Total quality-management
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This document provides an overview of total quality management (TQM). It defines TQM as an integrated effort to improve quality at every level of an organization. The key elements of TQM discussed are leadership, employee involvement, product/process excellence, continuous improvement, and customer focus. Quality awards and standards like the Malcolm Baldrige Award and ISO standards are also covered. Reasons for TQM failure include a lack of quality culture and top management support. TQM requires organizational cultural change from a traditional to a more collaborative approach. Motorola is used as an example of a company that successfully implemented TQM principles to achieve high customer satisfaction.
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This document provides definitions and perspectives on quality from various organizations such as Fedex, Boeing, and the US Department of Defense. It states that quality involves meeting or exceeding customer expectations and applies to products, services, processes, and environments. Quality is defined as a dynamic state that is associated with meeting or exceeding expectations. The document then discusses the fundamental, measurable, operational, conservational, and human aspects of quality. It provides definitions of total quality management and lists its main advantages as encouraging strategic approaches, providing high returns on investment, and fitting orientations toward collaboration.
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Total Quality Management (TQM) is a methodology derived from Japanese industry that focuses on continuous improvement and customer satisfaction. It involves organizing the entire organization around quality principles from top management down. Some key aspects of TQM include participative management, following Deming's 14 principles, using tools like PDCA cycles, and implementing aspects like training, teamwork, and leadership. Companies like Apple, Xerox, and Ford have benefited from implementing TQM through improved quality, productivity, and profitability.
Tqm notes
Total Quality Management (TQM) is a management approach that aims to improve quality in all areas of an organization by involving all employees. It focuses on meeting customer needs now and in the future through continuous improvement. Key aspects of TQM include establishing quality goals, identifying customer needs, developing product and process features to meet those needs, and establishing process controls. Senior management plays an important role in TQM through activities like problem solving, communication, recognition and reward, and leading cultural change to prioritize quality and customer satisfaction.
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The document discusses Total Quality Management (TQM), defining it as a management strategy aimed at embedding quality awareness in all organizational processes. It explains that TQM requires maintaining high quality standards across all business operations by doing things right the first time and eliminating defects and waste. The document outlines the basic approaches of TQM, including committed management support, customer focus, workforce involvement, and continuous process improvement. It also discusses some key figures in TQM development like Deming and his 14 Points for managers.
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Total Quality Management (TQM) is a management approach that aims to improve quality in all areas of an organization by involving all employees. It focuses on meeting customer needs now and in the future through continuous improvement. Key aspects of TQM include establishing quality goals, identifying customer needs, developing product and process features to meet those needs, and establishing process controls. Senior management plays an important role in TQM through activities like problem solving, communication, recognition and reward, and leading cultural change to prioritize quality and customer satisfaction.
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Total quality management
Total quality management (TQM) aims to achieve sustained quality improvement through commitment, communication, culture change, leadership, and employee involvement. TQM can be achieved through quality assurance, quality control, and quality management systems. Key principles of TQM include management commitment, employee empowerment, and continuous improvement with a focus on customers. Quality costs include prevention costs, appraisal costs, and failure costs which are internal or external. Measuring quality costs provides benefits like making objective business decisions and prioritizing quality improvement areas.
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The document summarizes a presentation given by John Cover on the importance of quality and its expanded role in organizations. Some key points from the presentation include: that quality used to be seen as the responsibility of separate departments but should actually be embedded in the entire organization's culture; the voices of internal and external customers are important to consider; and empowering all employees and involving them in quality improvement efforts can help elevate an organization. The presentation also discusses the historical contributions of quality experts like Deming and Juran.
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Total quality management (tqm)ادارة الجودة الشاملة
Total quality management (tqm)ادارة الجودة الشاملة
Chapter 3 Total Quality Management - Total Quality in Organizations
Chapter 3 Total Quality Management - Total Quality in Organizations
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This document discusses learner language and interlanguage. It defines interlanguage as the developing language system of second language learners. Key points made include: (1) Learner language follows systematic developmental sequences, even when learners have different first languages; (2) Errors made by learners reflect their current understanding of the target language and are part of the learning process; (3) While first language influence exists, many errors result from generalization, overgeneralization, and simplification as learners develop rules of the new language.
Inter language
1. The document discusses behaviourist and mentalist theories of second language acquisition. Behaviourism views language learning as habit formation through stimulus-response reinforcement, while mentalism posits an innate language acquisition device.
2. The concept of "interlanguage" is introduced, referring to a learner's unique linguistic system that draws on their first language but is also influenced by the target language. An interlanguage is rule-governed but permeable and transitional as a learner's grammar develops over time.
3. A computational model is presented where input is processed into intake and stored as L2 knowledge within the "black box" of the mind to produce learner output. This conceptualizes second language acquisition as analogous
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- 2. PRESETED BY: Adha Ningrum Ayuning Ari Murti Deny Aditia Nugraha Gantry Faticha Sari Riska Yuliana Siregar Tiara Khalifah Permani TOTAL QUALITY MANAGEMENT
- 3. Outline Of TQM TQM Definition of TQM Concept of TQM Elements Of TQM Quality Awards and Standards Why TQM Efforts Fail TQM & Organizational Cultural Change Link to Practice: Motorola, Inc
- 4. Definition of TQM • Total quality management (TQM) is an integrated effort designed to improve quality performance at every level of the organization • Costumer-defined quality is the meaning of quality as defined by the costumer
- 5. ISO Standards Of TQM ISO 9000 ISO 14000 In Desember 2000
- 6. A Fundamental Concept of TQM • “A set of inter-related resources and activities which transform inputs into outputs.” (ISO 8402). • “Any activity that accepts inputs, adds values to these inputs for customers, and produces outputs for these customers. The customers may be either internal or external to the organization.” (BS 7850)
- 7. Goal Of TQM Concept Described by (Oakland (1993) and Creech (1994): • Focus on consumers • Continuous increasing customer satisfaction • Continuous reduction of real costs • Partisipation of all employees • Inclusion of supply chain and customer chain
- 8. "The Simple Process" Controls Process OutputsInputs Resources (Source: BS 7850: 1992, “Total Quality Management”)
- 9. Elements of TQM • Leadership – Top management vision, planning and support. • Employee involvement – All employees assume responsibility for the quality of their work. • Product/Process Excellence – Involves the process for continuous improvement.
- 10. • Continuous Improvement – A concept that recognizes that quality improvement is a journey with no end and that there is a need for continually looking for new approaches for improving quality. • Customer Focus on “Fitness for Use” – Design quality • Specific characteristics of a product that determine its value in the marketplace. – Conformance quality • The degree to which a product meets its design specifications. Elements of TQM
- 11. Quality Awards and Standards • Malcolm Baldrige National Quality Award an award given annually to companies that demonstrate quality excellence and establish best-practice standards in industry. • Deming prize is a japanese award given to companies to recognize efforts in quality improvement.
- 12. Quality Awards and Standards The integrated framework of the Baldrige Award criteria
- 13. Quality Awards and Standards
- 14. Why TQM Efforts Fail Some common causes for TQM failure are: - Lack of a genuine quality culture - Lack of top management support and commitment - Over and under reliance on statistical process control (SPC) methods
- 15. TQM & Organizational Cultural Change Traditional Approach • Lack of communication • Control of staff • Inspection & fire fighting • Internal focus on rule • Stability seeking • Adversarial relations • Allocating blame TQM • Open communications • Empowerment • Prevention • External focus on customer • Continuous improvement • Co-operative relations • Solving problems at their roots
- 16. Link to Practice: Motorola, Inc Motorola attribute their success to having one of the best quality management in the world. Motorola was one of the first companies to win the prestigious Malcolm Baldrige National Quality Award in 1988, due to its high focus on quality. Motorola have had a primary goal achieve total customer satisfaction. The effort of this organizations have included eliminating almost all defects from product, processes, and transactions.
- 17. Summary
- 18. References
- 19. Thank You For Your Attention