...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Total Quality Pioneers Paper MGT/449 August 29, 2011 Total Quality Pioneers Paper Quality, its elements, and how together made made the pioneer successful. These elements of quality are useful in today’s environment and the future of quality. Quality is defined in many ways. Although there is not just one accepted definition of quality there are enough similarities that do exist among the definitions. Quality involves meeting or exceeding the customer’s expectations. It applies to products, services, people, process and the environment. Quality is an ever-changing state, what is considered quality today may not be good enough to be considered quality tomorrow (Goetsch & Davis, 2010). General Electric is a company that has been succeeding since the early 1900’s. It uses the Six Sigma strategy. It is a highly disciplined process that helps focus on developing and delivering near-perfect products, and services. Sig Sigma focuses on three key elements of quality: Customer, Process and Employee. The “Customer” expects performance, reliability, competitive prices, on-time delivery, service, clear and correct transaction processing and more. The “Process” requires for the company to look at their business from the customer's perspective, not theirs. The “Employee” quality is the responsibility of every employee. Every employee must be involved, motivated, and knowledgeable if any company is to succeed (General Electrics, 2011). Many people have contributed various...
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...Quality Management and Excellence Taquenia Brown MGT/449 5/7/2012 Timothy Peters Quality Management What is quality? Quality can be defined as many different meanings. In business quality is defined as a state of being free from defects and deficiencies brought by consisted adhering to variable standards to achieve output that satisfies the customer (Business dictionary, 2011). Others may define quality as a measurement of standards and excellence any feature that makes something what it is: (your dictionary.com 1996). Regardless of the variations in definitions the main elements remain consistence. Quality is associated with specifications, standards, customers’ expectations, and the level of satisfaction. Quality is a concern that customers interpret when a positive or negative outlook about a service, knowledge, or product. Many elements can identify and determine quality for companies. Companies without superior expectations of quality will have unfavorable goods, service and products. Quality has been described as an issue that is involved in our everyday lives (Goetsch & David, 2010). Without quality individuals will be willing to accept or settle for anything in any condition. Standards would not be a factor because there would be none to adhere by. The highest quality is essential to achieve success in any business. To approach total quality companies need to enhance the competiveness by functioning to advance the quality of merchandise...
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...Joseph Juran Joseph Moses Juran (December 24, 1904 – February 28, 2008) was a Romanian-born American management consultant and engineer. Dr. Joseph Juran is considered to have had the greatest impact on quality management after W. Edwards Deming. He is principally remembered as an evangelist for quality and quality management, having written several influential books on those subjects including the Quality Control Handbook and Managerial Breakthrough. In 1941, after discovering the Pareto principle by Vilfredo Pareto, he began to apply it to quality issues. In later years, Juran preferred "the vital few and the useful many" to signal the remaining 80% of the causes should not be totally ignored. Although his philosophy is similar to Deming’s, there are some differences. Whereas Deming stressed the need for an organizational “transformation,” Juran believes that implementing quality initiatives should not require such a dramatic change and that quality management should be embedded in the organization. One of his important contributions is his focus on the definition of quality and the cost of quality and poor quality. He extended his quality management to encompass nonmanufacturing processes, especially those that might be thought of as service related. Juran is credited with defining quality as fitness for use rather than simply conformance to specifications. Juran was one of the first to think about the cost of poor quality. This was illustrated by his "Juran trilogy"...
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...we expect it to be better in quality and cheaper in price. For somebody it is relatively easy to build a State of the Art product; however, it is hard to imitate it massively in a way that everybody can obtain the same output. It is a dishonor for a company to offer one level of worth to their product and then a customer receives something similar to the expected. In some way, it affects company’s reputation. It does not necessarily have to be something negative to the customer, perhaps a company ships something better in construction, but that suppose a negative balance to the company, as they could charge the customer more for a better product. Indeed, most companies try to be fair to their clients and to their own interests; they want to earn money out of their sales as well as have all of their consumers happy. That is why quality control exists, to make sure that everybody gets what he or she wanted to get at the stipulated cost. As a matter of fact, quality is a term that existed since the early ages. It can be observed in architecture and articles from ancient civilizations as China, Rome and Greece. For example, the Great Wall of China expands about 13,000 miles and it is similar in both construction and aspect. Also, we can take a look at ancient Greek edifications where all pillars and details are similar among all the temples to keep consistency in Greek architecture. It is noticeable that architects and authorities in charge had quality standards in early ages. On...
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...Quality Management a Competitive Advantage in a Global Market Total Quality Management (TQM), Six Sigma, and International Standards Organization (ISO), are three of the processes or tools organizations need to compete and give them a competitive advantage in the global market of today and that will allow them to keep up with the ever changing World market in the future. Total Quality Management (TQM) is a philosophy that says that uniform commitment to quality in all areas of an organization promotes an organizational culture that meets consumers' perceptions of quality. The concept of TQM rests largely on five principles: • Produce quality work the first time. • Focus on the customer. • Have a strategic approach to improvement. • Improve continuously. • Encourage mutual respect and teamwork. To be effective in improving quality, TQM must be supported at all levels of an organization, 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. The process begins by listening to customers' wants and needs and then delivering goods and services that fulfill these desires. TQM even expands the definition of customer to include any person inside or outside the company to whom an employee passes his or her work. In an assembly plant, for example, the warehouse supplies its customer, which is the line operator of...
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...The Deming Approach W. Edward Deming's philosophy is one that focuses on continuous improvement at all levels of an organization for all products and services. The philosophy is articulated in Deming's 14 Points and Seven Deadly Diseases. Deming's philosophy and TQM go hand in hand. You would be hard-pressed to find a TQM implementation that did not have Deming's philosophy as part of its foundation. Deming noted the villain was variation, and variation exists in everything. Our challenge is to identify and reduce variation in order to improve the quality of the items produced or services provided. For years, many struggled with Deming's points. Some complained that many of the points were not realistic, asking, for example, how can you run a business without using numbers? Doing so was just not possible, they said. In his 1993 book, The New Economics for Industry, Government & Education, Deming provided insight into his thinking. In the text is a chapter titled Theory of Profound Knowledge. Here, Deming outlined the basic thinking for creating change. There were some who intuitively understood his theory years before it was published. Those were the people and groups that had been successful in implementing TQM. The changes required to implement Deming's philosophy are not easy and will take time, but the rewards are worth the changes. We only need to look a Toyota to see just what can be accomplished! For many, if not most, U.S. businesses, Deming's ideas are revolutionary...
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...HA425: Operational Analysis and Quality Improvement Unit 3 Project Student Name: Tincy Jackson Part One What are the philosophical elements of CQI and how can these elements can be used in a health care setting? | The philosophical elements of Continuous Quality Improvement (CQI) consist of strategic focus, customer focus, systems view, evidence-based analysis, implementer involvement, multiple causation, solution identification, process optimization, continuing improvement, an organizational learning. Philosophical elements of CQI basically identify the traits that are needed in order to ensure ongoing improvement within an organization. Strategic focus would basically tell what the companies mission and is and the services that are offered. The customer focus would identify whether there is cohesiveness among the patients as well as the staff ensuring both are satisfied with the results of their care and outcomes. Systems view “emphasis on analysis of the whole system providing a service or influencing an outcome,” (McLaughlin & Kaluzny, 2006). Evidence based analysis would be where data is collected and studied in order to identify trends of all types such as billing errors, and areas of excelling or needing improvement. All stakeholders would take part in some way in the implementer involvement phase. In the multiple causation phase causes of certain occurrences or their appearance would be identified and explained. Solutions will be identified...
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...Universities. Throughout this biography I will be discussing many of the innovations and contributions including the Quality Circles, the Fishbone Cause and Effect Diagram, and user-friendly quality control created by Dr. Kaoru Ishikawa. “He was instrumental in the development of the broad outlines of Japanese quality strategy, and without his leadership, the Japanese quality movement would not enjoy the worldwide acclaim and success that it has today.” (Evans 110)(1) His first job was in the military as a naval technical officer until 1941 then he began working for the Nissan Liquid Fuel Company from 1941 to 1947. In 1947 he began his career as an associate professor at the University of Tokyo, the same university he graduated from. While teaching at the University of Tokyo he joined the Japanese Union of Scientists and Engineers’ (JUSE) quality control research group. Dr. Ishikawa translated, integrated and expanded on the management concepts of W. Edwards Deming and Joseph M. Juran into the Japanese system. Without him, Dr. Deming and Juran, the Japanese would not have been moved towards the specific common goal of quality improvements. He then became a full- time professor in the faculty of Engineering at the University of Tokyo in 1960. Around the same time, he introduced the concept of Quality Circles with the help of JUSE. Quality Circles is a method to improve quality and is defined as, “teams of workers...
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...first basic quality control course for the Union of Japanese Scientists and Engineers (JUSE) 1962 Credited with creating the Japanese quality circle movement. 1972 Received ASQ’s Eugene L. Grant Award 1988 ReceivedWalter A. Shewhart Medal. He was given the Shewhart Medal for “his outstanding contributions to the development of quality control theory, principles, techniques and standardization activities for both Japanese and world industry, which enhanced quality and productivity. 1993 ASQ named a national medal after him, recognizing him as a “distinguished pioneer in the achievement of respect for humanity in the quality disciplines.” Then the Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after him to recognize a quality professional who has made a substantial contribution to the promotion of quality programs and methods in the Asian Pacific. Kaoru Ishikawa was also a recipient of the Second Order of the Sacred Treasure from the Emperor of Japan—the same recognition bestowed upon W. Edwards Deming and Joseph M. Juran. Perhaps the most dominant leader in JUSE, Kaoru Ishikawa also served as president of the Japanese Society for Quality Control and the Musashi Institute of Technology and co-founded and served as president of the International Academy for Quality. Upon retirement, he was named professor emeritus of the University of Tokyo, Honorary Member of ASQ and honorary member of the International Academy for Quality. He wrote...
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...delivered the first basic quality control course for the Union of Japanese Scientists and Engineers (JUSE) 1962. – credited with creating the Japanese quality circle movement 1972- received ASQ’s Eugene L. Grant Award 1988- received Walter A. Shewhart Medal. He was given the Shewhart Medal for “his outstanding contributions to the development of quality control theory, principles, techniques and standardization activities for both Japanese and world industry, which enhanced quality and productivity. 1993 – ASQ named a national medal after him, recognizing him as a “distinguished pioneer in the achievement of respect for humanity in the quality disciplines.” Then the Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after him to recognize a quality professional who has made a substantial contribution to the promotion of quality programs and methods in the Asian Pacific. Ishikawa was also a recipient of the Second Order of the Sacred Treasure from the Emperor of Japan—the same recognition bestowed upon W. Edwards Deming and Joseph M. Juran. Perhaps the most dominant leader in JUSE, Ishikawa also served as president of the Japanese Society for Quality Control and the Musashi Institute of Technology and co-founded and served as president of the International Academy for Quality. Upon retirement, he was named professor emeritus of the University of Tokyo, Honorary Member of ASQ and honorary member of the International Academy for Quality. He wrote 647 articles...
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...CHAPTER Total Quality Management Before studying this chapter you should know or, if necessary, review 1. 2. Trends in total quality management (TQM), Chapter 1, page Quality as a competitive priority, Chapter 2, page 5 LEARNING OBJECTIVES After studying this chapter you should be able to 1 2 3 4 5 6 7 Explain the meaning of total quality management (TQM). Identify costs of quality. Describe the evolution of TQM. Identify key leaders in the field of quality and their contributions. Identify features of the TQM philosophy. Describe tools for identifying and solving quality problems. Describe quality awards and quality certifications. CHAPTER OUTLINE Defining Quality 138 Links to Practice: General Electric Company; Motorola, Inc. 140 Cost of Quality 140 The Evolution of Total Quality Management (TQM) 142 The Philosophy of TQM 147 Links to Practice: The Walt Disney Company 150 Links to Practice: The Kroger Company; Meijer Stores Limited Partnership 153 Quality Awards and Standards 159 Why TQM Efforts Fail 162 OM Across the Organization 162 Inside OM 163 Case: Gold Coast Advertising (GCA) 166 Case: Delta Plastics, Inc. 167 136 000 DEFINING QUALITY • 137 E veryone has had experiences of poor quality when dealing with business organizations. These experiences might involve an airline that has lost a passenger’s luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college, a purchased product...
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...Total Quality Pioneer According to Goetsch and Davis, “organizations survive and thrive in a globally competitive marketplace by providing superior value to customers” (2010, p. 6). They further elaborate that, managers must understand how quality fits into the customers perceptions of superior value to satisfy them. Goetsch and Davis further state that total quality was developed into a comprehensive concept that pulled together elements from the different approaches of some of the early pioneers of quality. To gain a better understanding of the concept of quality, this paper will give a general overview of its elements. In addition, the paper will describe how Edward Deming, as a quality pioneer, use of the total quality elements made him successful. The paper will conclude with an explanation of why the elements of quality remain useful and what the author foresees about the future of quality in today’s environment. Overview of Quality Quality is defined differently by different people. For example, before enrolling a child in high school, a parent may look at the Department of Education’s grade for the school, accessibility to the campus, cost of sending the child to the school, and class size. Even though the parent may not verbalize a definition of quality, the attributes she looks at are her preferences for choosing a school that represent quality in her eyes. As a consumer, the parent’s decision about the quality of the school is based on a perception of the measurable...
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...CHAPTER Total Quality Management Before studying this chapter you should know or, if necessary, review 1. 2. Trends in total quality management (TQM), Chapter 1, page Quality as a competitive priority, Chapter 2, page 5 LEARNING OBJECTIVES After studying this chapter you should be able to 1 2 3 4 5 6 7 Explain the meaning of total quality management (TQM). Identify costs of quality. Describe the evolution of TQM. Identify key leaders in the field of quality and their contributions. Identify features of the TQM philosophy. Describe tools for identifying and solving quality problems. Describe quality awards and quality certifications. CHAPTER OUTLINE Defining Quality 138 Links to Practice: General Electric Company; Motorola, Inc. 140 Cost of Quality 140 The Evolution of Total Quality Management (TQM) 142 The Philosophy of TQM 147 Links to Practice: The Walt Disney Company 150 Links to Practice: The Kroger Company; Meijer Stores Limited Partnership 153 Quality Awards and Standards 159 Why TQM Efforts Fail 162 OM Across the Organization 162 Inside OM 163 Case: Gold Coast Advertising (GCA) 166 Case: Delta Plastics, Inc. 167 136 000 DEFINING QUALITY • 137 E veryone has had experiences of poor quality when dealing with business organizations. These experiences might involve an airline that has lost a passenger’s luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college, a purchased product...
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...BSOP326 – Total Quality Management BSOP326 – Total Quality Management Dr. Kaoru Ishikawa Dr. Kaoru Ishikawa TABLE OF CONTENTS: Cover Page 1 Table of Contents 2 Introduction 3 Background 3 Significant Accomplishments 4 Conclusion 4 References 5 There is so much to be learned by studying how Ishikawa managed to accomplish so much during a single lifetime. In my observation, he did so by applying his natural gifts in an exemplary way. He was dedicated to serving society rather than serving himself. His manner was modest, and this elicited the cooperation of others. He followed his own teachings by securing facts and subjecting them to rigorous analysis. He was completely sincere, and as a result was trusted completely. Joseph M. Juran, 1989 Introduction Over the last 50 years, Japan has developed and implemented its own take on quality control and standardization. Dr. Kaoru Ishikawa, engineer and economist, was one of the greatest contributors to these means, and his name has become an authority in quality control. Ishikawa’s work revolutionized perceptions and approaches to product quality and aided thousands of companies, including IBM, in providing quality products at lower costs. Kaoru Ishikawa was inspired by the lack of uniquely Japanese approaches to quality control and sought to standardize the process. Ishikawa believed that the old method quality statistics could benefit from...
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