Total Quality Management

A new progression being used in many
organizations is labeled Total Quality Management (TQM).
This approach involves guaranteeing that an organization
functions with a commitment to quality and continuous
improvement in meeting its consumer's needs. With any
type of change there will always be a number of bumps in
the road which slow down the process that can help a
company increase the workers morale, production, profits,
and an over all positive environment to conduct business.
The pressures of the cut-throat market place has push
companies' backs against a wall and to compete on a
global scale new ideas have to be explored. The purpose
of a TQM program is to amplify the effectiveness of the
organization. During an age of downsizing and restructuring,
many American companies are determining that they must
learn to manage more effectively. The management is
running on an older system which add to workers that call
out more sick days and abuse the companies production
procedure. Organizational problems decoding means that
all members of an organization participate in cultivating a
vision and improving the corporate cultures. In any change
program you must comprehend where you are before you
can chart a course for where you want to be. Therefore,
before executing TQM, or another program it is important
to add the total value of the organization in terms of its
current quality or performance class and too define the
level of performance or quality you wish to achieve. One
will never achieve total output for any given input, but with
simple steps that can add dollars to the bottom line with an
increase of production one can get close. Organization
diagnosis contributes information which allows a faster
reacting organization to emerge, one which can deal
proactively with changing emphases. Organization
examination is often mentioned as the most critical element
in the TQM process. With this technique utilized a
company can measure all aspects of its output in relation to
the mass input. These all include all external and internal
inputs from the accountant to the delivery truck driver. All
members and service providers must be looked at so as to
acquire a complete overall view of the performance of the
given organization. The steps that a company takes
towards Total Quality Management in the beginning only
adds the real value of having such a new system in place.
Organization's are transforming and will continue to do so
in order to survive in this complex environment. Because
change is occurring so rapidly, there is a necessity for new
ways to manage focusing on product quality and individual
involvement. TQM is a type of an approach to managing
work focusing on the evaluation of industry processes. The
development of a quality energized culture and the
empowerment of employees, for the purpose of continuous
improvement of products and philanthropies. Since TQM is
a powerful new management technique requiring deepened
employee participation, the first step is a climactic change in
corporate culture. Any successful adjustment in corporate
culture will depend upon the active consultation and
involvement of the management team. An important
component in developing a high performance organization
is the identification of areas for improvement or concerns.
Total quality management has been defined as the guidance
of activities involving improving the quality of the
organization's product or service. TQM involves moving
toward collective excellence by integrating the desires of
individuals for growth and development with organizational
goals. TQM is a philosophy and a set of guiding standards
for continuous improvement. TQM applies human
resources and analytical tools to concentrate on meeting or
exceeding customer's current and future needs. It integrates
these resources and tools into management efforts, by
providing planned, efficient approaches to improving the
total organization, so that it is more customer oriented,
quality conscious, adjustable and attentive. Total Quality
Management has become a cardinal concern of
management. Much of this attention was initially focused on
the auto establishments which experienced declining sales
and increasing product disappointments. Companies in
numerous other industries also became concerned. Some
of these ideas were original explored in this country in the
'80s due to deficient sales and decrease in market share.
Both of these can denote death for even considerably large
companies like General Motors. It was GM that
characterized a major role in introducing TQM here with
the Saturn car. GM decided that since they might lose
some valuable market share due to an expansion in
Japanese car sale, that they should study the extraordinary
way that this old world culture seemed to put quality autos
on the market. GM found that the Japanese had less middle
management and more teams of employees that were self
governed. The teams were responsible for the perfection of
the products that were made, instead of having quality
control inspectors. The teams