IX Международная студенческая научная конференция Студенческий научный форум - 2017

Total quality management(TQM) consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma. History

In the late 1970s and early 1980s, the developed countries of North America and Western Europe suffered economically in the face of stiff competition from Japan's ability to produce high-quality goods at competitive cost. For the first time since the start of the Industrial Revolution, the United Kingdom became a net importer of finished goods. The United States undertook its own soul-searching, expressed most pointedly in the television broadcast of If Japan Can... Why Can't We? Firms began reexamining the techniques of quality control invented over the past 50 years and how those techniques had been so successfully employed by the Japanese. It was in the midst of this economic turmoil that TQM took root.

The exact origin of the term "total quality management" is uncertain.^[1] It is almost certainly inspired by Armand V. Feigenbaum's multi-edition book Total Quality Control (OCLC 299383303) and Kaoru Ishikawa's What Is Total Quality Control? The Japanese Way (OCLC 11467749). It may have been first coined in the United Kingdom by the Department of Trade and Industry during its 1983 "National Quality Campaign".^[1] Or it may have been first coined in the United States by the Naval Air Systems Command to describe its quality-improvement efforts in 1985.^[1]

The Key Concepts

There is no widespread agreement as to what TQM is and what actions it requires of organizations,^[8][9][10] however a review of the original United States Navy effort gives a rough understanding of what is involved in TQM.

The key concepts in the TQM effort undertaken by the Navy in the 1980s include:^[11]

• "Quality is defined by customers' requirements."

• "Top management has direct responsibility for quality improvement."

• "Increased quality comes from systematic analysis and improvement of work processes."

• "Quality improvement is a continuous effort and conducted throughout the organization."

The Navy used the following tools and techniques:

• The PDCA cycle to drive issues to resolution

• Ad hoc cross-functional teams (similar to quality circles) responsible for addressing immediate process issues

• Standing cross-functional teams responsible for the improvement of processes over the long term

• Active management participation through steering committees

• Use of the Seven Basic Tools of Quality to analyze quality-related issues

Quality in all functions(Oakland, 2003)

For an organization to be truly effective, each of its components must work properly together. Each part, each activity, each person in the organization affects and is in turn affected by others. Oakland proposes The four Ps and three Cs of TQM in his book "Total Quality Management, text with cases,Third edition".The processes are a key linkage between the enablers of planning (leadership driving policy and strategy, partnerships and resources), through people into the performance (measured by people, society, customers, and key outcomes).The three Cs of Culture, Communication, and Commitment provide the glue or ‘soft outcomes’ of the model which will take organizations successfully into the twenty-first century.

Notable definitions

While there is no generally accepted definition of TQM, several notable organizations have attempted to define it. These include:

United States Department of Defense (1988)

"Total Quality Management (TQM) in the Department of Defense is a strategy for continuously improving performance at every level, and in all areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools under a disciplined structure focused on continuously improving all processes. Improved performance is directed at satisfying such broad goals as cost, quality, schedule, and mission need and suitability. Increasing user satisfaction is the overriding objective. The TQM effort builds on the pioneering work of Dr. W. E. Deming, Dr. J. M. Juran, and others, and benefits from both private and public sector experience with continuous process improvement."^[12]

British Standards Institution standard BS 7850-1:1992

"A management philosophy and company practices that aim to harness the human and material resources of an organization in the most effective way to achieve the objectives of the organization."^[13]

International Organization for Standardization standard ISO 8402:1994

"A management approach of an organisation centred on quality, based on the participation of all its members and aiming at long term success through customer satisfaction and benefits to all members of the organisation and society."^[14]

The American Society for Quality

"A term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran."^[15]

The Chartered Quality Institute

"TQM is a philosophy for managing an organisation in a way which enables it to meet stakeholder needs and expectations efficiently and effectively, without compromising ethical values."^[16]

Baldrige Excellence Framework

In the United States, the Baldrige Award, created by Public Law 100-107, annually recognizes American businesses, education institutions, health care organizations, and government or nonprofit organizations that are role models for organizational performance excellence. Organizations are judged on criteria from seven categories:^[17]

1. Leadership

2. Strategy

3. Customers

4. Measurement, analysis, and knowledge management

5. Workforce

6. Operations

7. Results

Example criteria are:^[18]

• How do you obtain information on your customers’ satisfaction relative to their satisfaction with your competitors?

• How do you select, collect, align, and integrate data and information for tracking daily operations?

• How do you manage your workforce, its needs, and your needs to ensure continuity, prevent workforce reductions, and minimize the impact of workforce reductions, if they do become necessary?

Joseph M. Juran believed the Baldrige Award judging criteria to be the most widely accepted description of what TQM entails.^[8]

Standards

During the 1990s, standards bodies in Belgium, France, Germany, Turkey, and the United Kingdom attempted to standardize TQM. While many of these standards have since been explicitly withdrawn, they all are effectively superseded by ISO 9000:

• Total Quality Management: Guide to Management Principles, London, England: British Standards Institution, 1992, ISBN 9780580211560, OCLC 655881602, BS 7850

• Electronic Components Committee (1994), Guide to Total Quality Management (TQM) for CECC-Approved Organizations, Brussels, Belgium: European Committee for Electrotechnical Standardization, CECC 00 806 Issue 1

• System zur Zukunftssicherung: Total Quality Management (TQM), Düsseldorf, Germany: Verein Deutscher Ingenieure, 1996, OCLC 632959402, VDI 5500

• Total Quality and Marketing/Management Tools, Paris, France: AFNOR, 1998, FD X50-680

• Total Quality Management: Guide to Management Principles, Turkish Standards Institution (TSE), 2006, TS 13133

Legacy

Interest in TQM as an academic subject peaked around 1993.^[1]

The Federal Quality Institute was shuttered in September 1995 as part of the Clinton administration's efforts to streamline government.^[19] The European Centre for Total Quality Management closed in August 2009, a casualty of the Great Recession.^[20]

TQM as a vaguely defined quality management approach was largely supplanted by the ISO 9000 collection of standards and their formal certification processes in the 1990s. Business interest in quality improvement under the TQM name also faded as Jack Welch's success attracted attention to Six Sigma and Toyota's success attracted attention to Lean manufacturing, though the three share many of the same tools, techniques, and significant portions of the same philosophy.

TQM lives on in various national quality awards around the globe.

References

1. Martínez-Lorente, Angel R.; Dewhurst, Frank; Dale, Barrie G. (1998), "Total Quality Management: Origins and Evolution of the Term", The TQM Magazine, Bingley, United Kingdom: MCB University Publishers Ltd, vol. 10 no. 5, pp. 378–386,

2. Houston, Archester; Dockstader, Steven L. (1997), Total Quality Leadership: A Primer (PDF), Washington, D.C.: United States Navy, pp. 10–11, OCLC 38886868, 97-02, retrieved 2013-10-19

3. McDaniel, Delora M.; Doherty, Linda M. (February 1990), Total Quality Management Case Study in a Navy Headquarters Organization, San Diego, California: Navy Personnel Research and Development Center, p. 1, OCLC 227755405, NPRDC-TN-90-10, retrieved 2013-10-20, Effective implementation of Total Quality Management (TQM) to improve quality and productivity is based upon the philosophy and management principles of W. Edwards Deming.

4. United States Department of Defense (1989), Total Quality Management: A Guide for Implementation, Springfield, Virginia: National Technical Information Service, OCLC 21238720, DoD 5000.51-G

5. Total Army Quality Management, Washington, D.C.: United States Army, 1992-06-12, Army Regulation 5–1, retrieved 2013-10-19

6. Nelson, Robert T. (1991-01-10), COAST GUARD TOTAL QUALITY MANAGEMENT (TQM) GENERIC ORGANIZATION (PDF), Washington, D.C.: United States Coast Guard, COMDTINST 5224.7, retrieved 2013-10-19

7. Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 153, ISBN 9780525937258, OCLC 28508067, ...the DOD took steps to extend its reach to the thousands of vendors who sell to the department... Thus was born the DOD's TQM outreach program to all its vendors, large and small. And the TQM banners went up all over America.

8. Juran, Joseph M. (1995), A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality, Milwaukee, Wisconsin: ASQC Quality Press, p. 596, ISBN 9780873893411, OCLC 32394752, retrieved 2013-10-20

9. Holmes, Ken (1992), Total Quality Management, Leatherhead, United Kingdom: Pira International, Ltd., p. 10, ISBN 9781858020112, OCLC 27644834, Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as 'gurus') we have come across.

10. Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 4, ISBN 9780525937258, OCLC 28508067

11. Houston, Archester (December 1988), A Total Quality Management Process Improvement Model (PDF), San Diego, California: Navy Personnel Research and Development Center, pp. vii–viii, OCLC 21243646, AD-A202 154, retrieved 2013-10-20

12. TOTAL QUALITY MANAGEMENT MASTER PLAN (PDF), Washington, D.C.: United States Department of Defense, August 1988, p. 1, OCLC 831675799, ADA355612, retrieved 2013-10-19

13. Hoyle, David (2007), Quality Management Essentials, Oxford, United Kingdom: Butterworth-Heinemann, p. 200, ISBN 9780750667869, OCLC 72868446, retrieved 2013-10-19

14. Pfeifer, Tilo (2002), Quality Management: Strategies, Methods, Techniques, Munich, Germany: Carl Hanser Verlag, p. 5, ISBN 9783446220034, OCLC 76435823, retrieved 2013-10-19

15. " Quality Glossary - T". asq.org. Milwaukee, Wisconsin: American Society for Quality. Retrieved 2013-10-19.

16. "Factsheet: Total quality management (TQM)". www.thecqi.org. London, England: The Chartered Quality Institute. Retrieved 2013-10-19.

17. "2015–2016 Baldrige Excellence Framework". www.nist.gov. Gaithersburg, Maryland: National Institute of Standards and Technology. Retrieved 2015-01-10.

18. 2011–2012 Criteria for Performance Excellence (PDF), Gaithersburg, Maryland: National Institute of Standards and Technology, 2011-01-12, retrieved 2010-10-20

19. Dusharme, Dirk (August 1995), "Federal Quality Institute Set to Close", Quality Digest, Red Bluff, California: QCI International, ISSN 1049-8699, OCLC 17469778, retrieved 2013-10-19

20. "European Centre for Total Quality Management". www.brad.ac.uk. Bradford, United Kingdom: University of Bradford. Retrieved 2013-10-19. The European Centre for TQM has ceased to exist as from the end of August 2009. For all information related to ECTQM and its activities, please contact Professor Mohamed Zairi.

21. Vokurka, Robert J; Stading, Gary L; Brazeal, Jason (August 2000). "A Comparative Analysis of National and Regional Quality Awards" (PDF). Quality Progress. Milwaukee, Wisconsin: American Society for Quality. 33 (8): 41. ISSN 0033-524X. Archived from the original on unknown. Retrieved 2014-05-05.

1. Мартинес-Лоренте, р. Ангел; Дьюхерст, Фрэнк; Дэйл, Барри г. (1998), "общее Управление качеством: истоки и эволюция термина" журнал комплексного управления качеством, Бингли, Великобритания: РНКБ Университет издателей Лтд объем. 10 нет. 5, стр. 378-386,

2. Хьюстон, Archester; Dockstader, Стивен л. (1997), Общее руководство качеством: учебник (в формате PDF), Вашингтон, округ Колумбия: военно-морской флот Соединенных Штатов, стр. 10-11, ОКЛК 38886868, 97-02, проверено 2013-10-19

3. Макдэниэл, Делора М.; Доэрти, Линда М. (февраль 1990 г.), всеобщий Менеджмент качества исследования в организации штаба ВМФ, Сан-Диего, Калифорния: исследование персонала военно-морского флота и Центр развития, с. 1, ОКЛК 227755405, NPRDC-ТН-90-10,эффективное осуществление общего управления качеством (tqm) для повышения качества и производительности основаны на философии и принципах управления Эдвардс Деминг.

4. Министерства обороны Соединенных Штатов Америки (1989), общее Управление качеством: пособие по выполнению, Спрингфилд, Вирджиния: Национальная служба технической информации, ОКЛК 21238720, ДОД 5000.51-г

5. общее качество управления войсками, Вашингтон, округ Колумбия: армия США, 1992-06-12, армия регулирование 5-1, полученных 2013-10-19

6. Нельсон, Роберт т. (1991-01-10), береговая охрана всеобщего управления качеством (tqm) общие организации (Формат PDF), Вашингтон, округ Колумбия: Береговая Охрана США, COMDTINST 5224.7, проверено 2013-10-19

7. Крич, Билл (1994), пять столпов качества. как сделать комплексное Управление качеством работаем для Вас, Нью-Йорк: Труман книги Талли/Даттон, стр. 153, ИСБН 9780525937258, ОКЛК 28508067, ...Минобороны приняло меры, чтобы расширить свое влияние на тысячи продавцов, которые торгуют в отдел... так родилась просветительская программа в ДОД по tqm для того чтобы все его поставщики, большие и маленькие. И баннеры ОУК пошел по всей Америке.

8. Джуран, Джозеф М. (1995), История управления качеством: Эволюция, тенденции и перспективные направления управления качеством, Милуоки, Висконсин: ASQC качество печати, стр. 596, ИСБН 9780873893411, ОКЛК 32394752, полученные 2013-10-20

9. Холмс, Кен (1992), Общее Управление Качеством, Лезерхед, Великобритания: Пира Интернешнл, Лтд. с. 10, ИСБН 9781858020112, ОКЛК 27644834, спросите у десяти человек, что ОУК и вы услышите десять разных ответов. Нет Спецификация или стандарт, или программу сертификации, чтобы провозгласить, что у вас есть. Что мы понимаем под ОУК, наверное, зависит от того, какие лидеры (часто это называют "гуру"), с которыми мы столкнулись.

10. Крич, Билл (1994), пять столпов качества. как сделать комплексное Управление качеством работаем для Вас, Нью-Йорк: Труман Тэлли книги/Даттон, стр. 4, номер ISBN 9780525937258, ОКЛК 28508067

11. Хьюстон, Archester (декабрь 1988 года), общее Управление качеством процесса, улучшение модель (в формате PDF), Сан-Диего, Калифорния: Военно-Морского Флота научно-исследовательский центр, ПП. в VII–VIII вв., ОКЛК 21243646, объявление-A202 154, получен 2013-10-20

12. Общее качество управление генерального плана (PDF-файл), Вашингтон, округ Колумбия: Министерство обороны Соединенных Штатов, август 1988, с. 1, ОКЛК 831675799, ADA355612, полученные 2013-10-19

13. Хойл, Дэвид (2007), Управление качеством Основы, Оксфорд, Великобритания: Баттерворт-Хайнеманн, стр. 200, ИСБН 9780750667869, ОКЛК 72868446, полученные 2013-10-19

14. Пфайфер, Тило (2002), Управление качеством: стратегии, методы, приемы, Мюнхен, Германия: Карл Гансером Ферлаг, стр. 5, ИСБН 9783446220034, ОКЛК 76435823, полученные 2013-10-19

15. "Качества Глоссарий - Т". asq.org. Милуоки, Висконсин: американское Общество качества. Проверено 2013-10-19.

16. "информация: общее Управление качеством (tqm)". www.thecqi.org. Лондон, Англия: Королевский Институт Качества. Проверено 2013-10-19.

17. "2015-2016 Болдриджа Совершенству Рамки". www.nist.gov. Гейтерсберг, Мэриленд: Национальный институт стандартов и технологии. Проверено 2015-01-10.

18. Критерии 2011-2012 для максимальной производительности (в формате PDF), Гейтерсберг, Мэриленд: Национальный институт стандартов и технологий, 2011-01-12, полученные 2010-10-20

19. Dusharme, Дирк (август 1995 г.), "Федеральный Институт качества должны быть закрыты", Качество переварить, ред-Блафф, Калифорния: qci по международным и ISSN 1049-8699, ОКЛК 17469778, полученные 2013-10-19

20. "Европейский центр по контролю качества". www.brad.ac.uk. Брэдфорд, Великобритания: Университет Брэдфорда. Проверено 2013-10-19. Европейский Центр ОУК перестал существовать с конца августа 2009 года..

21. Вокурка, Роберт Дж; Изучение, Гэри Л; Бразера, Джейсон (Август 2000). "Сравнительный анализ национальных и региональных премий за качество" (в формате PDF). Качество Прогресса. Милуоки, Висконсин: американское Общество качества. 33 (8): 41. НОМЕР ISSN 0033-524X. Архивировано из первоисточника неизвестно. Проверено 2014-05-05.

Код для цитирования: Скопировать