Total Quality Management

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Total Quality Management (TQM) Janice Anderson MGT 449 Quality Management and Productivity University of Phoenix Lou Ann McElyea March 2, 2009 Total Quality Management (TQM) Total quality management is defined as a holistic business management tactic that aligns the activities of all employees in an organization with the common focus of customer satisfaction to be achieved through nonstop enhancement in the quality of all activities, processes, goods and services. At the center, Total Quality Management (TQM) is a management move toward long-term success through customer contentment. In a TQM effort, all members of an organization share in improving processes, products, services and the culture in which they work. The methods for implementing this move come from the experience of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran. A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies increase their quality and productivity: According to Burrill, Ledolter, 1999). 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production and service. 6. Institute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.

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