Total Quality Management Principle and Tools

Total Quality Management Tools

Total Quality Management (TQM) is the optimization and integration of all the functions and processes of a business in order to provide for excited customers through a process of continuous improvement.

Quality Improvement Teams

These are small groups of employees who work on solving specific problems related

to quality and productivity, often with stated targets for improvement. Quality

improvement teams are proving to be highly successful at tracking down the causes of

poor quality as well as taking remedial action.

Benchmarking

This is the process of identifying the best practices and approaches by comparing

productivity in specific areas within ones' own company to other organisations both

within and outside the industry.

Statistical process control

This is a statistical technique that uses periodic random samples taken during actual

production to determine whether acceptable quality levels are being met or whether

production should be stopped in order to take remedial action. Because most

processes produce some variation, statistical process control uses statistical tests to

determine when variations fall outside a narrow range around the acceptable quality

level. The emphasis when using SPC is on defect prevention rather than trying to

inspect the quality into the product.

Commitment

In order for the Eye on the Future Model to be a success, each member in an

organisation must be committed to the change process. It cannot be viewed as the new

flavor of the month, but should rather be regarded as an exciting life changing

process. Too often peoples' enthusiasm wanes when they realize that the change

process in an organisation is not likely to occur overnight People need to pledge their

support to objectively analyzing their job functions and procedures, and seeking new

innovative ways to improve them. If necessary inspirational speakers should be

employed to enthuse staff to a new attitude of commitment. Once again, people are

led by example. If it appears that management is not committed to the change process,

this is the attitude the people will develop. However, if commitment is perceived to

be the attitude of management, then the people are most likely to follow.

Training 

Training must be a part of the organisations succession planning. In today's business

environment any training which is less than visionary will not help the organisation

meet its' future goals and objectives. Training objectives must be supportive of the

company's vision and mission. In order to identify training, the employees must be

involved. System deficiencies including non-conformance reports, customer

complaints and job performance appraisals will highlight the most urgent areas for

development. Training programs must be devised and implemented to help bridge

the gap identified previously. The results of the training must be evaluated to ensure

that effective improvement has been achieved and that employees are competent to

use the skills acquired.