The study focuses on Total Quality Management. It begins with a short overview of the development of quality concepts within the last 50 years.
It deals in detail with the fundamental elements of TQM. The particular principles are arranged in a way, which illustrates the mutual supportive interrelationships. After that, the European quality system is explained. It is primarily focused on the European Quality Award and its belonging assessment criteria.
Within this framework, the Total Quality implementation is demonstrated by the example of a recent award winner. It is examined in which way and to what extend the theoretical principles of TQM have been applied in order to meet the European guidelines.
With reference to the theory, the European evaluation system as well as the company specific application is critically analysed.
Table of Content
1. Introduction
2. The Emerging and Development of Quality Concepts
3. The Principles of Total Quality Management
3.1. Adaptation of a Quality Orientated Attitude
3.2. The Role of Management
3.3. Leadership Development
3.4. Management of People
3.5. Customer/Supplier Relationship
3.6. Customer Orientation
3.7. Supplier Integration
3.8. Preventive Action
3.9. Continuous Improvement
3.10. Lean Management
3.11. Benchmarking
3.12. Quality Controlling
4. The European Quality Award
5. Nokia Company Profile
6. Nokia and the Excellence Model
6.1. Leadership
6.2. People
6.3. Policy and Strategy
6.4. Partnership and Resources
6.5. Processes
6.6. People Results
6.7. Customer Results
6.8. Society Results
6.9. Key Performance Results
7. Conclusion
8. Bibliography
Research Objectives & Topics
This study investigates the application of Total Quality Management (TQM) principles within a world-leading enterprise, specifically examining how the European Quality System influences implementation and performance in a corporate context.
- Development and evolution of global quality concepts
- Fundamental principles and strategies of Total Quality Management
- Implementation framework of the European Quality Award
- Practical analysis of TQM integration using Nokia as a case study
- Impact of quality-oriented management on organizational success
Excerpt from the Book
3.2. The Role of Management
The introduction of Total Quality Management is a strategic decision, which will lead to a change of the entire organisational structure of an organisation. In order to avoid uncertainty and resistance of employees and executives, the necessary changes have to be directed and pushed by the management. The management has to perform its executive function and has to support the changing process by an exemplary behaviour.
The basis for the implementation of TQM can only be built up if the management strives in the strongest possible way for quality and supports this with the consequent proceeding.
All changes have to be initiated by the senior management. It is important that employees in leading positions are not able to prevent or slow down necessary actions.
Summary of Chapters
1. Introduction: Presents the importance of continuous improvement and Total Quality Management as a necessary response to increasing global competition.
2. The Emerging and Development of Quality Concepts: Provides a historical overview of how Japanese quality success led to the adoption of formal quality frameworks in Western industries.
3. The Principles of Total Quality Management: Outlines the core strategic components of TQM, including leadership, customer-supplier relationships, and specific improvement methodologies.
4. The European Quality Award: Explains the origins and purpose of the EFQM Excellence Model as a framework for supporting European quality initiatives.
5. Nokia Company Profile: Introduces the case study company and its development into a global telecommunications leader.
6. Nokia and the Excellence Model: Critically analyzes how Nokia applies the EFQM Excellence Model criteria across various business operations.
7. Conclusion: Synthesizes the findings, discussing the necessity of TQM adoption and critiquing the limitations of the current assessment models.
8. Bibliography: Lists the academic and industrial sources used for the study.
Keywords
Total Quality Management, TQM, EFQM, European Quality Award, Nokia, Continuous Improvement, Kaizen, Lean Management, Benchmarking, Quality Controlling, Quality Orientation, Process Management, Organizational Excellence, Customer Satisfaction, Leadership Development.
Frequently Asked Questions
What is the core focus of this research?
The research examines the implementation of Total Quality Management (TQM) principles within large organizations, using Nokia as a specific case study to evaluate real-world application.
What are the central themes of the work?
The study centers on TQM theory, the European Foundation for Quality Management (EFQM) framework, and the assessment criteria used for the European Quality Award.
What is the primary objective of the study?
The primary goal is to determine how the European Quality System encourages TQM implementation and how theoretical principles are operationalized in a corporate environment.
Which scientific methodology is applied?
The author uses a combination of literature analysis for theoretical grounding and a descriptive case study approach to analyze Nokia's submission documentation for quality awards.
What topics are discussed in the main part?
The main part covers the historical development of quality concepts, detailed TQM principles, the structure of the European Quality Award, and a critical analysis of Nokia's leadership, people management, processes, and performance results.
Which keywords characterize this paper?
Key terms include Total Quality Management, EFQM, Nokia, Lean Management, Benchmarking, and Continuous Improvement.
How does Nokia integrate TQM into its leadership style?
Nokia aligns its leadership with core values like Customer Satisfaction and Achievement, attempting to embed these into both internal and external organizational environments.
What critique does the author offer regarding Nokia's documented quality processes?
The author criticizes the lack of transparency in Nokia's public documents, specifically regarding training programs, group work methods, and detailed financial management systems.
- Citation du texte
- Christina Haring (Auteur), 2002, Total Quality Management in a Theoretical and Practical Context, Munich, GRIN Verlag, https://www.grin.com/document/22787
