Académique Documents
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Textile Management
Swagata Nag
161051010
Final Year B. Tech Textile Technology
Content Flow :
2. status of implementation
5. Conclusion
6. References
Total quality management (TQM) is the continual process of detecting and reducing or eliminating
errors in manufacturing, streamlining supply chain management, improving the customer
experience, and ensuring that employees are up to speed with training. Total quality management
aims to hold all parties involved in the production process accountable for the overall quality of
the final product or service.
The expression Quality has to be understood clearly from the customer point of view for the
success of TQM Programme. One usually thinks about Quality in terms of an excellent
product or service that fulfills or exceeds the expectations. These expectations are based on
the intended use and the selling prize. If a product or service surpasses the expectations one
relate it with the quality. Thus it is more or less an intangible thing based on perception.
TQM is considered a customer-focused process and aims for continual improvement of business
operations. It strives to ensure all associated employees work toward the common goals of
improving product or service quality, as well as improving the procedures that are in place for
production.
The history of total quality management (TQM) began initially as a term coined by the Naval Air
Systems Command to describe its Japanese-style management approach to quality
improvement. An umbrella methodology for continually improving the quality of all processes, it
draws on a knowledge of the principles and practices of:
• Economic theories
• Process analysis
• Customer-focused
• Total employee involvement
• Process-centered
• Integrated system
• Strategic and systematic approach
• Continual improvement
• Communication
• Higher productivity
• Higher profitability
2. Status of Implementation
The TQM element approach takes key business processes and/or organizational units and uses
the tools of TQM to foster improvements. Examples of this approach include quality circles,
statistical process control, Taguchi methods, and quality function deployment.
The guru approach uses the teachings and writings of one or more of the leading quality thinkers
as a guide against which to determine where the organization has deficiencies. For example,
managers might study Deming’s 14 points.
Deming’s 14 Points on Quality Management, or the Deming Model of Quality Management, a core
concept on implementing total quality management (TQM), is a set of management practices to
help companies increase their quality and productivity.
In this approach, individuals or teams visit organizations that have taken a leadership role in TQM
and determine their processes and reasons for success. They then integrate these ideas with their
own ideas to develop an organizational model adapted for their specific organization.
When using this model, an organization uses the criteria of a quality award, to identify areas for
improvement.
• Commitment
• Culture
• Customer Focus
• Control
Implementation status
Firstly, in implementation of TQM is to maintain the organization's current reality. If track record of
effective responsiveness of the organization to the environment has been kept, and if in the past
there has been any successful change in the way it used to operate as needed, TQM
implementation will be an easy achievement. Otherwise, there will be both, employee skepticism
and a lack of experienced adaptors. If this condition succeeds, a complete program of
management and leadership development may be established. An internal management audit is a
good measurement to spot the current situations of organizational performance and to know
where in need of change. Before implementing TQM, organization should be in healthy situation. If
an organization has problems such as a very unbalanced funding base, feeble administrative
policy, lack of managerial skill, or poor employee morale, TQM would not be suitable.
In the early stages of quality revolution (i.e. in 1980s) companies started taking quality issues
seriously. Initially no one counter checked the ongoing quality programs and its results. But later
as the awareness regarding effects and consequences of quality programs increased, it was
realized that for surviving through the global competition this area is also needed to be taken
seriously. These days formation of various quality circles within an organization is done which
takes care of the quality management issues. Also everyone in the organization from top level
management to the individual worker is made responsible as well as involved for quality
improvement. As the main aim of TQM is achieving customer satisfaction therefore regular
research work is done by collecting customer feedback and by doing market survey. Accordingly
changes in the organizational processes are done.
While TQM originated in the manufacturing sector, its principles can be applied to a variety of
industries. With a focus on long-term change over short-term goals, it is designed to provide a
cohesive vision for systemic change. With this in mind, TQM is used in many industries, including,
but not limited to, manufacturing, banking and finance, and medicine.
These techniques can be applied to all departments within an individual organization as well. This
helps ensure all employees are working toward the goals set forth for the company, improving
function in each area. Involved departments can include administration, marketing, production,
and employee training.
TQM isn’t an easy management strategy to introduce into a business; in fact, many attempts tend
to fall flat. More often than not, it’s because firms maintain natural barriers to full involvement.
Middle managers, for example, tend to complain their authority is being challenged when boots
on the ground are encouraged to speak up in the early stages of TQM. Yet in a culture of constant
quality enhancement, the views of any given workforce are invaluable.
Let us understand the scenario in which TQM has been implemented by reading through a case
study.
implemented
5,000
$280m
$650m
One firm that’s proven the merit of TQM is New Jersey-based healthcare provider AtlantiCare.
Managing 5,000 employees at 25 locations, AtlantiCare is a serious business that’s boasted a
respectable turnaround for nearly two decades. Yet in order to increase that margin further still,
managers wanted to implement improvements across the board. Because patient satisfaction is
the single-most important aspect of the healthcare industry, engaging in a renewed campaign of
TQM proved a natural fit. The firm chose to adopt a ‘plan-do-check-act’ cycle, revealing gaps in
staff communication – which subsequently meant longer patient waiting times and more
complaints. To tackle this, managers explored a sideways method of internal communications.
Instead of information trickling down from top-to-bottom, all of the company’s employees were
given freedom to provide vital feedback at each and every level.
AtlantiCare decided to ensure all new employees understood this quality culture from the onset.
At orientation, staff now receive a crash course in the company’s performance excellence
framework – a management system that organises the firm’s processes into five key areas: quality,
customer service, people and workplace, growth and financial performance. As employees rise
through the ranks, this emphasis on improvement follows, so managers can operate within the
company’s tight-loose-tight process management style.
After creating benchmark goals for employees to achieve at all levels – including better
engagement at the point of delivery, increasing clinical communication and identifying and
prioritising service opportunities – AtlantiCare was able to thrive. The number of repeat customers
at the firm tripled, and its market share hit a six-year high. Profits unsurprisingly followed. The
firm’s revenues shot up from $280m to $650m after implementing the quality improvement
strategies, and the number of patients being serviced dwarfed state numbers.
The International Standard for Quality Management (ISO 9001:2008) Has Identified the Following
Management Principles Which Help Organizations to Improve Their Performance :
• Involvement of employees in decision making: This brings a sense of loyalty among the
employees towards the organization and they become more responsible.
• Process Approach: This approach helps in attaining the desired result when activities and
available resources are managed efficiently.
• Continual Improvement: It is one of the most important quality improvement functions and
helps in gaining insights about the overall performance, leveraging clear and concise
Process Performance Measures (PPMs).
• Factual Approach to Decision Making: Decisions made on a data basis and analyses are
always effective and efficient.
• Win-Win Situation for both the organization and its suppliers: Both organizations and their
suppliers are inter-dependent on each other. Therefore, a mutually beneficial relationship is a
must for growth.
5. Conclusion
An effective Quality Management Improvement plan is the need of the hour for any organization.
Successful implementation of a Quality Management Improvement Plan always results in
achieving a balance of quality, efficiency, and profitability in any organization. All the activities,
methods and phases involved in a Quality Management Improvement Plan are cyclic and
recurring in nature. An organization is expected to understand its own delivery systems and key
processes in order to embark on the path of an effective Quality Management Improvement.
A successful TQM implementation requires a significant training for the employees involved in it.
Since the training program can take employees away from their day to day work, this eventually
can have a negative short-term impact. Also, since Total Quality Management tends to result in a
consistent series of incremental changes, it can lead to creating an unpleasant response from
those employees who prefer existing system, or employees who are afraid of losing their jobs
because of it. Total Quality Management works best in an environment where there are strong
support and commitment from the management.
6. References
https://www.simplilearn.com/improving-quality-management-consistently-article
https://www.thebalancesmb.com/continuous-improvement-tools-2221195
https://www.investopedia.com/terms/t/total-quality-management-tqm.asp
https://asq.org/quality-resources/total-quality-management
https://cleartax.in/s/total-quality-management
https://www.fibre2fashion.com/industry-article/3500/an-overview-on-some-of-the-basics-of-tqm
https://www.fibre2fashion.com/industry-article/2462/total-quality-management
https://www.fibre2fashion.com/industry-article/5721/total-quality-managements