Introduction To Total Quality Management

There are different approaches through which the concept of quality can be under stood. According to the product-based approach, quality is an attribute, which can be measured quantitatively. The manufacturing based approach on the other hand, uses universal definition of conformance to requirements. The value-based approach says that the consumer purchase decision is based on consistent quality at an affordable price.

W. Edwards Deming defines quality as: "Pride in Workmanship" Dr. J. Juran defines quality as: "those product features which meet the needs of customers and thereby provide product satisfaction." or "freedom from deficiencies." Kaoru Ishikawa defines quality as: "total quality control, Japanese style, is a thought revolution

Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with processes being done right the first time and defects and waste eradicated from operations. Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. Some of the companies, which have implemented TQM, include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company. Although no two businesses use TQM in exactly the same way, its theory rests on two basic tenets. The first and most important is that customers are vital to the operation of the organization. Without customers, there is no business, and without business, there is no organization. Consequently, it should be the primary aim of any group to keep customers satisfied by providing them with quality products (Deming

It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee