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Total Quality Management (TQM) consists of organization-wide efforts to install and make permanent a climate in which an organization continually improves its ability to deliver high-quality products and services to customers. While there is no widely agreed approach, TQM's efforts are typically based on previously developed quality control tools and techniques. TQM enjoyed widespread attention in the late 1980s and early 1990s before being eclipsed by ISO 9000, Lean manufacturing and Six Sigma.
Total Quality Management, which is often referred to by its acronym TQM, requires organizations to focus on continuous improvement, or kaizen. It focuses on long-term process improvements, rather than simply emphasizing short-term financial gains.
TQM prescribes a number of ways for organizations to achieve this, with the path to continuous continuous improvement focused on the use of strategy, data and effective communication to instill a quality discipline in the culture and processes of the organization.
More specifically, TQM focuses on the processes that organizations use to produce their products, and calls on organizations to define those processes, continuously monitor and measure their performance, and use those performance data to drive improvements. In addition, it asks that all employees, as well as all organizational departments, be part of this process.
The objectives of TQM are to eliminate waste and increase efficiency by ensuring that the production of the organization's product (or service) is performed correctly the first time.