TQMIntroduction(2)

TQMIntroductionQualityisanever-endingprocessModerncompaniesimplementqualityimprovementprogramstoenhancetheirproductsorservices.Thequalityimperativemovementofthelasttwodecadeshasredefinedqualityasanever-endingefforttocontinuallyimproveacompany'sproducts.Thismovementcombinesstrategicandoperationalcontroltoachievelong-termsuccessandsurvivalofanorganization.TQMinvolvesallstafftoparticipateTQMstandsfortotalqualitymanagement,atermderivedfromthequalityimperativemovement.TQMinvolvesallstafftoidentifyeveryprocesswithinthebusinessthatwillinfluencequality.TQMisanyactiontofulfillthequalityimperativeTQMisacontinuousefforttoenhancethequality,efficiency,andresponsivenessofaproductorservice.AnyactiontakentoimplementTQMisanactiontofulfillthequalityimperative.1.SpecifiedqualitySpecifiedqualityisthefirstessentialelement.Companiesshouldspecifywhatqualitymeansandgiveemployeesaclearpicturetoleadthemintheirwork.Fromthecustomers'pointofview,qualitymeansthattheproductfunctionswell,thepriceiscompetitiveorfair,andtheserviceisquickandsatisfactory.MostJapanesecompaniessuchasMatsushita,Sony,andToyotahaveaverygoodreputationforquality.2.CustomerorientationThesecondelementiscustomerorientation.Businessmustprovidewhatthecustomerwants.AnexampleisDellcomputer'sgrowthfueledbyitscustomerservicethatofferstailor-madesolutionstotheirclients'PCneeds.Itisnecessarytorecognizeinternalaswellasexternalcustomers.Servicewithqualityandefficiencyfortheinternalcustomersaddsvaluetotheirefforts,andiseventuallypassedontothefinal3.DetailedbusinessprocessconcentrationThethirdelementisdetailedbusinessprocessconcentration.Breakingthebusinessprocessintosmallpartsgivesmanagersthechancetoinspectandimprovethewayseachstepisdone.AccountingandmanagementconsultingfirmssuchasAndersenConsultingmakegooduseofthisapproach.Checkingthequality,efficiency,andresponsivenessofeachphaseorunitgivesmanagersaccurateinformationtomakenecessarychanges.Increasedefficiencyofeachstepgreatlycontributestotheoverallimprovement.4.CooperationwithclientsandsuppliersThefourthelementiscooperationwithclientsandsuppliers.Businessesshouldavoidviewingclientsandcustomersasadversariesandinsteadshouldcooperatewiththemaspartnerstodeliverhighqualityproducts.Thishelpsmanagerspreventorsolveproblems.Mostautomakersneedtohavestrongcooperationwiththeirsuppliers.TheJapaneseJustinTime(JIT)systemisaperfectexampleofawell-executedsupplierpartnershipprogram.5.ProblempreventionThefifthelementisproblemprevention.TQMfocusesonthedetectionofpotentialproblemsbeforetheyoccur.Failuretopreventdefectshasdangerousconsequences:itwillcostextratimeandresourcestoinspectandfix.Undetectedproblemscaneventhreatenanentirebusiness.ISO9000certificationofmostmanufacturingcompaniesisagoodmanifestationofthisthinking.Companiesuseanoutsidefirmtoverifythattheiroperationsaresound.Companiesmustdesigninqualitybeforetheyprovideaproductorservice.Duringthedesignphaseofaproductorservice,itisvitalformanagerstohaveinputfromcustomers,marketing,assemblers,andfinalproducers.6.Adoptionofanerror-freeattitudeThesixthelementistheadoptionofanerror-freeattitude.Thisattitudepreventsmistakes.Managersshouldencourageeveryemployeenottosimplyfinishajobbuttofinishitcorrectlyaswell.ZerodefectprogramsadoptedbymostJapanesesemiconductorandelectroniccompaniesaregoodexamplesofthiselement.7.AccuratemeasurementCompaniesshouldensurethatperformanceismeasuredaccurately,thatis,basedonfactualdataratherthanassumptions.Managerscanusesuchdatatoassesscriticalvariablesintheoperationalprocess.ThestatisticalqualitymethodtaughtbyDr.DemmingandwidelyadoptedbyJapaneseandAmericancompaniesisthebasiccornerstoneofTQM.8.EmployeeparticipationForcontinuousimprovementinwork,managementmustempoweremployeestobeinnovativeandactinanatmosphereoftrustandrespect.AtFordMotor,theircompanysloganisQualityisJob1.Thisisusedtoinvolveemployeesinthequalityassuranceprocess.9.TotalinvolvementatmosphereAllunitsofanorganizationshouldsimultaneouslyapplyqualityconcepts.Everymanagerandemployeeshouldbeencouragedtoaddvalueforcontinuousimprovement.TQMrequirescommitmentfromeverystaffmemberofthecompany.Qualityawardsformanagementandstaffareoftenusedasincentives.10.ContinuousimprovementThelastelementofTQMiscontinuousimprovement.Qualityisamovingtargetandcreatesnewstandardsforbusinesses.Productsthatconsumersbelievedwereofahighqualityinthepastarenowofaveragequality.Theorganizationitselfmustbedynamictomeetcustomers'ever-changingneeds.Nokia,forexample,institutedanup-to-datequalityassuranceprogramatitsplants,andsolidifieditspositionastheoneofthebestcellularphonecompaniesintheworld.AnothergoodexampleofcontinuousimprovementisKaizen.TheJapaneseKaizenprogramiscommonlyadoptedbyJapaneseandUSmanufacturers.