Total quality management (TQM)

TQM functions on the premise that the quality of the products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by the organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement. (^ Cua, K. O., K. E. McKone, and R. G. Schroeder. 2001. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19 (6) 675-694.)

Principles Of  TQM

1.      Be Customer focused:

whatever you do for quality improvement, remember that ONLY customers determine the level of quality, whatever you do to foster quality  improvement, training employees, integrating quality into processes management, ONLY customers determine whether your efforts were  worthwhile.

2.      Insure Total Employee Involvement:

This done after you remove fear from work place, then empower employee … you provide the proper environment.

3.      Process Centered:

Fundamental part of TQM is to focus on Process thinking.

4.       Integrated system:

All employee must know business mission and vision, must monitor the process. An integrated business system may be modeled by MBNQA or  ISO 9000.

5.      Strategic and systematic approach:

Strategic plan must integrate quality as core component.

6.      Continual Improvement:

Using analytical and creative thinking in finding ways to become more effective.

7.      Fact Based Decision Making:

Decision making must be ONLY on data, not personal thinking or situational.

8.      Communication :
Communication strategy, method and timeliness must be well defined.

you can see bibliography etc

  • Abrahamson, E. (1996). “Management fashion.” Academy of Management Review. 21(1):254-285.
  • Bergman, Bo & Klefsjö,Bengt, Kvalitet – från behov till användning, ISBN 91-44-01917-3, Studentlitteratur: Sweden, Lund,2001.
  • Chenhall, RH (2003) Management control systems design within its organizational context: findings from contingency-based research and directions for the future, Accounting, Organizations and Society 28, pp. 127-168.
  • Cerza, Oliver (2004). Quality management in the medical appliances sector. WiKu Editions Paris EURL. ISBN 2-84976-002-1.
  • Dubois, HFW (2002). “Harmonization of the European vaccination policy and the role TQM and reengineering could play”. Quality Management in Health Care 10 (2): 47-57.
  • Hill ,S and A.Wilkinson (1995)In search of TQM .Employee Relations Vol 17 no 3 pp8-26.
  • Horine, Julie and Carl Edwin Lindgren. (April 1995). Educational improvement using Deming’s profound knowledge. New Era in Education (London), Volume 76, Number 1:6-10.
  • Horine, Julie, Paul Yvarra, Carl Edwin Lindgren. (Winter/1994). A historical and educational view of the theory contained in Deming’s profound knowledge. Education, Volume 115, Number 2: 288-291 & 194.
  • Horine, Julie and Carl Edwin Lindgren. (1994). Quality management in 21st century education, Educational Review, Volume 100, Number 7:101-105.
  • Ittner, CD and Larcker, DF (1995) Total quality management and the choice of information and reward systems, Journal of Accounting Research 33(suppl.), pp. 1-34.
  • Ponzi, L and Koenig, M (2002) “Knowledge management: another management fad?” Information Research, 8(1)
  • Royse, D., Thyer, B., Padgett, D., & Logan T., (2006). Program Evaluation: An Introduction 4th edition, Thomson Brooks/Cole, Belmont, CA pp. 151
  • Sim, KL and Killough, LN (1998) The performance effects of complementarities between manufacturing practices and management accounting systems, Journal of Management Accounting Research 10, pp.325-346.
  • Stark, John, “A Few Words about TQM”, John Stark Associates.
  • Wilkinson A et al (1998)Managing through TQM . London .Macmillan

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