of their new factories. Soon they became jealous of each other, and wanted their own empires to grow. They started fighting among themselves. This finally led to a great war in which several nations of the world were involved. It came to be known as World War- I (August 1914-1918). Millions of soldiers and other people were killed or wounded...
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...TOTAL QUALITY MANAGEMENT TOTAL QUALITY MANAGEMENT INTRODUCTION: Total quality management stresses three principles: customer satisfaction, employee involvement, and continuous improvements in quality. We shall take a look at what it involves being; the meaning of quality, cost of TQM, Evolution of TQM, Philosophy of TQM and quality tools for identifying and solving quality. Lastly, we shall describe the awards and quality certifications. DEFINING QUALITY According to Wiley (2005), the meaning of quality has changed over time and therefore there is no one single way of defining it. Some view quality as “performance to standards.” Others view it as “meeting the customer’s needs” or “satisfying the customer.” These are some of the common definitions: • Conformance to specifications: How well the product or service meets the targets and tolerances determined by its designers. For example, the wait for a fast food service may be specified as 20 minutes, but there may be an acceptable delay of an additional 10 minutes. Therefore, customers will measure quality by the performance of the complete product and the length of time between delays. • Fitness for use: How well the product or service performs its intended purpose. For example, you may purchase a car for transportation purposes but it may not be fit for the Kenyan roads. Therefore, fitness for use is a user-based definition in that it is intended to meet the needs of a specific user group. • Value for...
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...Total Quality Management (TQM) Introduction TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality – it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organisation doing the right things right, first time. People Culture Communication Customer Supplier Systems Processes Commitment The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organisation to create total quality. These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organisation. This section discusses each of these elements that, together, can make a total quality organisation. Other sections explain people, processes and systems in greater detail, all having the essential themes of commitment, culture and communication running through them. From to Quality Excellence www.dti.gov.uk/quality/tqm page 1 of 5 What is quality? A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance...
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...quality management (TQM) against the backdrop of the software world. First an overview of the background and evolution of total quality management will be detailed, then an article will be examined that discusses total quality management on an organizational level, and how it can be beneficial. After that an empirical study is reviewed that discusses the relationship between TQM and software quality. Finally this paper is wrapped up with a look at how TQM development methods should be introduced and the different ways in which is benefits both the employee and customer. Keywords: tqm, total quality management, software total quality management, tqm software methodologies Total Quality Management in the Software World According to Dale, Dewhurst, and Martínez-Lorente (1998), Total quality management is now being applied by a considerable number of companies and the topic itself is now a popular subject of many books and papers. While total quality management began to be used in the mid 1980’s (Dale et. al., 1998) it wasn’t until the late 1980’s it became a part of quality related language and even later still until it was put to use in the world of software and I.T. (information technology). This paper will examine the following total quality management topics: 1. What is the background and history of total quality management? 2. What value does TQM add to software quality? 3. What, if any, value does TQM add to software development? 4. Does TQM add value to a...
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