Definition of TQM
TQM is a management approach for an organization, centred on quality. Based on the
participation of all its members and aiming at long- term success through customer satisfaction,
and benefits to all members of the organization and to society.
TQM is a management philosophy that seeks to integrate all organisational functions (marketing,
Finance, design, engineering and production, customer service etc.) to focus on meeting
customer needs and organizational objectives.
TQM
Total-everyone is involved,
Quality-Freedom from defects
Management-process of planning, organising, staffing, controlling and direction (Leadership,
Motivation, Communication)
TQM has also been seen as involving the following:
Doing the right thing
And Doing it right
And Getting it right first time
And Getting it right on time
And all the time satisfying customers until they are delighted
TQM is about zero defects
Traditional management
This is the process of getting things done with and through others or the process of achieving
organisational objectives through the execution of five basic management functions that utilizes
human, financial and material resources.
Differences between TQM and Traditional Management
TQM
1. Adopts strategically oriented philosophy to addresses quality and other managerial
problems
2. Advocates for breakthrough innovation and creative thinking, it encourages improvement
3. Systematically selects improvements
4. Prevents defects from happening
5. Decides certain key facts
6. It strives for or is motivated by customer satisfaction
7. It focuses on team performance to meet customer expectation
8. It’s a never ending, continuous process and system with a beginning but without an end
9. Optimizes and integrates resources along several departments and the whole.
10. It maximizes people, resources and empowered through training.
11. It empowers people in order to have personal obligation.
Traditional Management
1. Looks for quick fix solutions to management problems
2. Encourages operating in the same way and always avoids innovation
3. Adopts improvements randomly
4. Inspects for defects and errors in product quality
5. Decides using subjective opinions and explaining
6. Primarily motivated by profits
7. Targets Individuals performance to meet job descriptions requirements
8. Relies on programs and specific projects that have a time frame with a begging and an
end.
9. Controls resources departments and specific functions that are independents of one
another
10. Allocates money and technology at specific tasks and activities
11. In controls and direct people
12. Involves fire fighting and generally reactive.
Benefits of TQM Can be Analyzed in Three Categories
a. TQM leads to improved competitiveness in profitability. Organizations are able to attain
corporate competitiveness manifested through growth, market share, higher return on
investment and profitability. This is due to the following reasons:
It makes products saleable
Market competitiveness
Reduction in waste and rework
Process improvement methods that reduce or eliminate problems
It encourages the ability to secure premium or higher prices
It leads to improved delivery performance and customer satisfaction
The company will b e able to develop competitive edge in the industry
There will be fewer errors rates in terms of products and services
There will be fewer failures rates and reduced warranty charges because it
encourages a culture of zero defects and getting it right first time.
b) TQM leads to effectiveness
Establishes a new culture which will enable growth and longetivity
Make an organization more competitive
Provide a working environment in which everyone can succeed
Reduce stress, waste and friction
Build teams, partnerships and cooperation
Workforce is proactive- prevention oriented
Everyone from top to bottom educated.
c) TQM leads to improved customer satisfaction achieved:
Designing products and services that will meet customer needs
and wants
Tools and techniques for improvements-quality operating
system
Intrinsic motivation and improved attitudes thought the
workforce
Enhanced communication
Increase in process ownership-employee involvement and
empowerment
Encouraged improved focus on key organizational goals and
objectives
A focused, systematic and structured approach to enhancing
customers satisfaction
Reducing the costs attributed to dissatisfied customers
QUALITY CONCEPTS
DISCUSS THE VIEWS AND CORRELATES OF QUALITY
VIEW OF QUALITY
Transcendent view
User Based View
Product Based View
Manufacturing Based View
Value Based View
Transcendent View
According to this view quality is neither in “Mind” but a third entity that is independent of
the two, we know it when we see it but we cannot say what it is. It is a condition of
excellence that implies fine quality as distinct from poor quality.
User Based View
Quality is like beauty and it is in the eyes of the beholder. Quality is a matter of subjective
personal appreciation personal tastes and preferences.
Product Based View
It consists of a number of objectives measurable, characteristics such as features reliability,
efficiency and durability. The differences in quality amongst quality or attribute of a product
refer to amount of unpaid attribute contained in each unit of priced attribute of products.
Manufacturing Based View
Quality is conformance to standards that is set by official body of professional organization
such as Kenya Bureau of Standards and ISO. According to this approach quality refer to
conformance, customer’s requirement. Philip Crosby draws this approach when he defined
quality as freedom from defect. Quality is the degree to which a specific product conforms
to desired or a manufacturing specification.
Value Based View
It is the bargain value or bast. Quality is simply the best or the buying value or ones money
or worth of product.
The degree of excellence at acceptance cost. According to this approach quality means the
best under two customers’ conditions.
- Actual use of product
- The selling price of that product