The TQM philosophy of Management
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The TQM philosophy of management is customer oriented, with all members of the total quality management organization striving to systematically improve the organization through the ongoing participation by all employees in problem-solving efforts across functional and hierarchical boundaries (Schlenker). TQM incorporates concepts of quality products, process control, quality assurance, and quality improvement on an ongoing basis. TQM is the control of all transformation processes of an organization to improve customer satisfaction in the most economical way. The process is based on internal self-control embedded in each unit of the work system (technology and personnel). Problem-solving is pushed down in the organization, allowing the people who do the work to be responsible for quality control and to take corrective action where necessary in order to deliver a product or service that meets the needs of the customer. There is no full agreement between the experts and managers on how best to implement TQM, effectively to their organizations, with some advising customer satisfaction as the driving force behind quality improvement, and others suggesting quality management is best achieved by internal productivity or cost improvemdnt programs (Schlenker). Other organizations see TQM as a means to introduce participatory management into their system. Until recently, American organizations in general have emphasized the ôcost of non-conferenceö and the importance of emp
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roblems with a company lie in its organization and only 15 percent with the employees. Traditional MBO management, with its hierarchy of objectives and standards passed down through a chain of command, and quality philosophy, with the shift in focus from internal results to customer expectations are two opposing ideas in management techniques. Simply installing an elaborate quality control system in the traditional management system does not work. Implementing TQM needs commitment from the top down, and involves changes in management organization. The present organization must be understood so that the change can be implemented in the most effective way.
TQM, then, is a systematic approach to managing a company that uses facts through observation, analysis, and measurable goals, according to van der Made-Potuijt, Bertsch and Groenewegen. They propose that TQM is based on the following principles:
1) Management by fact through observation, analysis, experimentation, and procedures using the Standard-Do-Check-Act (SDCA) work cycle for daily management and Plan-Do-Check-Act (PDCA) work cycle for improvement.
2) Permanent improvements by reactive and pro-active improvement of both process and product/services of the organiza
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Approximate Pages = 10 (250 words per page)
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