„Quality exists, when the price is long forgotten!“
With these words the co-founder of the tradition enterprise of Rolls Royce, Frederick Henry Royce, was quoted.
Quality ingrains the good reputation. The one who get this rep will be open the floodgates but if you lost it you go down under very fast or you have to try hard to re-establish your tattered reputation.
Quality is brainwork. Regarding to the corporate strategy quality is a typical Top-Down-Task. This strategy can only be successful when the Top-Management is disposed to put it into practice. In corporate culture thinking of quality however each co-worker is part of these one and because of that it has a typical Bottom-Up-Process characterized with a sustainable implementation.
In today's time affected by cut-throat competition and consequential customer orientation corporations attach great importance to quality.
How hard the customer penalizes quality-shortfalls a study of the White House Office of Customer Affairs impressively set forth. In these study 90 from 100 customers, who were dissatisfied with the condition of the goods will from now on avoid this product. It is remarkable that only about 4% of the dissatisfied customers complain about the quality directly to the manufacturer. Unfortunately every one of these dissatis-fied customers will pass his displeasure about the quality to at least nine further potential customers.
Quality might be from existential importance for a company. In the competition still increasing in sharpness around shares of the market only the enterprises will keep up which have a integrated quality thinking and acting.
[...]
Table of Contents
1 Introduction
2 Total Quality Management
2.1 Precursor of the TQM
2.1.1 Deming-Approach
2.1.2 Juran-Approach
2.1.3 Feigenbaum-Approach
2.1.4 Crosby-Approach
2.1.5 Ishikawa-Approach
2.2 The Road to TQM
2.3 The Idea of TQM
2.4 Philosophy of TQM
2.4.1 Customer-oriented
2.4.2 Employee orientation
2.4.3 Process-oriented
2.4.4 Results-oriented
2.5 Peculiarity of the TQM
2.6 Success story for the implementation of TQM
2.7 Efficiency and cost aspects of the TQM
3 Quality management system
3.1 Basic principles of QMS
3.1.1 Requirements of QMS
3.1.2 Structure of the QMS
3.2 Process-oriented QMS
3.2.1 Processes with high repetition
3.2.2 Processes with low repetition
3.3 Documentation of the QMS
3.4 Standardization and certification
3.4.1 Standardization
3.4.2 Certification
3.5 Implementation of the QMS
3.6 Integrated management system
3.6.1 The interrelation between the Environmental management and the QMS
4 Costs and benefit of the QM
4.1 Profitability analysis
4.2 Quality controlling
4.2.1 Idea and objectives
4.2.2 Functions
5 The challenge of change
Objectives and Research Focus
This work explores the foundational concepts and strategic implementation of Total Quality Management (TQM) within modern organizations. The primary objective is to analyze how quality management systems (QMS) evolve from simple product control to a comprehensive corporate strategy that integrates processes, employees, and customer orientation to ensure long-term competitiveness and economic efficiency.
- The evolution and core philosophical components of TQM.
- The structural requirements and documentation needed for an effective QMS.
- Distinctions between process-oriented and result-oriented quality management.
- The role of quality controlling in balancing economic costs and benefits.
- The cultural and organizational challenges inherent in implementing change.
Excerpt from the Book
2.4 Philosophy of TQM
TQM stands for a corporate philosophy in which leadership of the company is completely integrated. Four basic orientation phases can be distinguished:
2.4.1 Customer-oriented
The customer is essential for the company’s business success. He only makes a decision which products or services are enough for his requirements and which not. An absolute customer orientation is necessary for companies that are on the roll. To reach this purpose the company must know the requirements and the expectations of the customers.
2.4.2 Employee orientation
TQM needs to recognize the engagement of all employees involved in the value-added process to find a fault as early as possible and to fix them permanently. The focus of the efforts must be the constant improvement of all involved parties. The way of thinking that the staff is seen as a pure expense factor must be substituted with the integration of the employees in the business process. Employees must be seen as the determining success factor of an enterprise.
Summary of Chapters
1 Introduction: Provides an overview of the importance of quality for corporate reputation and competitive advantage, emphasizing the shift from top-down strategy to bottom-up implementation.
2 Total Quality Management: Examines historical approaches (Deming, Juran, etc.) and defines TQM as a comprehensive strategy focused on customer satisfaction and continuous improvement.
3 Quality management system: Details the operational structure, documentation, and standardization of QMS, while highlighting the integration of environmental management.
4 Costs and benefit of the QM: Discusses the financial implications of quality, focusing on profitability analysis and the controlling functions necessary to support quality initiatives.
5 The challenge of change: Addresses the cultural barriers to TQM and the necessity of management commitment to successfully navigate organizational transitions.
Keywords
Total Quality Management, TQM, Quality Management System, QMS, Continuous Improvement, Customer Orientation, Process-oriented, Quality Controlling, Employee Orientation, Standardization, Certification, Profitability Analysis, Management Strategy, Quality Costs, Organizational Change
Frequently Asked Questions
What is the core focus of this publication?
The publication focuses on Total Quality Management (TQM) as a comprehensive corporate strategy aimed at long-term success through continuous improvement and customer-centric processes.
What are the primary themes discussed in the text?
The central themes include the philosophical foundations of TQM, the structural components of a Quality Management System, the role of employees, and the financial aspects of quality controlling.
What is the main objective of the author?
The objective is to explain how organizations can successfully integrate quality into their corporate culture to overcome competitive pressure and achieve superior performance.
Which scientific methods or concepts are used?
The work utilizes historical quality management approaches, such as those by Deming, Juran, and Crosby, and frameworks like the Balanced Scorecard and process-oriented management structures.
What is covered in the main part of the work?
The main part covers the philosophy of TQM, the technical and structural requirements of building a QMS, and the necessary financial and change management strategies to ensure project success.
Which keywords characterize this work?
Key terms include Total Quality Management, Continuous Improvement, Quality Controlling, Process-oriented QMS, and Customer Orientation.
How does the author define the "Quality-Trilogy"?
The author defines it based on Juran’s concept, consisting of quality planning, quality control, and quality improvement.
What is the significance of the "PIMS study" mentioned?
The PIMS study is used to demonstrate the positive impact of high quality on financial performance, specifically regarding sales growth and profitability.
Why does the author differentiate between processes with high and low repetition?
The differentiation helps to tailor management instruments: high repetition processes focus on cyclic improvements, while low-repetition projects prioritize error avoidance and meticulous planning.
What role does the management play in TQM implementation?
Management is viewed as the primary driver of TQM, responsible for setting the vision, providing necessary infrastructure, and fostering a culture that encourages commitment across all levels.
- Quote paper
- Diplom-Betriebswirt (FH) Dominic Gaida (Author), 2006, An Introduction to Quality Management, Munich, GRIN Verlag, https://www.grin.com/document/122197
