Importance Of Quality Management

2.1.8 THE ROLE OF QUALITY IMPROVEMENT TEAMS IN TQM STRATEGY

Quality improvement initiatives typically involve the directed efforts of quality improvement teams. Making adequate use of quality improvement teams and empowering employees to solve quality-related issues using such tools as AMO (Ability, Motivation and Opportunity) as demonstrated in the work of Purcell et al. (2003).

The effective use of quality improvement teams, and the TQM system as a whole, can be strengthened by the basic application of principles of motivation, especially the recognition of team achievements as against those of individual employees, and the effective use of goal setting for team efforts, are crucial in driving the process of TQM. The HRM department is in

In doing this, it is applicable to note that certain conditions have to be fulfilled in order to get the desired result from a quality improvement team, since it embraces almost all the stakeholders that lay claim to a business, and these conditions, according to Geirhybein (2004).

2.1.9 DEMINGS 14 PRINCIPLES AS APPLIED TO ORGANISATIONS

W. Edwards Deming offered 14 key principles for management to follow for significantly improving the effectiveness of a business or organization. Many of the principles are philosophical. Others are more programmatic. All are transformative in nature. The points were first presented in his book Out of the Crisis. Below is the condensation of the 14 Points for Management as they appeared in the book.

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first

Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership, the aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

• Eliminate work standards (quotas) on the factory floor. Substitute leadership.

• Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute