Acronym Definition
OTQS Orthogonal Tetrahedral Quotients
OTQS Out-Going Trunk Queues
OTQS Online Television Quatre Saison
OTQS Online Throttle Quadrant System (gaming)
OTQS Online Total Quality Selling, Inc.
OTQS Online Total Quality Service
OTQS Online Total Quality Service
Total Quality Management (TQM) is a management strategy aimed at embedding
awareness of quality in all organizational processes. TQM has been widely used
in manufacturing, education, government, and service industries, as well as NASA
space and science programs.
Total Quality provides an umbrella under which everyone in the organization can
strive and create customer satisfaction at continually lower real costs.
Definition
TQM is composed of three paradigms:
Total: Organization wide
Quality: With its usual Definitions, with all its complexities (External
Definition)
Management: The system of managing with steps like Plan, Organize, Control,
Lead, Staff, provisioning and suchlike[citation needed].
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."[citation needed] 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:
Kaizen Focuses on "Continuous Process Improvement", to make processes visible,
repeatable and measurable.
Atarimae Hinshitsu The idea that "things will work as they are supposed to"
(for example, a pen will write).
Kansei Examining the way the user applies the product leads to improvement in
the product itself.
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).[citation needed]
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.[citation needed]
A Comprehensive Definition
TQM Total Quality Management is the management of total quality. We know that
management consists of planning, organizing, directing, control, and assurance.
Then, one has to define "total quality". Total quality is called total because
it consists of 3 qualities : Quality of return to satisfy the needs of the
shareholders, Quality of products and services to satisfy some specific needs of
the consumer (end customer) and Quality of life - at work and outside work - to
satisfy the needs of the people in the organization. This is achieved with the
help of upstream and downstream partners of the enterprise. To this, we have to
add the corporate citizenship, i.e. the social, technological, economical,
political, and ecological (STEPE) responsibility of the enterprise concerning
its internal (its people) and external (upstream and downstream) partners, and
community. Therefore, Total quality management goes well beyond satisfying the
customer, or merely offering quality products (goods and/or services). Note that
we use the term consumer or end customer. The reason is that in a Supply Chain
Management approach, we don't have to satisfy our customers' needs but the needs
of our customers' customers' all the way to the end customer, the consumer of a
product and/or service. By applying this definition an enterprise achieves
Business Excellence, as suggested by the Malcolm Baldrige (American) and the
EFQM (European) Performance Excellence Models. To do that, one has to go well
beyond ISO 9000 Standards series as suggested by these standards (ISO 9001, then
ISO 9004, then Total Quality).[citation needed]
Origins
"Total Quality Control" was the key concept of Armand Feigenbaum's 1951 book,
Quality Control: Principles, Practice, and Administration, a book that was
subsequently released in 1961 under the title, Total Quality Control (ISBN
0-07-020353-9).W. Edwards Deming, Joseph Juran, Philip B. Crosby, and Kaoru
Ishikawa also contributed to the body of knowledge now known as TQM.
The American Society for Quality says that the term Total Quality Management was
first used by the U.S. Naval Air Systems Command "to describe its Japanese-style
management approach to quality improvement."[1] 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.
In his paper, "The Making of TQM: History and Margins of the Hi(gh)-Story" from
1994, Xu claims that "Total Quality Control" is translated incorrectly from
Japanese since there is no difference between the words "control" and
"management" in Japanese. William Golimski refers to Koji Kobayashi, former CEO
of NEC, being the first to use TQM, which he did during a speech when he got the
Deming Prize in 1974.
TQM has nothing to do with Feigenbaum's Total Quality Control or TQC. Total
Quality Control means the total control of quality and not the control of total
quality. At one point, the Japanese reluctantly used the acronym TQC only
because their CWQC (Company-wide Quality Control i.e. Management) was too long
and sounded somewhat awkward... CWQC is the ancestor of TQM...[citation needed]
TQM in manufacturing
This section does not cite any references or sources.
Please improve this section by adding citations to reliable sources.
Unverifiable material may be challenged and removed. (tagged since September
2007)
Quality assurance through statistical methods is a key component in a
manufacturing organization, where TQM generally starts by sampling a random
selection of the product. The sample can then be tested for things that matter
most to the end users. The causes of any failures are isolated, secondary
measures of the production process are designed, and then the causes of the
failure are corrected. The statistical distributions of important measurements
are tracked. When parts' measures drift into a defined "error band", the process
is fixed. The error band is usually a tighter distribution than the "failure
band", so that the production process is fixed before failing parts can be
produced.
It is important to record not just the measurement ranges, but what failures
caused them to be chosen. In that way, cheaper fixes can be substituted later
(say, when the product is redesigned) with no loss of quality. After TQM has
been in use, it's very common for parts to be redesigned so that critical
measurements either cease to exist, or become much wider.
It took people a while to develop tests to find emergent problems. One popular
test is a "life test" in which the sample product is operated until a part
fails. Another popular test is called "shake and bake", in which the product is
mounted on a vibrator in an environmental oven, and operated at progressively
more extreme vibration and temperatures until something fails. The failure is
then isolated and engineers design an improvement.
A commonly-discovered failure is for the product to disintegrate. If fasteners
fail, the improvements might be to use measured-tension nutdrivers to ensure
that screws don't come off, or improved adhesives to ensure that parts remain
glued.
If a gearbox wears out first, a typical engineering design improvement might be
to substitute a brushless stepper motor for a DC motor with a gearbox. The
improvement is that a stepper motor has no brushes or gears to wear out, so it
lasts ten or more times as long. The stepper motor is more expensive than a DC
motor, but cheaper than a DC motor combined with a gearbox. The electronics are
radically different, but equally expensive. One disadvantage might be that a
stepper motor can hum or whine, and usually needs noise-isolating mounts.
Often, a "TQMed" product is cheaper to produce because of efficiency/performance
improvements and because there's no need to repair dead-on-arrival products,
which represents an immensely more desirable product.
TQM and contingency-based research
TQM has not been independent of its environment. In the context of management
accounting systems (MCSs), Sim and Killough (1998) show that incentive pay
enhanced the positive effects of TQM on customer and quality performance. Ittner
and Larcker (1995) demonstrated that product focused TQM was linked to timely
problem solving information and flexible revisions to reward systems. Chendall
(2003) summarizes the findings from contingency-based research concerning
management control systems and TQM by noting that TQM is associated with
broadly based MCSs including timely, flexible, externally focused information;
close interactions between advanced technologies and strategy; and non-financial
performance measurement. (p.143)
TQM, just another Management fad?
Abrahamson (1996) argued that fashionable management discourse such as Quality
Circles tends to follow a lifecycle in the form of a bell curve. Ponzi and
Koenig (2002) showed that the same can be said about TQM, which peaked between
1992 and 1996, while rapidly losing popularity in terms of citations after these
years. Dubois (2002) argued that the use of the term TQM in management discourse
created a positive utility regardless of what managers meant by it (which showed
a large variation), while in the late 1990s the usage of the term TQM in
implementation of reforms lost the positive utility attached to the mere fact of
using the term and sometimes associations with TQM became even
negative.(Wilkinson et al 1998) Nevertheless, management concepts such as TQM
leave their traces, as their core ideas can be very valuable.(Hill and Wilkinson
1995) For example, Dubois (2002) showed that the core ideas behind the two
management fads Reengineering and TQM, without explicit usage of their names,
can even work in a synergistic way.
TQM Apraisal
Currently, TQM is incorporated to and commonly evaluated by ISO-based QMS with
the ISO 9001 followed by ISO 14001 certifications . ISO/TS 16949, ISO
22000, ISO/TS 29001, ISO/IEC 20000 and ISO/IEC 27001 are sometimes also
disciplineary applied. Other certification of meaurments may include, but is not
limited to [4]:
SA 8000
HACCP
OHSAS 18001
EurepGAP
BRC
AS 9100 QMS
CE Mark
QS system - China
STQC India Safety Mark
GxP - particularly pharmaceutical industry
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