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Assignment No1
Assignment No1
The eight elements are categorized into groups of four depending on their function. The groups
are:
1. Foundation:
The entire process of Total Quality Management lies on the foundation of the elements
consisting of ethics, integrity, and trust. TQM involves every employee in this level irrespective
of their designation.
Ethics:
Ethics is an element that is concerned with the understanding of the good and bad in any
situation at the workplace. It is a subject related to the organization as well as the individual.
Ethics of an organization set up the business code which outlines the guidelines that every
employee is expected to follow. The individual ethics incorporate the rights and wrongs.
Integrity:
Integrity is an element which refers to the morals, honesty, values, and sincerity of an individual
in the organization. It involves respecting fellow workers and the policies of the organization.
This is one of the important characteristics for which the customers expect.
Trust:
The by-product of ethical conduct and integrity is trust. The framework of Total Quality
Management cannot be built without trust. It stimulates complete participation of all members in
the organization. It improves the relationship among employees which helps in better decision
making. It also promotes continuous improvement by individual risk-taking.
2. Building bricks:
Based on the foundation of ethics, integrity, and trust, bricks are a collection of elements which
are placed in order to reach the roof of recognition. The elements of the building bricks include:
Training:
To be highly productive, employees must be trained. This responsibility falls solely on the
supervisors who are responsible for implementing Total Quality Management in their respective
departments. Employees must be trained under decision making, problem-solving, interpersonal
skills, technical skills, and business economics. This is done so that the employees can work
effectively and produce efficient results.
Teamwork:
Teamwork is a crucial element of TQM. It helps the business to receive effective and efficient
solutions to the problems. Teams also provide a permanent improvement in process and
operation. TQM organizations usually adopt three types of teams. They are:
Quality improvement team: Also known as excellence teams whose purpose is to deal
with the problems that recur often. They are set up for 3 to 12 months.
Problem-solving team: These teams are set up to solve certain problems and also to
identify the root cause of those problems. They usually last from 1 week to 3 months.
Natural work team: These teams consist of a group of skilled individuals who share
responsibilities and tasks. They usually work for an hour to two every week.
Leadership:
Leadership is a quality trait of a person who provides an inspiring vision to the team and sets
strategic directions to be understood by all. This is one of the crucial elements which must be
constructive, effective and positive.
3. Binding mortar:
Binding mortar is an element which binds all the other elements together. The key element of
this category is Communication.
Communication:
Communication binds the organization together and is the core element of success. It is
necessary to make sure that all the levels of communication among the suppliers, member and
the customers are kept open. The communication among employees or the members of the
organization is done in three ways. They are:
4. Roof:
The roof consists of a final element which tops off all the other elements of TQM. It is called
recognition.
Recognition:
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This element involves the suggestions and achievements for the teams and the individuals
including positive feedback and encouragement. Every employee seeks recognition and it is the
duty of the supervisor to detect and recognize the contributors and motivate them. This increases
self-esteem and boosts performance and morale in an individual.
Conclusion:
These elements help an organization to effectively implement total quality and ensure they meet
all the requirements of its customers. This helps them to focus on customer satisfaction and can
help in the growth of the organization.
Various tools can be used to implement TQM such as PDCA cycle, fishbone diagrams,
histograms etc. These tools help can be used in any situation and can provide efficient outputs
when used correctly.
4. Explain the rationale for the total quality approach to doing business.
5. Describe the following concepts:
a. Deming’s Fourteen Points
b. The Deming Cycle
c. Deming’s Seven Deadly Diseases
Stage One: Conformance Quality, Small Improvements Achieved, but Little Else
Stage Two: "Customer Satisfaction." Real Improvements Achieved for Customers, but
Not Enough to Create a Competitive Organization
7. Focus on our performance instead of how customers view our performance versus
our competitors.
8. Market research neglects key determinants of customer satisfaction, or isn't
adequately analyzed or communicated.
9. Quality Management effort not aligned with the whole targeted market.
10. Quality Management effort not connected to competitive strategy or business
results.
11. Companies adopt customer value slogans but don't carefully develop competitive
metrics.
12. Segments within the targeted market are not clearly understood.
13. Customers won and lost are poorly analyzed, so key market-driving factors are
poorly understood.
14. Inadequate quality effort in innovation and cycle time.
Philip Crosby is a noted quality professional, author, and consultant who is widely known
for promoting the concept of “zero defects” and for attempting to define quality from the
viewpoint of conformance to requirements.
He was born in West Virginia in 1926. He graduated from Western Reserve University and
rendered service in the Navy during World War II and then again in the Korean War. He
graduated from the Ohio College of Podiatric Medicine. His working life started on the assembly
line in 1952 at the Crosley Corporation, later switching on to the Bendix Corporation in 1955.
After two years, he joined as a senior quality engineer at The Martin Company in Florida where
he developed and implemented the zero defects concept.
In 1965 Crosby was promoted to the position of the Corporate Vice President and Director of
Quality at the ITT Corporation for 14 years. Due to the magnitude of response to his book
“Quality is Free,” he left the ITT Corporation and started his own consultancy company, Philip
Crosby Associates, and as defined in his book, started explaining quality principles & practices
to organizations.
His company was floated in 1985 for $30 million. In 1991, he launched Career IV Inc, a
consultancy firm advising on the development of senior executives after his retirement from
Philip Crosby Associates. On the quality crisis, Crosby devised the principle of “doing it right
the first time” (DIRFT). He also included four major principles:
He believed that establishment of good quality management principles in organizations will have
more savings returns than what the organization pays for the cost of the quality system. Crosby
stated that since “quality is free” it is less expensive to do it right the first time rather than paying
for repairs and reworks.
9. Summarize the most common errors made when starting quality initiatives.
The most common errors made when starting quality initiatives include:
10. Explain the trends that are affecting the future of quality management.
Across Industries
The American Society for Quality originally formed to help American industries build upon the
strides made in quality management after World War II. ASQ has since extended its reach into
other industries, such as education, health care and construction. Information technology groups
and software developers have also adopted quality management approaches. The recognition that
quality management can apply to every business and every aspect of business seems to be an
unstoppable trend.
Lean
ISO-9001 calls for companies to pursue continual improvement of process efficiency. Two
popular improvement methodologies adopted by virtually all industries are six sigma and lean.
Look for an even greater push to incorporate these methodologies into individual companies’
quality management systems, if not in standards directly, with the strongest focus on the simplest
approach, which is Lean.
Sustainability
As the business world and consumer demands push for improvements to environmental
sustainability and social equity, ISO is also taking notice. ISO continually reviews and updates
its standards to meet evolving market expectations as well as to address the results of ongoing
research. Current strategies within ISO include recognizing that quality management systems can
play an important role in economic growth, with specific focus on the environmental and social
impacts company processes can have on the communities where they operate. Look for future
revisions to ISO-9001 to begin addressing these topics.