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Introduction To Total Quality Management: Topic 1
Introduction To Total Quality Management: Topic 1
Wi t h TQM, everyon e in t he com pany Di ffer ent peopl e underst and qual it y i n
or organi zat i on i s responsi bl e for qual it y a di ffer ent m anner. Hardl y, anyone can
assuranc e and probl em prevent i on. Thi s descri be qual i t y i n quant i fi abl e t erm s t hat can
m anagem ent concept was ori gi nal l y appli ed be operat i onal i zed. The banker m ay
sol el y t o m anufact uri ng, but it has si nce been di fferent i at e t hei r product s or servi ce wit h
successful l y im pl em ent ed by a num ber of “servi ce ”; for t he heal t h care worker i t is
busi nesses across m any indust ri es. “qual i t y heal t h care”; for t he hot el or
rest aurant em pl oyee it is “cust om er
sat i sfact i on”; and for t he m anufact ure r it is
DEFINING QUALITY si m pl y “qual i t y product ”. A few i ndi vi dual s
can provi de a speci fi c defi ni t i on and
Qual i t y is a l ot m ore t han t he
m easurem ent of qual it y when pressured.
nonexi st ence of defect s whi ch al l ow
There i s an ol d sayi ng i n m anagem ent whi ch
com pani es to m eet cust om er expect at i ons.
says, “If you can’t quanti fy it , you can’t
Qual i t y needs- cont rol l ed process
m anage it ”, and i t i s al so t rue wi t h qual i t y.
i m provem ent , al l owi ng com pani es t o exceed
Every m em ber of the organi zat i on shoul d be
cust om er’s expect at i ons. Qual i t y wi ll l et
cl ear about it s concept , defi ni t i on and
com pani es t o re- est abl i sh pri de and loyal t y i n
m easurem ent as it appl i es to his j ob i f t he
t hei r organi zat i ons. Qual i t y can onl y be
st rat egi c m anagem ent syst em and t he
at t ai ned by t he nonst op im provem ent of al l
com pet i t i ve advant age are t o be based on
qual i t y. Appropri at e qual i t y can be ident i fi ed approach has m any benefi t s, it has li m i t ati ons
or percei ved i n a di ffer ent way in t he sam e as wel l . The yardst i ck for m easurem ent m ay
com pany. be decept i ve where qual it y i s founded on t he
i ndi vi dual t ast e or prefe renc e.
3. USER-BASED
APPROACHES TO QUALITY
DEFINITION Thi s defi ni t i on is founded on t he i dea
t hat qual it y is an i ndi vi dual i ssue and
In hi s book Managi ng Qual i t y,
product s t hat best pl ease thei r prefe ren ces
Harva rd Professor Davi d Gari n summ ari zed
(perc ei ved qual i t y) are those wit h t he hi ghest
fi ve pri nci pal approach es to defi ni ng qual it y
qual i t y. Thi s is an approach based on reason
nam el y:
but di rect s to t wo probl em s. F i rst , consum er
prefe renc es di ffer ext ensi vel y and i t i s not
easy to com bi ne t hese preferen ces int o
1. TRANSCENDENT product s wit h broad dem and. Thi s l eads t o t he
Most peopl e woul d agree t hat t he sel ect i on bet ween a ni che st rat egy and a
Mona Li sa or Mi chel angel o’s Davi d are works m arket aggreg at i on approach whi ch st ri ves to
of art whi ch represent qual i t y because peopl e i dent i fy t hose product s at t ri but e t hat support
t ravel from around the worl d t o vi ew t hem . t he needs of t he bi ggest num ber of cust om ers.
B ut can they defi ne it ? Those who em brace Anot her probl em concerns whet her qual i t y
t he t ranscend ent al out l ook woul d say, “I can’t and consum er sati sfact i on are t he sam e.
defi ne i t , but I know i t when I wit ness.” P robabl y not . One m ay confess a Mont ero has
Advert i sers are incl i ned of prom ot i ng m any qual i t y at t ri but es, but cont ent m ent m ay
product s i n t hese t erm s. “where shoppi ng is a be bet t er real i zed wi t h an Advent ure. One has
pl easure” (S uperm ark et ), “we l ove t o fl y and onl y t o rem em ber t he box offi ce success of
i t shows” (Ai rl i nes), “t he great Am eri can recent mot i on pi ct ures t hat endure from poor
beaut y…i t s el egant ” (Aut om obi l e) and “i t qual i t y but are obvi ousl y favored by t he
m eans beaut i ful eyes” (C osm et i cs) are l argest num ber of movi egoers.
t he funct i ons of desi gn, product i on and engi neeri ng and m anufact uri ng pract i ces and
servi ce m ay di scover it com pl i cat ed to use t he use uni versal defi ni t i on of “conform an ce
t oget her i n a t ot al syst em that event ual l y from dat a gat heri ng use benchm arki ng to
deci des the qual i t y of product s and servi ces com pare it s funct i ons wi t h t he sam e funct i ons
of an organi zat i on. Havi ng recei v ed faul t y as ot her organi zat i ons. B enchm arki ng shoul d
part s by cust om er woul d m ean a probl em at be a cont i nui ng concern t o m ake cert ai n
any or al l l evel s. P erhaps, an operat or has organi zat i on em pl oys ongoi ng i m provem ent t o
assem bl ed t he faul t y part i ncorrect l y or com pet e and del i ver a dem anded cust om er
al l ows t he faul t y part shi pped. Or probabl y requi rem ent . C ust om er feedba ck is al so
t here m i ght probl em s in t he basi c processes essent i al to ensure t hat organi zat i onal qual i t y
such as desi gn, product i on, order ent ry or m anagem ent is a const ant concern. F eedback
m at eri al s acqui si t i on processes. Organi zat i on, on a regul ar basi s m ust com e from bot h
repres ent ed by t op m anagem ent coul d al so be i nt ernal and ext ernal cust om ers. St andard
bl am ed because of not bei ng abl e t o i denti fy com i ng from cust om er requi rem ent s m ust be
t he qual i t y necessary to be com pet i t i ve, t he foundat i on for goal -set t i ng, probl em
i nappropri at e st rat egy, unabl e t o est abl i sh sol vi ng, perform anc e eval uat i on, incent i ve
necessa ry pol i ci es, budget s, goal s, and com pensat i on, nonfi nanci al rewards and
The organi zat i onal l evel of the organi zat i on are cat egori zed int o
qual i t y requi rem ent s revol ve around funct i ons or depart m ent s li ke m arket i ng,
operat i ons, fi nance, hum an resource and so Indi vi dual s are not one of t he vi t al
on. Most processes are cross- funct i onal so com ponent s of t he hum an perform an ce
m anagers can opt i mi ze the act i vi t i es of hi s syst em . At the m acro l evel t hey serve as a
depart m ent and sub- opti m i ze the act i vi ti es of refl ect i on of t he process and t he syst em bei ng
t he ent i re organi zat i on. The fol l owi ng i ssues used by the organi zat i on. Each i ndi vi dual
m ay hel p defi ne quali t y at t hi s l evel . under the hum an perform anc e syst em accept s
i nput , generat e out put s and t hen adj ust hi s
1. P roduct s or servi ces t hat are m ost
perform an ce from t he feedba cks obt ai ned.
i m port ant t o ext ernal cust om ers
Devel opi ng st andards to m easure each
2. P rocesses t hat produce product s or
i ndi vi dual key out put i s a necessi t y t o defi ne
servi ces
i ndi vi dual qual i t y. The st andard creat ed from
3. The key i nput s to t he process organi zat i on and process l evel s shoul d be t he
basi s for t hese st andards t o be devel oped.
4. P rocesses t hat have t he m ost m aj or
P roduct i vi t y and cost are t he requi rem ent s for
effe ct on t he organi zat i on’s cust om er dri ve
a cust om er- dri ven qual i t y. Wi t h these
perform an ce st andards
requi rem ent s t he areas to be m easured t o
5. The i nt ernal cust om ers and t hei r needs qual i t y i ndi vi dual st andard woul d i ncl ude
accur acy, com pl et eness, i nnovat i veness,
Defi ni ng qual i t y at t he process l evel st art s
rel i abi l i t y, ease of use, ti m el i ness, vol um e,
wi t h det erm i ni ng t he end- cust om er
rat e, cost and fl exi bi l it y. Three issues have t o
requi rem ent s for t he process. End- cust om er
be answered for each out put of t he i ndi vi dual
requi rem ent s shoul d t hen be t ransl at ed i nt o
t asks i n order to devel op i ndi vi dual qual i ti es
speci fi c m easures t hat shoul d dri ve one or
whi ch are:
m ore i nt ernal m easures for t he overal l
process. These m easures m ust be brought t o 1. The requi rem ent of bot h i nt ernal and
t he di fferent subprocess and sub sub- process. ext ernal cust om ers
The out com e i s a set of m et ers i n addi t i on to
2. The m anner of m easuri ng the
t he speci fi c st andards they produce pl aced at
requi rem ent s
key st ages of t he process qual i t y. The m et ers
and st andards wi l l al so be used for 3. The speci fi c st andards for each
t roubl eshoot i ng t he syst em i n case cust om er m easure
requi rem ent s are not m et .
Under t he hum an an i ndi vi dual syst em , t he
C. P erform er/ Job/ Task Desi gn l evel qual i t y of each indi vi dual work or
(i ndi vi dual ) – nearl y al l peopl e desi re to do perform an ce is shaped by t hese fact ors:
hi gh-qual i t y work, but oft en ti m es t hey are
1. The out put an indi vi dual recei ves
l i mi t ed by syst em s that do not support i t . It i s
whi ch consi st s of how cl ear t he perform ance
vi t al t o generat e an i ndi vi dual qual i t y i n the
expect at i ons are, t he reasoni ng of t he work
cont ext of organi zat i on and process qual it y
procedur es, t he suffi ci ency of resources, the
despi t e quali t y bei ng broken at t he i ndi vi dual
appropri at en ess of ski ll s and knowl edge and
l evel . The st at i st i cal tool s for i nst ance are not
how cl ear t he cues t hat prom pt perform ance.
appreci at ed by workers becaus e t he t ool s are
used at t he i ndi vi dual l evel wi t hout bei ng 2. The posi ti ve/ negat i ve resul t s for
connect ed to t he overal l needs of t he syst em . perform i ng as desi red/ not desi red
R i sk Hi gh Moderat e