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Total Quality Management Overview
According to wikipedia.org Total Quality Management was developed in the mid 1940s by Dr W. Edwards Deming. The Deming Prize Committee of the Union of Japanese further defines TQM as:
TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price.According to this source TQM can be broken down to the following four process steps identified by four distinct Japanese words:
- Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable.
- Atarimae Hinshitsu – Focuses on intangible effects on processes and ways to optimize and reduce their effects.
- Kansei – Examining the way the user applies the product leads to improvement in the product itself.
- Miryokuteki Hinshisu – Broadens management concern beyond the immediate product.
Impact of Globalization
The marketing of products to multiple foreign markets has resulted in an increased demand for products that meet high standards and quality. The increase demand for high quality products is a result of not only local but foreign competition. This competition has produced a normalization effect that if is not meet will result in the failure of a companies efforts. The high pressure to stay competitive has forced most companies to reevaluate their management styles, systems, and process. A lot of companies have embraced and implement some if not all of the TQM principles and processes to help them produce high quality products.
Compare and Contrast Management Styles
There are many management styles that companies can implement. The two extremes that come to mind are reactionary management and TQM. Both styles can produce high level of output depending on the demand however the processes and systems to reach different levels of production is drastically different. A company operating under reactionary management can increase production based simply on a whem of a member of upper management. Conversely an increase in production in a company operating under TQM would require planning and analysis of the need and the best strategy to meet predicted demand increases. As previously alluded another major difference between these two management styles is the level at which decision are made. In reactionary management decisions are made by a high level of management whereas with TQM decision making is typically delegated to the lower level that works directly with the customer. These differences even though they appear similar have a dramatic effect on the quality of the products produced.
In conclusion, TQM is a management style that requires a strong commitment from upper management that results in a high quality product that consumers desire and appreciate. In addition to attracting new and retaining existing customers TQM allows an organization to streamline and document its efforts to ensure their processes and systems are operating as efficiently as possible. Some of these aspects are present in my organization but I see areas where TQM can benefit our product and our customer groups, the state employee and the citizen.
WikiPedia.org, Retrieved November 27, 2005 from http://en.wikipedia.org/wiki/TQMhttp://en.wikipedia.org/wiki/TQM