Total quality management Part -AQ1what do you understand by Total Quality Management, what are the

requirements to implement TQM approach in an organization.Ans

Total quality management
(
TQM
) is the organization-wide effort to install and make permanent a climatein which it
continuously improves its ability to deliver high-quality products and services to
customers. While thereis no widely agreed-upon approach, !" efforts typically
draw heavily on the previously-developed tools andtechniques ofquality control. #s
a business phenomenon, !" en$oyed widespread attention during the late%&'s
and early %&&s before being overshadowed by *+ &, ean
manufacturing, and *i *igma
otal quality management can be summarized as a management system for a
customer-focused organization thatinvolves all employees in continual
improvement. t uses strategy, data, and effective communications to integrate
thequality discipline into the culture and activities of the organization.

Customer-focused
. he customer ultimately determines the level of quality. o matter what an
organizationdoes to foster quality improvement/training employees, integrating
quality into the design process, upgradingcomputers or software, or buying new
measuring tools/the customer determines whether the efforts wereworthwhile.

Total employee involvement

. #ll employees participate in working toward common goals. otal
employeecommitment can only be obtained after fear has been driven from the
workplace, when empowerment has occurred,and management has provided the
proper environment. 0igh-performance work systems
integrate continuousimprovement efforts with normal business operations. *elfmanaged work teams are one form of empowerment.

Process-centered
. # fundamental part of !" is a focus on process thinking. # process is a series of
stepsthat take inputs from suppliers (internal or eternal) and transforms them
into outputs that are delivered tocustomers (again, either internal or eternal).
he steps required to carry out the process are defined, andperformance measures
are continuously monitored in order to detect unepected variation.

Integrated system
. #lthough an organization may consist of many different functional specialties
oftenorganized into vertically structured departments, it is the horizontal processes
interconnecting these functions thatare the focus of !".
o
"icro-processes add up to larger processes, and all processes aggregate into the
businessprocesses required for defining and implementing strategy. 1veryone must
understand the vision, mission, andguiding principles as well as the quality policies,
ob$ectives, and critical processes of the organization. 2usinessperformance must be
monitored and communicated continuously.
o

#n integrated business system may be modeled after the2aldrige ational !

uality3rogram criteria and4or incorporate the *+ & standards. 1very
organization has a unique work culture, andit is virtually impossible to
achieve ecellence in its products and services unless a good quality culture has
beenfostered. hus, an integrated system connects business improvement
elements in an attempt to continuallyimprove and eceed the epectations of
customers, employees, and other stakeholders.

Strategic and systematic approach

. # critical part of the management of quality is the strategic andsystematic
approach to achieving an organization5s vision, mission, and goals. his process,
called strategicplanning or strategic management, includes the formulation of a
strategic plan that integrates quality as a corecomponent.