sampled. The propositions are tested using simple statistical table with responses “YES” and “NO”. The tables show that 35 organizations (62.5%) have actually implemented TQM, while 32 organizations (91.4%) were successful. The results support the argument that the level of success among organizations that have implemented TQM in Nigeria is high considering the fact that three out of every four that have implemented were successful. These results should encourage organizations that are still contemplating
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improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the concept must be understood and applied to a firm’s operations. Meeting owner/customer requirements (providing customer satisfaction) is a primary objective of quality management, and contractors who are the suppliers
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survival pressure and the dynamic, changing customer-oriented environment, total quality management (TQM) has been recognized as one of the important issues and generated a substantial amount of interest among managers and researchers (Ahire et al., 1995; Benson et al., 1991; Flynn et al., 1995; Powell, 1995; Samson & Terziovski, 1999; Sousa and Voss, 2002; Terziovski & Samson, 1999). Since 1980s, TQM has been regarded as one of effective ways for firms to improve their competitive advantage (Kuei
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environment to a means that is or will be conducive to all. Analysis For a business model to work it must have installed a powerful yet engaging plan and that is “total quality management”, or TQM. The leadership must be very clear in its mission to achieve TQM. “Total Quality Management (TQM) today is a potent amalgam of many highly effective technical as well as behavioral improvement strategies and techniques. As such, it has evolved into one of the most powerful opportunities for effective
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the consumer will not face any detrimental consequences. Total Quality Management (TQM) plays a big role in promoting these results. Total Quality Management seems to be a confusing term for the layperson. TQM is a philosophy advocated by Dr. Edward Deming, an international quality management expert. It was widely accepted by Japan from 1950 onwards. Since then many organizations around the world have adopted TQM or similar organisational processing methodologies. There have been many successes but
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TQM Outcomes Advocates of TQM are not in complete agreement on the factors that reflect the adoption of a TQM orientation. However, customer satisfaction, continuous improvement, and teamwork frequently are cited as core factors for TQM (Dean & Bowen, 1994; Morrow, 1997). However, Reed and Lemak (1998) expanded this to include empowerment and statistical process control, at the same time recognizing continuous improvement as one of the central TQM doctrines. For employees, a significant aim
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Grading Summary These are the automatically computed results of your exam. Grades for essay questions, and comments from your instructor, are in the "Details" section below. | Date Taken: | 6/21/2012 | Time Spent: | 1 h , 39 min , 37 secs | Points Received: | 200 / 250 (80%) | | Question Type: | # Of Questions: | # Correct: | Multiple Choice | 10 | 8 | Essay | 6 | N/A | | | Grade Details - All Questions | Page: | 1 2 | 1. | Question : | (TCO E) Suggested reasons
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Operational Management Table of Contents 1 INTRODUCTION 3 2 THE SCOPE OF OPERATIONS MANAGMETNT 3 3 LOCATIONAL PLANNING 5 4 QUALITY 7 5 FORECASTS 8 6 INVESTMENT 10 7 CONCLUSION 12 * 1 INTRODUCTION EXPLANATION OF OPERATIONS MANAGEMENT The field of what has been known as production management has expanded in scope to cover management of non-manufacturing or service activities. Because of this broad scope, the field has taken a new name, production and operations management or simply
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of Idaho, Moscow, Idaho 83844-1104, USA E-mail: redgeman@uidaho.edu Abstract: For decades now TQM has been a dominant management concept for improving competitiveness and financial results. In recent years, however, TQM seems to have lost some of its nimbus with other concepts and approaches such as Lean Enterprise and Six Sigma launched and increasingly in vogue. The aim of this paper is to look at TQM and Six Sigma, their backgrounds, definitions and ingredients, and their similarities and differences
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processes for the improvement of quality, productivity, and competitiveness. During 1987-90, the Sustaining Members' Research Committee operated with five Research Teams: Cultural Change and Integration of Plans Daily Control Cross-Functional Management TQM for Cost Reduction Benchmarking This research report is a product of the Cultural Change and Integration of Plans Team. Team members: Gary Floss Tom Lynch Jim Naughton Joe Colletti Bob King Gene Miller Pamela Olivier Andre Shambarger Bob Allison Tom
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