INCREASE PRODUCTIVITY USING QUALITY MANAGEMENT SYSTEM
Total Quality Management (TQM) is a management philosophy that focuses on continually improving the quality of products and processes.
Overview
TQM is based on the premise that the quality of products and processes is the responsibility of everyone involved in the creation or consumption of the organization’s goods or services. TQM relies on the participation of management, the workforce, suppliers, and even customers to meet or exceed customer expectations.
Cua, McKone, and Schroeder (2001) identified nine common TQM practices after reviewing the TQM practices discussed in six empirical studies:
Process management; Supplier quality management; Customer involvement; Information and feedback; Committed leadership; Strategic planning; Cross-functional training; and Employee involvement
The Fundamentals of Total Quality Management
The fundamental principles of the Total Quality Management business philosophy are to satisfy the customer, satisfy the supplier, and continuously improve business processes.
Please the customer
The first and most important TQM principle is to please the customer–the person who pays for the product or service. Customers want to get their money’s worth when they buy a product or service.
Satisfy the Users: If the product’s user differs from the purchaser, then both the user and the customer must be satisfied, though the person who pays takes precedence.
Company Philosophy: A company that seeks to satisfy the customer by giving them value for what they buy and the quality they expect will receive more repeat business, referral business, and have fewer complaints and service expenses. Some of the best companies not only provide high-quality products, but also go above and beyond to make their customers feel important and valued.
Internal Customers: A worker provides a product or service to his or her supervisors within a company. If the person has any influence over the worker’s wages, that person is considered an internal customer. To keep a job and get a raise or promotion, a worker should have the mindset of satisfying internal customers.
Chain of Customers: In many businesses, there is a chain of customers, each improving a product and passing it on until it is finally sold to an external customer. Each employee must look up the chain to try to satisfy the ultimate customer, as well as satisfy the immediate internal customer.
Please the Supplier
A second TQM principle is to satisfy the supplier, which is the person or organization from whom you buy goods or services.
External Suppliers: A company’s external suppliers must be satisfied by providing them with clear instructions and requirements, as well as paying them fairly and on time. If the company hopes to provide quality goods or services to its external customers, it is in the best interests of its suppliers to provide quality goods or services.
Internal Suppliers: A supervisor must strive to keep employees happy and productive by providing clear task instructions, the tools they need to do their jobs, and a pleasant working environment. The supervisor must also recognize and compensate the employees.
Improve Work: The goal here is to increase worker productivity while also retaining good employees. A good supervisor with a good team of employees will undoubtedly satisfy his or her internal customers.
Empower Workers: Empowering workers is one way to satisfy internal suppler. Allowing them to make decisions on things over which they have control is an example of this. This not only relieves the supervisor’s burden, but it also motivates these internal suppliers to do better work.
Continuous Enhancement
The third TQM principle is continuous improvement. You can never be satisfied with your method because there is always room for improvement. Because the competition is constantly improving, it is necessary to strive to stay ahead of the game.
Work Smarter, Not Harder: Some businesses have attempted to improve by forcing employees to work harder. This could be counterproductive, especially if the process is flawed in the first place. Attempting to increase worker output on a defective machine, for example, may result in more defective parts.
What works best is identifying the source of problems and delays and then resolving them. Often, bottlenecks in the process are the root of the problem. Those are the ones that should be removed.
Suggestions from Employees: Employees are frequently a source of continuous improvement. They can suggest ways to improve a process and eliminate waste or unnecessary work.
Quality Methods: Quality methods such as just-in-time production, variability reduction, and poka-yoke can improve processes and reduce waste.
INCREASE PRODUCTIVITY USING QUALITY MANAGEMENT SYSTEM
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