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FUTURE OF

TQM

GREESHMA
HUSSAM
KAVIN
NAGARAJAN
SRI TEJA

INTRODUCTION
Introduction:
The quality management has gone through
several transformations to reach the present
stage.
In the past, controlling quality meant that the
product had to be inspected after it was
produced to check whether it met all the
specifications or not.
The transformation from inspection mode to
prevention mode is considered to be a very
important step in building quality from the very
beginning or start of the manufacturing process.

TRENDS THAT IMPACT QUALITY


MANAGEMENT

Demanding Customers : Accelerating sales and


market shares that companies enjoy today is an
unflagging responsiveness to the demanding global
customers

Shifting Customer Value Expectations:


Customers want an excellent product from an
organization that provides accurate billing, reliable
delivery and after-purchase support

TRENDS THAT IMPACT QUALITY


MANAGEMENT

Opposing Economic Pressures: Higher


quality and lower prices for customers is the
reduction of the expenses
New management approaches: This
approach to business improvement become
increasingly estranged from customers,
employees and suppliers

QUALITY MANAGEMENT FOR THE


FUTURE

COMPETITIVE ORGANIZATIONS IN
THE FUTURE

Make quality the epicentre of increasing revenue


growth and competitive leadership
Innovate in product and service leadership and
cycle-time management
Develop effective suppliers partnerships
Create a seamless quality value network among
customer, producer and supplier relationship
Achieve complete customer satisfaction by offering
essentially perfect goods
Provide environmental and safety leadership

COMPETITIVE ORGANIZATIONS IN
THE FUTURE

The healthcare industrys need is fuelling the


growth of integrated quality management systems
(IMS) to find the correct balance between quality,
risk, environmental and social responsibility costs
and efficiencies.
The lightning speed at which technology is
changing products, services and delivery methods
requires large organizations to be ever more
adaptable and agile.
The challenge for quality managers moving into the
future is largely about allowing for change in a field
that relies on constants.

FUTURE QUALITY MANAGERS

The quality managers role is shifting from


sitting in the quality office telling
employees
the
defect
to
helping
employees find the root cause of the
defect
Working in partnership to find solution,
and implementing that solution
They must ensure that the employees
understand the effects of both the defects
and the solution

WHY QUALITY MANAGEMENT


SYSTEM HAS FAILED?
Lack of Vision
Lack of clarity in business objectives
No urgency for growth
Lack proper understanding of customers and competition

Lack of Management Support


Lack of understanding/interest in quality concepts within the
organization
Lack of interest/commitment from top management
Weak management and leadership
Failure to allocate proper resources

Incorrect timing
Implementation of a QMS without building the quality culture

WHY QUALITY MANAGEMENT


SYSTEM HAS FAILED?
Incorrect approach
Not properly understanding customer demands
Lack of review & recognition mechanisms
Failure to define objectives that link QMS
strategically
with business goals
Failure to train the improvement team
QMS stakeholders not fully engaged

INFLUENCING FACTORS
THE FUTURE OF TQM

FOR

The approach used was that of Strauss and Corbin


(1990) where theory is viewed as being constructed
over time to form a body of knowledge.
The approach suits the current body of TQM
knowledge that often is not suitable for more hypodeductive style research.
The factors were divided into two broad categories,
namely internal and external influencing factors for
the future of TQM.
Internal refers to issues within the TQM movement
External refers to issues in the environment in which
TQM is placed

Extrapolati
on

EXTERNAL
INTERNAL

TQM
DRIVERS
TQM
DRIVERS

Paradigm
Shifts

Technology

EXTERNAL
EXTERNAL

TQM
DRIVERS
TQM
DRIVERS

Markets

Environmen
tal drivers

CONCLUSION
Quality management has assumed that building quality into
everything that is done is very fundamental have embraced
new philosophies in managing quality on an on-going basis.
Unfortunately, for many, TQM had been a fad and it is no
more relevant for them to achieve competitiveness.
They started chasing new concepts and trends such as reengineering, benchmarking, ERP, e-business, e-commerce,
etc.
Organisations want quick results through shortcut methods.
Going through a TQM route may take longer but it could
ensure that a strong culture for quality is built.

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