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27-05-2017, 12:59 PM

total quality management by jayakumar free download pdf

jaseela123d · 29-05-2017, 12:17 PM

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.

In the late 1970s and early 1980s, the developed countries of North America and Western Europe suffered economically from the strong competition of Japan's ability to produce high-quality goods at a competitive cost. For the first time since the start of the Industrial Revolution, the United Kingdom became a net importer of finished goods. The United States undertook its own search for soul, expressed very clearly in the television broadcast of Si Japan can ... Why can not we? Companies began to re-examine the quality control techniques invented over the past 50 years and how these techniques had been so successfully used by the Japanese. It was in the midst of this economic turmoil that TQM took root.

There is no widespread agreement as to what TQM is and what actions it requires from organizations, however a review of the original effort of the United States Navy gives a rough understanding of what is involved in TQM.

Key concepts in the Navy's TQM effort in the 1980s include:

• "Quality is defined by the needs of customers."

• "Top management has a direct responsibility for improving quality".

• "The increase in quality comes from systematic analysis and improvement of work processes".

• "Quality improvement is a continuous and well-rounded effort throughout the organization."

The Navy used the following tools and techniques:

• The PDCA cycle to drive problems to resolution

• Ad hoc multifunctional teams (similar to quality circles) responsible for addressing immediate process issues

• Permanent multifunctional equipment responsible for the improvement of long-term processes

• Active participation of management through management committees

• Use of the Seven Basic Quality Tools to analyze issues related to quality

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