views “quality” entirely from the point of view of “the customer”.
All businesses have many types of customer.
customer can be someone "internal" to the business (e.g. a production employee working at the end of the production line is the "customer" of the employees involved earlier in the production process).
TQM focuses on the ways in which these processes can be managed - with two key objectives:
1 100% customer satisfaction
2 Zero defects
Importance of Customer - Supplier Relationships - ‘Quality Chains’
TQM focuses on importance of relationship between customers (internal and external) and supplier.
These are "quality chains” which can be broken at any point by one person or one piece of equipment not meeting the requirements of the customer.
Failure to meet requirements in any part of quality chain multiplies, and failure in one part of system creates problems elsewhere, leading to yet more failure and problems, and so the situation is exacerbated.
• Who are my internal suppliers? • What are my true needs and expectations? • How do I communicate my needs and expectations to my suppliers? • Do my suppliers have the capability to measure and meet these needs and expectations? • How do I inform them of changes in my needs and expectations?
Certification/registration takes place when an independent and competent body certifies that a product, process, service or system conforms to specific requirements.
With ISO 9000, registration and certification are used interchangeably, and bodies that issue conformity certificates are referred to as registrars in the USA, and elsewhere as certification or registration bodies.
multinational organizations normally prefer known brand names such as Bureau Veritas (France), Lloyd's Register (UK), SGS (Switzerland), T¿ (Germany) or American National Standards Institute (United States)
smaller companies may prefer local registrar, able to provide a more personalized service.
organizations shopping for a registrar should consider the following factors:
"I just need objective evidence that customers have processes for assessing customer satisfaction, even if it means that they just record telephone calls made to customers,” Cwiekowski, Great Western Registrar LLC (Phoenix)
90% of registered companies indicated they would make the transition to ISO 9001: 2000 before the December 2003 deadline.
the Baldrige Program has produced a widespread positive impact on the quality performance of U.S. companies.
The quality literature-- for example, J.M. Juran -- feel that the criteria used for judging the Baldrige competition have become the leading model defining the concepts of continuous improvement and total quality management (TQM).
With a focused, rapid deployment of a Six Sigma plan, a major (US) financial services company was able to save $75 million in productivity benefits, reduce customer complaints by 29% and increase stock value by 52%.