The document discusses strategies for quality management, including total quality management. It provides historical context on the development of quality management from the early 20th century onward. Specific strategies discussed include kaizen (continuous improvement), mistake proofing, and six sigma. The roles of senior management and use of data/metrics in quality improvement programs are also covered. Overall the document aims to define different quality management processes and tactics and discuss their importance for meeting customer expectations and reducing risks.

1. GENERAL QUALITY STRATEGIES
1
General Quality Strategies and Quality Management Tactics
Alycia Graham
CTU ONLINE
11/25/2015
Quality ManagementIntroduction
The history of quality management can be drawn all the way
back to The Middle Ages. In 1911, the concept of quality took
a huge leap forward when Frederick W. Taylor published ‘The
Principles of Scientific Management’, using statistical theory in
order to provide a framework for refining worker productivity
in industrial organizations.
Actually, it was during the 1920’s when quality management
systems, as it is known today, begun to surface. Product quality
control was determined via inspections. Change and growth
were then brought forth during the 1940’s by industry leaders
and experts like Deming, Dodge, Juran and Roming (Jones,
2014).
During the first international quality management conference in

2. 1969, Feigenbaum would first apply the phrase Total Quality
Management. By the 1980’s, the Western culture would
recognize Japan’s success and start to set and adhere to higher
Total Quality Management guidelines (Boyer, 2009).
The U.S. Government would soon be accountable for making
those guidelines and values clear with their development of
the Malcolm Baldrige Award. Other countries, such as Europe,
would follow in the United States’ track and come up with
similar awards.
Specific directions companies are adopting in terms of strategic
quality management includes: Creating a structure that upper
management will follow and the organization as a whole,
instituting several programs of education and training, and
Permitting innovation and invention amongst their
staff.Evolution of Deming and Six Sigma program
Six Sigma is a business strategy that tries to find and eliminate
causes of errors or defects in business processes by
concentrating on outputs that are critical to customers (Antony,
2004).Advantages of quality management
As indicated by Fernandez and Underwood (2006), there are
several measurable and non-measurable benefits of quality
management. First, itt places a strong focus on attaining
measurable and quantifiable financial returns to the bottom-line
of an organization. Quality management also places an
unparalleled significance on strong and passionate leadership
and the support needed for its successful deployment. Further, it
stresses the significance of data and decision making based on
facts and data rather than assumptions and
intuitions.Disadvantages of quality management
Despite its advantages, some of the disadvantages include the
challenge of having quality data available. In some cases, there
is hindrance as the solutions driven by the data are expensive.
In addition, the calculation of defect rates or error rates is based
on the assumption of normality.
The role of senior management in quality management
improvements programs

3. Inferring from Goleman (2000), an effective quality
management programs encompasses changes in any particular
organizations infrastructure and culture to overcome the
traditional barriers and put efforts towards a common goal of
quality. To achieve this, all the staff should understand and
embrace the role of quality improvement philosophy as well as
supporting quality improvement organizational wide focus. In
all the business organizations, senior management bears the
biggest role to establish and manage the organizational
strategies towards achieving quality improvement programs.
According to Fernandez and Underwood (2006), senior
management has several towards quality improvement programs.
First, they have a role of creating a conducive organizational
environment and a strategic atmosphere to thrive in quality
improvement programs. In such a case, they function as role
models, by getting personally involved in spreading the
knowledge and benefit of total quality management
improvements program. In connection to that, they have to clear
any air regarding any misconception regarding the programs to
the junior staff and possibly the organizations board.
In addition to this, being the resource managers in their
organization, they have a role of ensuring that resources are
mobilized and directed towards building a quality program
system. They should ensure availability of resources, both
human and technical to ensure the success of the program. For
instance, the CEO should use the human resource to conduct an
accurate reflection of their customers’ expectations and needs,
which would enable the organizational to make an improved and
informed quality improvement (Goleman, 2000). The accurate
reflection could be done through performance measures
analysis, such as customers’ returns, customer complaint and
surveys unaccepted tenders and failure statistics.
Another significant role for the senior managers is to act as a
decision maker. Under this role, they should create an
organizations atmosphere, which emphasizes on cooperation,
teamwork and participation of all members. Further, senior

4. managers should encourage an effective two-way
communication system, which ensure all queries from any level
regarding the program are adequately addressed.
As leaders of the quality improvement programs, senior
management has a responsibility of assigning duties and
responsibilities to its responsible personnel so as to assist them
in deployment of improvement program. Further, they bear the
burden of informing the employees the reason towards the
improvement of quality management program
As indicated by Jones (2014), it is of paramount importance for
firms’ senior management to adopt these roles, failure of which
may lead to unsuccessful program. They should accept the fact
that there is no single or best way of quality improvement
implementation, but through consultation and collaboration with
the junior managers and subordinates. In addition, the whole
program should apply statistical methods in decision-making as
well as problem solving, so that the improvement program is
achieved, based on data and facts rather than myths and
opinions.
There are a number of strategies used to improve the quality of
goods that are provided by the many industries that provide a
myriad of goods these processes and organization are meant to
reduce the number of mistakes in the industrial process thus
reducing wastage and increasing the accuracy of the industrial
process which has the effect of continuously increase the
quality of the goods manufactured or the services offered some
of these processes include mistake proofing better known as
poka yoke , the kaizen process and the six sigma process. This
paper seeks to define these processes showing the customers’
expectations designing quality the importance and the risks of
the quality management tactics.
Mistake proofing is a behavior shaping constraint designed into
a process to prevent incorrect operation by the user this process
was this term was coined by the industrialist Shigeo Shingo
(Robinson H, 2012) who made the distinction between a defect
and a mistake in this case he define a defect as a mistake in the

5. industrial process that reaches the customer. He further
postulated that mistakes in the industrial process are inevitable
but with processes of mistake proofing in place the mistake can
be caught and repaired early enough thus improving the overall
quality of products made by the process in question. The
customer expectation in this process if it implemented well
should be an increase in efficiency and a reduction in the
amount of defects the defining metric maybe the fall in
customer complains.
Kaizen also known as continuous improvement is an approach
to work that systematically seeks small incremental changes in
order to improve efficiency and quality it is best known for its
use in lean manufacturing systems (Deming W, 1982). This
method that is translated to as good change and can be used in
any process. The customer expectation in this sector is
incremental change as opposed large changes therefore the
quality of the goods and efficiency of the process shall improve
over time.
Six Sigma is a tool for the improvement of processes. This was
developed by the American company Motorola in 1986. This
method seeks to improve the quality of process outputs by
identifying and removing causes of defect and minimizing
variability in the manufacturing process (Tennant G, 2001).
This method requires continuous efforts to achieve predictable
and stable process results which is the reduction of variation
also the monitoring analysis and improvement of manufacturing
processes and achievement of sustained quality improvement.
The customer expectation here is on continuous incremental
change and a large fall in defects in that there should be a
possibility of 99.9996% rate of defect free production.
In conclusion the adoption of these processes is meant to and
would improve the quality of products and reduce wastage while
increasing the efficiency in your production process.
References
Deming Edwards, (1982). Out of Crisis.
Robinson H, (2012), Using Poka-Yoke Techniques for Early

6. Defect Detection.
Tennant Geoff, (2001), SIX SIGMA; SPC & TQM in
Manufacturing and Services.
Antony, J. (2004). Some pros and cons of Six Sigma. In An
academic perspective (pp. 303-306). The TQM Magazine.
Boyer, R. C. (2009). Operations and Supply Chain Management
for the 21st Century.
Fernandez, A. & Underwood, L. (2006). CHINA CEO: Voices
of Experience from 20
International Business Leaders.
Goleman, D. (2000). Leadership That Gets Results. Harvard
Business Review. Harvard: Harvard
Business School Publishing Corporation, Publication Number
R00204.
Jones, E. (2014). Quality Management for Organizations Using
Lean Six Sigma Techniques. CRC Press.
Kanji, G. (1995). Total Quality Management. Springer Science
& Business Media.
Running Head: QUALITY MANAGEMENT1
QUALITY MANAGEMENT6
Quality Management
Phase 1 IP 2
Alycia Graham
Jay Chance
CTU ONLINE
1/20/2015

7. Quality ManagementIntroduction
The history of quality management can be drawn all the way
back to The Middle Ages. In 1911, the concept of quality took
a huge leap forward when Frederick W. Taylor published ‘The
Principles of Scientific Management’, using statistical theory in
order to provide a framework for refining worker productivity
in industrial organizations.
Actually, it was during the 1920’s when quality management
systems, as it is known today, begun to surface. Product quality
control was determined via inspections. Change and growth
were then brought forth during the 1940’s by industry leaders
and experts like Deming, Dodge, Juran and Roming (Jones,
2014).
During the first international quality management conference in
1969, Feigenbaum would first apply the phrase Total Quality
Management. By the 1980’s, the Western culture would
recognize Japan’s success and start to set and adhere to higher
Total Quality Management guidelines (Boyer, 2009).
The U.S. Government would soon be accountable for making
those guidelines and values clear with their development of
the Malcolm Baldrige Award. Other countries, such as Europe,
would follow in the United States’ track and come up with
similar awards.
Specific directions companies are adopting in terms of strategic
quality management includes: Creating a structure that upper

8. management will follow and the organization as a whole,
instituting several programs of education and training, and
Permitting innovation and invention amongst their
staff.Evolution of Deming and Six Sigma program
Six Sigma is a business strategy that tries to find and eliminate
causes of errors or defects in business processes by
concentrating on outputs that are critical to customers (Antony,
2004). Advantages of quality management
As indicated byFernandez and Underwood (2006), there are
several measurable and non-measurable benefits of quality
management. First, it places a strong focus on attaining
measurable and quantifiable financial returns to the bottom-line
of an organization. Quality management also places an
unparalleled significance on strong and passionate leadership
and the support needed for its successful deployment. Further, it
stresses the significance of data and decision making based on
facts and data rather than assumptions and
intuitions.Disadvantages of quality management
Despite its advantages, some of the disadvantages include the
challenge of having quality data available. In some cases, there
is hindrance as the solutions driven by the data are expensive.
In addition, the calculation of defect rates or error rates is based
on the assumption of normality.
The role of senior management in quality management
improvements programs
Inferring from Goleman (2000), an effective quality
management programs encompasses changes in any particular
organizations infrastructure and culture to overcome the
traditional barriers and put efforts towards a common goal of
quality. To achieve this, all the staff should understand and
embrace the role of quality improvement philosophy as well as
supporting quality improvement organizational wide focus. In
all the business organizations, senior management bears the
biggest role to establish and manage the organizational
strategies towards achieving quality improvement programs.
According to Fernandez and Underwood (2006), senior

9. management has several towards quality improvement programs.
First, they have a role of creating a condusive organizational
environment and a strategic atmosphere to thrive in quality
improvement programs. In such a case, they function as role
models, by getting personally involved in spreading the
knowledge and benefit of total quality management
improvements program. In connection to that, they have to clear
any air regarding any misconception regarding the programs to
the junior staff and possibly the organizations board.
In addition to this, being the resource managers in their
organization, they have a role of ensuring that resources are
mobilized and directed towards building a quality program
system. They should ensure availability of resources, both
human and technical to ensure the success of the program. For
instance, the CEO should use the human resource to conduct an
accurate reflection of their customers’ expectations and needs,
which would enable the organizational to make an improved and
informed quality improvement (Goleman, 2000). The accurate
reflection could be done through performance measures
analysis, such as customers’ returns, customer complaint and
surveys unaccepted tenders and failure statistics.
Another significant role for the senior managers is to act as a
decision maker. Under this role, they should create an
organizations atmosphere, which emphasizes on cooperation,
teamwork and participation of all members. Further, senior
managers should encourage an effective two-way
communication system, which ensure all queries from any level
regarding the program are adequately addressed.
As leaders of the quality improvement programs, senior
management has a responsibility of assigning duties and
responsibilities to its responsible personnel so as to assist them
in deployment of improvement program. Further, they bear the
burden of informing the employees the reason towards the
improvement of quality management program
As indicated by Jones (2014), it is of paramount importance for
firms’ senior management to adopt these roles, failure of which

10. may lead to unsuccessful program. They should accept the fact
that there is no single or best way of quality improvement
implementation, but through consultation and collaboration with
the junior managers and subordinates. In addition, the whole
program should apply statistical methods in decision-making as
well as problem solving, so that the improvement program is
achieved, based on data and facts rather than myths and
opinions.
References
Antony, J. (2004). Some pros and cons of Six Sigma. In An
academic perspective (pp. 303-306). The TQM Magazine.
Boyer, R. C. (2009). Operations and Supply Chain Management
for the 21st Century.
Fernandez, A. & Underwood, L. (2006). CHINA CEO: Voices
of Experience from 20
International Business Leaders.
Goleman, D. (2000). Leadership That Gets Results. Harvard
Business Review. Harvard: Harvard
Business School Publishing Corporation, Publication Number
R00204.
Jones, E. (2014). Quality Management for Organizations Using
Lean Six Sigma Techniques. CRC Press.
Kanji, G. (1995). Total Quality Management. Springer Science
& Business Media.

11. Running Head: TOTAL QUALITY MANAGEMENT
1
TOTAL QUALITY MANAGEMENT
2
Total Quality Management
Alycia Graham
CTU ONLINE
Quality management ensures that an organizations products or
service is consistent. It relies on quality planning quality
control, quality assurance and quality planning (Kenneth H,
2005) whereas the subject of this paper, total quality
management consists of organization wide efforts to
continuously improve ability to deliver high quality products
and services (Delora M, 1990). This concept happens to be
progressive and continuous meaning that the method ensures the
continuous progress of an organization that leads to the quality
of the goods or services provided shall improve in quality

12. means of supply and procurement of materials or incidentals
that may be used in the organizational process may become
more and more efficient due to this mechanism of constant
evaluation and constant improvement stemming from the data
collected in the former. This concept gained notoriety in the
80’s but was surpassed in the 90’s by other regimes.
Firstly we choose the Kaizen method in line with the total
quality management of our flower farm producing both lilies
and Roses for the export market this was to increase our
efficiency thus production and other processes that would lead
to the production of a superior product, in this case, this would
be blemish less flowers with longer stems which would translate
in to more sales.
We choose the Kaizen method as it uses small teams to optimize
process performance by implementing incremental change. It
also applies intellectual capital of persons who are intimate with
the processes and as they emphasize incremental improvements.
The flower farms an increased inspection model to bolster the
5S tool that deals with elimination (Mistake Proofing, 2000) of
wastage with expert groups monitoring each sector from
agronomics to pest control, harvest and marketing in order to
achieve the highest levels of efficiency possible
References
Kenneth H, (2005), Project Quality Management: Why, What
and How, J Ross Publishing, Fort Lauderdale, Florida.
Delora M (1990), Total Quality Management, Case Study in the
Navy Headquarters.
Mistake Proofing and Poka-Yoke (2000), A Strategy For
Performance. Quality toolbox.com