Total Quality Management Vs Total Quality Management

2049 Words 9 Pages
Quality of products and services has been paid attention by everyone more than looking at their price nowadays. According to the ‘sand cone’ model of operations excellence by Ferdows and de Meyer (1990), quality is the basic element of product and service, followed by dependability, flexibility and cost. Kelemen (2003) mentioned that there are two ways of looking at quality, by dividing it into managerial and critical perspectives. Total Quality Management (TQM) is a managerial approach aiming at achieving quality in a broad of sense and achieve continuous improvement. Juran (1992) stated that quality management aims at conducting the inherent managerial elements of planning, control and improvement. Continuous improvement (CI), which is also …show more content…
It is because it decreases waste and there will be fewer defective products. This is again related to the commitment of employees in an organisation. If the employees are not willing to commit, the outcomes will not have high quality as well. At this stage, the company will have to withdraw extra budgets to reorder, repair or reproduce the products. If every employee understands how much resources have been wasted and how they can reduce waste and minimise defective workmanship construction, the company will be able to save money. In TQM, it runs a top management commitment system and bottom-up approach. It is required for everyone to know what is going on in the organisation. It is very important for employees to commit themselves to their job. This is to ensure that the work can be well done. While under BPR, employees are compelled to follow everything assigned by the top management even if they are not willing to complete the tasks. It is because they are scared of losing their job if they do not listen to them. The workers will not pay attention to what they are doing if they are forced to. A more humane form of management, TQM, may allow employees to have more freedom and complete their job in a preferable way. Completing a job in a self-preferable way is always more essential and effective than doing it in a fixed way. It causes a lot of wastage, not …show more content…
With the help of CI in TQM, TQM tend to have more advantages than BPR. There are few key components of CI which makes TQM have the strengths in management are standardise and document procedures, assign teams to identify areas for improvement, use methods analysis and problem solving tools, use Plan-Do-Check-Act cycle and document improved procedures (Dale, 2011). According to Dr. W. Edwards Deming, the Deming Wheel which is promoted in the year 1950, discussed about the Plan-Do-Check-Act that allows the procedures in TQM to run smoothly and avoid the appearing of errors. At the early stage of Deming Wheel, managers have to plan the objective or outcomes they want to have in the end. For example, they want to construct a building with special requirements by a customer. The managers would have to find safe ways to complete the job and most important thing is to fulfil the customer’s needs. They will also have to predict about what is going to happen in the process and where, when and who to start the process. Next, managers should carry out the plan and begin the analysis of data based on the problems or the ongoing processes. After that, checking is an important procedure in CI which also help TQM to reach ‘zero defects’, which is also one of the purpose of SPC. Comparing the data collected from every actual process to the expected process is also consider

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