TQM is composed of three paradigms: * Total: Involving the entire organization, supply chain, and/or product life cycle * Quality: With its usual definitions, with all its complexities * Management: The system of managing with steps like Plan, Organize, Control, Lead, Staff, provisioning and organizing. As defined by the International Organization for Standardization (ISO): "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." ISO 8402:1994 One major aim is to reduce variation from every process so that greater consistency of effort is obtained. (Royse, D., Thyer, B., Padgett D., & Logan T., 2006) In Japan, TQM comprises four process steps, namely: 1. Kaizen – Focuses on "Continuous Process Improvement", to make processes visible, repeatable and measurable. 2. Atarimae Hinshitsu – The idea that "things will work as they are supposed to" (for example, a pen will write). 3. Kansei – Examining the way the user applies the product leads to improvement in the product itself. 4. Miryokuteki Hinshitsu – The idea that "things should have an aesthetic quality" (for example, a pen will write in a way that is pleasing to the writer). TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
Origins
"Total
Quality Control" was the key concept of Armand Feigenbaum's 1951 book,
Quality Control: Principles, Practice, and Administration. In a chapter
titled "Total Quality Control" Feigenbaum grabs on to an idea that sparked
many scholars' interest in the following decades. The expression Total
Quality Control existed together with the Japanese expression "Company Wide
Quality Control" (CWQC) and the differences between the two expressions were
unclear. Major influencers for both expressions were W. Edwards Deming,
Joseph Juran, Philip B. Crosby, and Kaoru Ishikawa, known as the big four.
The expression Total Quality Management started to appear in the 1980s and
there are two theories of its origin:
One theory is that Total Quality Management was created as an
misinterpretation from Japanese to English since no difference exist between
the words "control" and "management" in Japanese. [1]. According to William
Golomski (American quality scholar and consultant, 1924-2002) was TQM first
mentioned by Koji Kobayashi at NEC (Nippon Electrical Company) in his speech
when he received the Deming Prize in 1974. [2]
The American Society for Quality says that the term Total Quality Management
was used by the U.S. Naval Air Systems Command in 1984 to describe its
Japanese-style management approach to quality improvement since they did not
like the word control in Total Quality Control.The word management should
then have been suggested by one of the employees, Nancy Warren.This is
consistent with the story that the United States Navy Personnel Research and
Development Center began researching the use of statistical process control
(SPC), the work of Juran, Crosby, and Ishikawa, and the philosophy of W.
Edwards Deming to make performance improvements in 1984. This approach was
first tested at the North Island Naval Aviation Depot.
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