...COMPARISON OF TQM AND ISO 9000 EFFECTS IN COMPANY PERFORMANCE: AN EMPIRICAL STUDY IN SPANISH COMPANIES SECOND WORLD CONFERENCE ON POM AND 15TH ANNUAL CONFERENCE, CANCUN, MEXICO, APRIL 30 - MAY 3, 2004. AUTHORS: Micaela Martínez-Costa University of Murcia, Spain mili@um.es Facultad de Economía y Empresa, Campus de Espinardo 30100, Murcia Phone: +34968367801 Fax: + 34 968 367537 Angel R. Martínez- Lorente Polytechnic University of Cartagena, Spain angel.martinez@upct.es Facultad de Ciencias de la Empresa, Paseo Alfonso XIII, 50, 30203, Cartagena Phone: +34968325618 Fax: +34968327008 POM Back to "Search By Author" COMPARISON OF TQM AND ISO 9000 EFFECTS IN COMPANY PERFORMANCE: AN EMPIRICAL STUDY IN SPANISH COMPANIES ABSTRACT The effect of Total Quality Management (TQM) and ISO 9000 on performance has been extensively analysed by researchers, but this sort of research has usually been developed in separated cells. However, there are few articles analysing the effect of both systems within the same sample of companies. Our paper analyses both the effect of a TQM system and the ISO 9000 implementation in company performance. A structured questionnaire using the Flynn et al. (1994) scale for measuring TQM has been used to get the data. A postal survey to nearly 3000 industrial Spanish companies with more than 100 employees was sent. This questionnaire was answered by 713 quality managers. The results...
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...TOTAL QUALITY MANAGEMENT (TQM) AND QUALITY CULTURE Total Quality Management (TQM) is a management approach that originated in the 1950s and has steadily become more popular since the early 1980s. What is the definition of TQM? A core definition of TQM describes a management approach that centres on meeting customer requirements by achieving continuous improvement in products. In simplest word, under TQM the company continually strives to be better through learning and problem solving. There are six key features of TQM as stated below:- 1. Total quality management is organization-wide. To be effective in improving quality, TQM must be supported at all levels of a firm, from the highest executive to the lowest-level hourly employee. TQM extends the definition of quality to all functional areas of the organization, including production, marketing, finance, and information systems. 2. Total quality management is customer-driven. Quality is defines when meeting or exceeding the customer expectations which TQM recognizes a perfectly produced product has little value if it is not what the customer wants. Thus, customer satisfaction is seen as company highest priority. Since taste and preferences of customer always change then, it is quite difficult to determine what the customer wants are. Hence, the company needs to continually gathered information in order to stay tune with the customer wants. 3. Total quality involves empowerment. All employees participate in working...
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...Quality control is the systematic process of ensuring that all goods and services offered by a business meet or exceed the standards identified as necessary to attract, satisfy, and retain customers. This ongoing process of quality assessment and refinement helps companies to remain competitive over the long-term, as well as ensuring that the company has a reputation for providing customers with goods and services that are high in quality. As with many processes, there are ways to continually improve the level of quality control in just about every situation. One of the most effective ways to measure and enhance quality control is to implement a process known as Total Quality Management, or TQM. Essentially, this approach involves looking at every aspect of the operation, beginning with the procurement of raw materials all the way through to delivery of finished goods to a customer. While this approach to quality control is intensive, it often can identify little issues that could mature into large problems and threaten the quality of the goods and services offered. As part of TQM, a strategy known as statistical process control is often employed. This strategy seeks to not only determine what materials are used in the manufacturing process, but also how those materials are handled at each juncture along the way to the creation of a final product. This approach to quality management seeks to understand what factors may be causing some small amount of waste in terms of materials...
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...| 2012 | | [Type the company name] | [Total Quality Management] | | What is Total Quality Management (TQM)? TQM is a management strategy that attempts to maximize the competitiveness of a organization through continual improvement of quality in its products and services. The ultimate goal is to increase customer satisfaction. They premise in this method is that everyone involved is the responsibility of everyone involved in the process; this includes management, workforce, suppliers and even customers. [ (Wikipedia, 2012) ] We will examine two test cases and examine how TQM can help them improve. We will examine their failures and examine how TQM would help them overcome them. In the book “Out of the Crisis”, by Dr Deming he points out fourteen points that manager must use in order to follow a successful TQM strategy. They are: 1) Create constancy of purpose for improvement of product and service. Management must change from a preoccupation with the short run to building for the long run. This requires dedication to innovation in all areas to best meet the needs of citizens or clients. 2) Adopt the new philosophy. Americans have been too tolerant to poor performance and sullen service. We need a new philosophy in which mistakes and negativism is unacceptable. 3) Cease dependence on mass inspection. Inspection is equivalent to planning for defects; it comes too late, and it is ineffective and costly. Instead, processes must be improved. 4) End the...
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...08AA801 TOTAL QUALITY MANAGEMENT 3 0 0 100 UNIT – I INTRODUCTION 9 Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs - Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review, Principles of TQM, Leadership – Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic Planning, Deming Philosophy, Barriers to TQM Implementation Definition of Quality QUALITY A high degree of excellence Electronic gadgets by SONY Suiting’s by RAYMOND Storewel by GODREJ Aircraft Engines by ROLLS ROYCE Degree to which a set of inherent characteristic fulfils requirements Degree – poor / good/ bad Inherent – existing in something as a permanent characteristic eg. Coal from India, Australia Characteristic – Can be Qualitative / Quantitative Fulfilling – satisfying / meeting the requirements Requirements – needs, wants ,desire Conformance to specifications - as per JOSEPH JURAN Quality – Customers’ perspective Fitness for use - as per PHILIPS CROSSBY: how well the product function supposed to be Quality of Design : Designing Quality characteristics into a product / Service for eg. Cars from Mercedes Benz and Ford Motors are equally ‘fit for use’ but with different design dimensions Machineries from England and Germany are rugged and robust design whereas Japanese machines are high performance with limited life span say, 5 years Quality is conformance to...
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...Term Report on: Total Quality Management (TQM) Report submitted to: Sir Ali Mujahid Department of Management Sciences, IoBM Submitted by: Salman Rasool Junejo (Student ID: 13907) Program: MBA (AMM) Subject: Principles of Management (MAN401S) Total Quality Management (TQM) (Cool & Schendel, 1988) were of the view that since the last decade, the focus or rather emphasis in strategic management thinking process has shifted away from traditional structure and competitive positioning of any form, rather it has been diverted to internal, company/firm focused within strategic group factors. TQM works on the aforementioned theory in principal, it further goes on and says that it is an all encompassing, integrative philosophy of management for continuously and incessantly improving the quality of the products, services, practices whatever they may be. It was initially developed and worked on by American management consultants namely W. Edwards Deming, Joseph M. Juran, and Armand Feigenbaum respectively. However the methodology and nuances that comes along as how to apply it in practice was worked on by individuals such as Philip B. Crosby, Kaoru Ishikawa along with Feigenbaum, Juran and Deming.As we see in today’s scenario which is by no co-incidence, the last decade or more so even has witnessed a fantastical growth in TQM application among all the global companies spanning different continents...
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...TOTAL QUALITY MANAGEMENT Manufacturing unit of Ashok Leyland BY SELVA PREETHI.P INTRODUCTION Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles. Operating six plants Ashok Leyland also makes spare parts and engines for industrial and marine applications. It sells about 60,000 vehicles and about 7,000 engines annually. It is the second largest commercial vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment .With passenger transportation options ranging from 19 seaters to 80 seaters, Ashok Leyland is a market leader in the bus segment .The company claims to carry over 70 million passengers a day more people than the entire Indian rail network. In the trucks segment Ashok Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However Ashok Leyland has presence in the entire truck range starting from 7.5 tons to 49 tons. Mr Raghunandan Saran an industrialist, started automotive manufacturing company in 1948 as Ashok Motors to assemble Austin cars. The company’s destiny and name changed soon with equity participation by British Leyland and Ashok Leyland commenced manufacture of commercial vehicles in 1955. Today the company is the flagship of the Hinduja Group, a British- based and Indian originated transnational conglomerate...
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...Total Quality Management Total Quality Management (TQM) is a methodology to business, which basically takes a gander at the items and administrations of an organization to get complete client fulfilment. In TQM exertion, each part of an association take an interest in enhancing courses of action, administrations, items and the society in which they put effort. It intends to outfit the anthropological and material possessions (of an association) in the best approach to attain the association's targets. TQM utilizes method, information, and powerful interchanges to coordinate the quality control into the society and exercises of the association. TQM incorporates the saying "Total" in light of the fact that it includes everything the organization ensures i.e. all its methods and representatives at each end. It is the total of three properties i.e. i. Total: Any choice or activity transpiring in a specific division is not restricted to that office yet thusly impacts the whole arrangement of that association. Subsequently, each matter ought to be concentrated on in general. ii. Quality: Quality is the incorporation of value in creation, amenities and administration process. iii. Management: Administration is a specialty of achieving activities through others. Basically TQM is composed of 10 basic or key elements. Which are listed below 1. Process Thinking 2. Customer Satisfaction 3. Total Employee Commitment 4. Team Work and Quality Chain 5. Strategic...
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...There is always opportunity for improvement of patient services within a health care setting. Total quality management (TQM) and continuous quality management (CQI) are processes used to improve services offered to consumers by placing the consumer first (Hood, 2014). The success of this approach relies on the premise that if staff involved in service delivery are empowered and educated on the process of incremental change, the quality and efficiency of patient care will improve (Hood, 2014). The TQM/CQI process is comprised of eight steps which include: identify a work process to be improved, organized a TQM/CQI team, clarify the current work process, identify and understand all variation sources, implement the improvement, check and compare...
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...HISTORY OF TOTAL QUALITY MANAGEMENT (TQM) and JAMAICA'S ADOPTION Total Quality Management is the name for a philosophy and systemic approach to manage an organization's quality. Total quality management (TQM) began initially as a term coined by Henry Landsberger in the 1950s. A 'all under one roof' methodology for continual improvement to the quality of all processes. In Jamaica, the practice of Total Quality Management in companies is evident mainly in customer oriented organizations such as call centres, namely, Digicel, Flow, etc. As a former employee at Sutherland Global Services, I was able to identify how the organization cherish the practices of TQM where rights and employee issues are sufficiently and efficiently handled and as a result of this, the employees put their trust in the organization and put fort the best of services to each customer. The organization takes Knowledge of the principles and practices to the improvements and they are as followed: The Behavioral Sciences The Analysis of Quantitative Data Economics Theories The Behavioral Sciences refers to systematic analysis and investigation of human behavior through controlled and rather naturalistic observation. It attempts to accomplish legitimate, objective conclusions through rigorous formulations and observation. The Analysis of Quantitative Data is helpful in evaluating as it provides reliable and easy to understand results. Quantitative data can be broken down variety of different ways...
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...EKONOMIKA I ORGANIZACIJA POSLOVANJA SEMINARSKI RAD: TQM Predmetni nastavnik: Ivana Zlatanović Student: Branko Puzić 03/05 Datum predaje: 02.05.2006. TQM Branko Puzić SADRŽAJ: 1. TOTALNO UPRAVLJANJE KVALITETOM................................................................................4 1.1 OSNOVNI PRNCIPI TQM-a.....................................................................................................8 2. OSNOVNI ELEMENTI TQM-a ....................................................................................................10 3. VEZA IZMEðU TQM-a I SERIJE STANDARDA ISO 9000......................................................13 3.1 ISO9000 NASUPROT TQM-u ................................................................................................13 3.2 UPOREðIVANJE KARAKTERISTIKA STANRDA ISO9000 I TQM SISTEMA ..............13 4. TQM ORGANIZACIJA.................................................................................................................15 5. NAJPOZNATIJI MENADŽERI KVALITETA ............................................................................19 ZAKLJUČAK ....................................................................................................................................21 LITERATURA...................................................................................................................................22 2/22 TQM Branko Puzić UVOD Svet u oblasti proizvodnje, tehnologije...
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...order to insure the lowest price, is obtained the performance appraisals of purchasers are often tied to the amount money they save the company. On the surface this may seem reasonable and rational. The problem arises when the part is used and downtime, rework, and scrap results. The cost of the initial part is what Dr. Deming refers as the “price tag,” this plus the cost of using the part, rework, scrap, etc. is the “total cost.” So what you want is ‘good’ quality parts from your suppliers. All we need to do then is tell them to implement TQM and everything will fine, right? Well it would be nice if were that simple. But if you think out about it a bit, if the supplier had the desire, or the capability to implement TQM, wouldn’t they probably already have done it? With that said, then we will have spend some of our time and effort, to get them go where we want them to be. This includes providing them with training and consulting expertise as needed. If these things alone are not enough to get the supplier moving towards TQM then some additional incentive might be necessary, such as making them our sole source for a...
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...Total Quality Pioneers Quality is very often an elusive concept that can vary in meaning, depending on the context in which it is used. In many cases it is difficult to measure or define quality, particularly when the service or product is intangible. Quality is often the term consumer’s use in reference to an acceptable or unacceptable service, goods, or experience. Goetsch and Davis (2010) stated, “Quality is a dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value (p. 5 ). This paper will highlight the definition of quality and it elements as well as describe the pioneer’s success in using the elements of total quality. In order for an organization to offer quality services, products to customers that service provider must have the desire to provide that quality. The notion of what is quality is constantly changing; what is perceived as acceptable quality by some individuals or organizations today may be unacceptable by those same people the next. In order for any organization to be successful, consumer satisfaction of the service or product must be consistent. The task for management of an organization is to seek elements of quality management that work best in the specific workplace and to match them to other elements that work best in the entire organization. As changes occur in consumer preferences so does the definition of quality changes. Pioneers Process After World...
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...Introduction Quality is a familiar word. However it has a variety of interpretations and uses, and there are many definitions. For example when searched on the internet it produces ISO 8402-1986 standards defining Quality asthe totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs." BusinessDictionary.com (2013)Many people today claim they understand what is meant by quality and claim they know quality when they see it. In fact quality is a very difficult concept to grasp or understand and many experts have spent many years in defining quality and improving quality in their products and services and they believe there is always room for improvement. However the simplest way of explaining it is ‘meeting customer requirements’ Oakland J. S (1996). We have to therefore look at quality as something good and worth having. To examine quality and how it improves the organisation, we must explore the theorists and their findings. Quality Management was first introduced by the Father of Scientific Management Fredrick Taylor. Until the late 19th century there were little or no principles or theories for management. A manager was of superior importance who told the workers what they wanted done; the worker then went about his duty with little or no training, no motivation and little pay. Everything up until now was made in one unit form, usually from start to finish by the one person (craftsmen). ). From the late...
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...“Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success,” Bard Press, 1996, p. 120. 1. The Ritz-Carlton can monitor quality in the short run by customer feedback. Questionnaires in the room, follow-up letters and phone calls by independent services, tracking com-plaints, and ultimately by occupancy rates. There are, of course, objective measures in many aspects of hotel operations. These include room cleanliness, quality of food, accuracy of billing, and reservations. 2. For companies that expect quality to be more than a slogan we suggest they follow the ideas of the text: A philosophy of continuous improvement Employee empowerment Benchmarking Just-in-time (JIT) Knowledge of tools 3. The lack of quality will manifest itself in room rate reductions, extra supervision, complaints, and ultimately lower occupancy. 4. Great question for class discussion: control charts can be used for tracking customer complaints, Pareto diagrams to find where to focus improvement efforts, cause-and-effect diagrams to analyze the source of causes, in the kitchen, reservations, billing, etc. 5. Some nonfinancial measures of quality might include those noted above: room service, food quality, customer complaints, etc. ADDITIONAL CASE STUDY* WESTOVER ELECTRICAL, INC. Note: This is a case that can be used as an introduction to TQM tools or after the tools are introduced as a learning tool demon-strating how Pareto analysis, control charts, and cause-and-effect...
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