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118 Total Quality Management Essay Topic Ideas & Examples

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Total Quality Management (TQM) is a management approach that focuses on continuous improvement and customer satisfaction. It involves all employees in the organization working together to improve processes, products, and services. TQM has become increasingly important in today's competitive business environment, as companies strive to deliver high-quality products and services to meet customer needs.

If you are studying TQM or are interested in learning more about it, you may be tasked with writing an essay on a TQM-related topic. To help you get started, here are 118 total quality management essay topic ideas and examples that you can use as inspiration:

• The impact of TQM on organizational performance
• Implementing TQM in a small business
• TQM tools and techniques: a case study
• The role of leadership in TQM implementation
• TQM and employee empowerment
• TQM in the healthcare industry
• TQM in the manufacturing sector
• The benefits of TQM for customer satisfaction
• TQM and supply chain management
• TQM and continuous improvement
• TQM and Six Sigma: a comparison
• TQM and ISO certification
• TQM and total productive maintenance (TPM)
• TQM and lean manufacturing
• TQM and innovation
• TQM and quality control
• TQM and customer feedback
• TQM and team building
• TQM and performance measurement
• TQM and organizational culture
• TQM and customer loyalty
• TQM and employee motivation
• TQM and process improvement
• TQM and cost reduction
• TQM and risk management
• TQM and project management
• TQM and change management
• TQM and benchmarking
• TQM and quality assurance
• TQM and strategic planning
• TQM and customer relationship management
• TQM and business process reengineering
• TQM and organizational learning
• TQM and knowledge management
• TQM and performance appraisal
• TQM and employee training
• TQM and organizational structure
• TQM and technology adoption
• TQM and sustainability
• TQM and corporate social responsibility
• TQM and risk assessment
• TQM and customer service
• TQM and Six Sigma: a case study
• TQM and innovation: a case study
• TQM and supply chain management: a case study
• TQM and lean manufacturing: a case study
• TQM and customer feedback: a case study
• TQM and team building: a case study
• TQM and performance measurement: a case study
• TQM and organizational culture: a case study
• TQM and customer loyalty: a case study
• TQM and employee motivation: a case study
• TQM and process improvement: a case study
• TQM and cost reduction: a case study
• TQM and risk management: a case study
• TQM and project management: a case study
• TQM and change management: a case study
• TQM and benchmarking: a case study
• TQM and quality assurance: a case study
• TQM and strategic planning: a case study
• TQM and customer relationship management: a case study
• TQM and business process reengineering: a case study
• TQM and organizational learning: a case study
• TQM and knowledge management: a case study
• TQM and performance appraisal: a case study
• TQM and employee training: a case study
• TQM and organizational structure: a case study
• TQM and technology adoption: a case study
• TQM and sustainability: a case study
• TQM and corporate social responsibility: a case study
• TQM and risk assessment: a case study
• TQM and customer service: a case study
• The evolution of TQM
• The future of TQM
• Best practices in TQM
• Common challenges in TQM implementation
• TQM success stories
• TQM failures: lessons learned
• The role of TQM in crisis management
• TQM and organizational resilience
• TQM and customer retention
• TQM and employee retention
• TQM and organizational agility
• TQM and business ethics
• TQM and corporate governance
• TQM and strategic partnerships
• TQM and mergers and acquisitions
• TQM and international business
• TQM and cultural diversity
• TQM and cross-functional teams
• TQM and virtual teams
• TQM and performance feedback
• TQM and conflict resolution
• TQM and employee engagement
• TQM and workplace diversity
• TQM and gender equality
• TQM and work-life balance
• TQM and organizational justice
• TQM and organizational citizenship behavior
• TQM and organizational politics
• TQM and emotional intelligence
• TQM and organizational change
• TQM and organizational development
• TQM and organizational behavior
• TQM and organizational communication
• TQM and organizational conflict
• TQM and organizational commitment
• TQM and organizational trust
• TQM and organizational performance
• TQM and organizational effectiveness
• TQM and organizational innovation
• TQM and organizational leadership
• TQM and organizational strategy
• TQM and organizational growth
• TQM and organizational sustainability

These are just a few ideas to get you started on your TQM essay. Feel free to explore different topics and examples to find the one that interests you the most. Good luck with your essay!

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• What Is Total Quality Management?
• Understanding TQM
• Primary Principles
• How to Implement TQM
• Pros and Cons
• Industries Using TQM

The Bottom Line

• Business Essentials

What Is Total Quality Management (TQM) and Why Is It Important?

Yarilet Perez is an experienced multimedia journalist and fact-checker with a Master of Science in Journalism. She has worked in multiple cities covering breaking news, politics, education, and more. Her expertise is in personal finance and investing, and real estate.

What Is Total Quality Management (TQM)?

Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing. It streamlines supply chain management , improves the customer experience, and ensures that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.

Key Takeaways

• Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating errors.
• Total quality management is used to streamline supply chain management, improve customer service, and ensure that employees are properly trained.
• The focus is to improve the quality of an organization's outputs, including goods and services, through the continual improvement of internal practices. 
• Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.
• There are often eight guiding principles to TQM that range from focusing on customers, continually improving, and adhering to processes.

Investopedia / Katie Kerpel

Understanding Total Quality Management (TQM)

Total quality management is a structured approach to overall organizational management. The focus of the process is to improve the quality of an organization's outputs, including goods and services, through the continual improvement of internal practices. The standards set as part of the TQM approach can reflect both internal priorities and any industry standards currently in place.

Industry standards can be defined at multiple levels and may include adherence to various laws and regulations governing the operation of a particular business. Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations. Acceptance sampling might be used to check the progress toward the TQM goal.

Example of Total Quality Management

Perhaps the most famous example of TQM is Toyota's implementation of the  kanban  system. A kanban is a physical signal that creates a chain reaction, resulting in a specific action. Toyota used this idea to implement its just-in-time (JIT) inventory process.

The company decided to keep just enough inventory on hand to fill customer orders as they were generated to make its assembly line more efficient. All parts of Toyota's assembly line are therefore assigned a physical card that has an associated inventory number.

The card is removed and moved up the supply chain right before a part is installed in a car, effectively requesting another of the same part. This allows the company to keep its inventory lean and not overstock unnecessary assets. Effective quality management resulted in better automobiles that could be produced at an affordable price.

History of Total Quality Management

TQM's history often dates back to the early 1900s when Walter A. Shewhart introduced modern quality control. Shewhart produced a landmark piece of industrial work entitled Economic Control of Quality of Manufactured Product in 1931. This exposition is considered one of the founding and basic principles of manufacturing quality control.

Further developments in Shewhart's work introduced new standards in quality management decades later. Joseph M. Juran published a book called What Is Total Quality Control? The Japanese Way . in 1954. The work was based on Juran's experience of being invited to Japan by Japanese scientists and engineers. Juran later co-authored Quality Planning and Analysis , another bestseller in TQM.

Another prominent figure in TQM history is W. Edwards Deming. Also posted in Japan after the Second World War, Deming became involved with the Union of Japanese Scientists and Engineers (JUSE). His career work included several TQM frameworks (Deming's 14 Points, Deming's Seven Deadly Diseases of Management, and The Deming Wheel).

The exact origin of the phrase total quality management is not known, but several parties mentioned above are credited for helping develop the general concept.

Primary Principles of Total Quality Management

TQM is considered a customer-focused process that focuses on consistently improving business operations management . It strives to ensure that all associated employees work toward the common goals of improving product or service quality, as well as improving the procedures that are in place for production. There are several guiding principles that define TQM.

Focus on Customers

Under TQM, your customers define whether your products are high quality. Customer input is highly valued because it allows a company to better understand the needs and requirements in the manufacturing process. Customer surveys may reveal insufficient durability of goods. This input is then fed back into TQM systems to implement better raw material sourcing, manufacturing processes, and quality control procedures.

Commitment by Employees

Employees must buy into the processes and system if TQM is going to be successful. This includes clearly communicating across departments and leaders what goals, expectations, needs, and constraints are in place. A company adopting TQM principles must be willing to train employees and give them sufficient resources to complete tasks successfully and on time. TQM also strives to reduce attrition and maintain knowledgeable workers.

Improve Continuously

A company should gradually evolve and strive for incremental, small improvements as it learns more about its customers, processes, and competition. This concept of continuous improvement helps a company adapt to changing market expectations. It allows for greater adaptability to different products, markets, customers, or regions. Continuous improvement also drives and widens the competitive advantage that a company has built over related companies.

Adherence to Processes

TQM's systematic approach relies heavily on process flowcharts, TQM diagrams, visual action plans, and documented workflows . Every member engaged in the process must be aware and educated on their part of the process to ensure proper steps are taken at the right time of production. These processes are then continually analyzed to better understand deficiencies in the process.

Strategic and Systematic Approach

A company's processes and procedures should be a direct reflection of the organization's vision, mission , and long-term plan. TQM calls for a system approach to decision making that requires that a company dedicate itself to integrating quality as its core component and making the appropriate financial investments to make that happen.

Data Utilization

The systematic approach of TQM only works if feedback and input is given to evaluate how the process flow is moving. Management must continually rely on production, turnover, efficiency, and employee metrics to correlate the anticipated outcomes with the actual results. TQM relies heavily on documentation and planning, and only by utilizing and analyzing data can management understand if those plans are being met.

Integrate Systems

One way to utilize data is to integrate systems. TQM strategies believe systems should talk to each other, conveying useful information across departments and making smart decisions. When goods or inventory are used in one area, another department should have immediate access to that ERP information. TQM strives to allow everyone to be on the same page at the same time by linking data sources and sharing information across systems.

Communication

Data may transfer between departments freely, but there is a human element to coordinating processes and making sure an entire production line is operating efficiently. Effective communication plays a large part in TQM to motivate employees, educate members along a process, and avoid process errors whether it is normal day-to-day operations or large organizational changes.

Successful TQM requires a company-wide buy-in of every principle. The benefits of TQM quickly diminish if a company does not receive complete buy-in.

How to Implement Total Quality Management

TQM is a unique process. There is not a specific formula for implementing a system that suits every business and each type of industry. But you can create a checklist of issues that might suit your enterprise and proceed with them in chronological order. Some may suit your business while others will not. Select those that you think will provide an advantage.

• Identify your company’s existing culture, its core values, and its systems.
• Use this information to create a system that will serve as your master plan.
• Establish what your customers and clients want and what they expect from your business. Determine how to best meet these expectations and needs.
• Create a team of management and employees to guide and implement your goals and include these efforts in your daily business management process.
• Consistently gather feedback from both employees and customers to gauge your progress.

TQM is not a speedy process. Expect to dedicate an extended period of time to your efforts.

Advantages and Disadvantages of TQM

TQM results in a company making a product for less when it's implemented correctly. Companies that engage in TQM provide more consistent products that yield stronger customer loyalty when they emphasize quality and minimize waste.

As TQM touches every department across an organization, a company may reap substantial savings from materials sourcing, production, distribution, or back-office functions. Companies that successfully implement TQM can usually react more quickly to change and proactively plan ahead to avoid obsolescence.

A company must fully engage TQM principles to fully reap the benefits of TQM. This requires substantial buy-in from every department across an organization. This level of commitment is very difficult to achieve, requires substantial financial investment, and necessitates all levels of management to engage in TQM.

The conversion to TQM may be lengthy, and workers may feel resistant to change. A company may be required to replace processes, employees, equipment, or materials in favor of an untested, partially developed TQM plan. More skilled workers may decide to leave the company if they feel TQM processes don't appropriately utilize their skill sets.

Total Quality Management

Delivers stronger, higher quality products to customers

Results in lower company-wide costs

Minimizes waste throughout the entire production and sale process

Enables a company to become more adaptable

May require substantial financial investment to convert to TQM practices

Often requires conversion to TQM practices over a long period of time

May be met with resistance to change

Requires company-wide buy-in to be successful

Industries Using Total Quality Management

TQM originated in the manufacturing sector, but its principles can be applied to a variety of industries. It provides a cohesive vision for systemic change with a focus on long-term change rather than short-term goals. TQM is used in many industries with this in mind, including but not limited to manufacturing, banking and finance, and medicine.

These techniques can be applied to all departments within an individual organization. This helps ensure that all employees are working toward the goals set forth for the company and improving function in each area. Involved departments can include administration, marketing, production, and employee training.

What Does Total Quality Management Do?

TQM oversees all activities and tasks that are necessary to maintain a desired level of excellence within a business and its operations. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement measures.

What Are the Principles of TQM?

Various iterations of TQM have been developed, each with its own set of principles. Certain core elements persist nonetheless. These include good leadership, emphasis on quality, customer priority, error correction and improvement as an ongoing process, and job training.

What Is a TQM Diagram?

A TQM diagram is a visual depiction of the business and process layout. The diagram usually shows different processes or steps, allowing management to see a process, analyze weaknesses or risks in the flow, and strategically adjust how things are done.

Total quality management is the strategic framework that encourages everyone in an organization to focus on quality improvement. The theory holds that customer satisfaction will increase by being operationally excellent. Many principles drive TQM, but the overall purpose is to eliminate errors, streamline processes, and maximize efficiency.

Toyota. " Section 4. Plant Construction and Expansion Item 4. Development and Deployment of the Toyota Production System ."

American Society for Quality. " Walter A. Shewhart ."

American Society for Quality. " Joseph M. Juran ."

British Library. " W Edwards Deming ."

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Total Quality Management and Business Ethics

Introduction.

Total quality management and business excellence “is the culture of an organization committed to customer satisfaction through continuous improvement” (Taylor & Francis Group, 2011). As explained further “this culture varies both from one country to another and between different industries, but has certain essential principles which can be implemented to secure greater market share, increased profits and reduced costs” (Taylor & Francis, 2011). Today, business environments in different sectors are overwhelmingly competitive and vibrant. For a business to stay relevant and utilize changes taking place as an opportunity, quality is paramount (Kerzner, 2010). Quality creates customer satisfaction, reliability of a brand, and ultimately, increased profitability (Charantimath, 2006). This paper discusses total quality management and business excellence.

• Understand total quality management and business excellence
• Highlight the traditional and untraditional, quality management techniques by businesses, and their role in cultivating an excellent business environment
• To carry out a study to identify the role of total quality management in creating excellence in businesses today
• To understand total quality management techniques in order of their relevance and importance to a business
• To analyze the role of total quality management and business excellence in increasing profitability
• Emphasize the need for organizational review regarding quality management

Literature review

Total quality management (TQM) and business excellence are two philosophies put together to enable businesses to implement quality in a way that creates excellence in a business. TQM is defined by Ahire (1997) “as an integrative philosophy of management for continuously improving the quality of products and processes”. Business excellence is defined as “the systematic use of quality management principles and tools in business management, to improve performance based on the principles of customer focus, stakeholder value, and process management” (Kanji, 2002). The two put together are aimed at helping a business secure a well-developed and stable market share (Cobb, 2003). The essential principles further strengthen businesses and allow them to have increased profits through motivated employees and reduced costs, among others (Mukherjee, 2006).

Several theories attempt to explain total quality management and its role in developing business excellence (Cua, McKone, and Schroeder, 2001). Among them is Deming’s theory, “which rests upon fourteen points of management he identified, the system of profound knowledge, and the Stewart Cycle (Plan-Do-Check-Act)” (Roberts, 2011). The main points in this theory are focused on variation and psychological knowledge, as well as the importance of appreciating systems. Another significant theory is Crosby’s theory, “which is based on four absolutes of quality management and his list of fourteen steps to quality management such as forming quality improvement teams and attaining total commitment to quality, among others” (Roberts, 2011).

Methodology

“In any study focusing on attitudes and perception, the importance of primary data cannot be over-emphasized” (Punch, 2006). In such a project, it is expected that at least 90% of the questionnaires distributed will be returned and filled correctly. Before any data is collected, permission will be sought from different authorities such as the relevant ministries.

Types of data employed

To accomplish the objectives of this study, several types of data will be employed. Data collected will be classified into exploratory, descriptive and confirmatory. By so doing, it will be possible to confirm or falsify already established hypotheses in the research. It will also be classified into primary and secondary data. Secondary data will be gathered from books, journals, online articles, past research projects on the same topic, government and non-governmental databases, just to mention a few sources.

Primary data will be collected through questionnaires and interviews. The target population for the questionnaires will be 100 people and will include employees in different industries, quality management experts, executives in major companies, and consumers. Interviews will be conducted with five participants. Three will be executives in major companies, selected based on their experience and knowledge on quality movement and business excellence. One will be a quality management expert and the fifth will be a government representative to explain the role of government in ensuring quality management in different industries. Answers to close-ended questions will be analyzed in percentages, while others will be individually analyzed and discussed.

Ethical issues and limitations

Several ethical issues arise during research projects. One of the most fundamental principles in research is voluntarism participation. The principle requires that no participant should be coerced to participate in research or give false information. During the research, ethics also demand that the process must not subject the respondents to any danger or harm. A researcher is supposed to apply the principle of anonymity to protect them from the consequences of revealing the information they give. It is also the respondent’s right to be treated with respect and dignity during the study. These ethical issues are expected to be adhered to during the research period.

Limitations expected in the exercise include a lack of cooperation from respondents as they may not give accurate answers or may take too long to respond. Conducting a research project is an expensive activity and finances could pose a challenge. These challenges will be addressed by explaining the scope of the research to respondents to ensure they understand the objectives and minimize resistance, and by ensuring a proper costing and allocation of funds is done before the task commences.

Reference list

Ahire, S.L., 1997. Management science-total quality management interface: An integrative framework. Interfaces, 27 (6): pp. 91-105.

Charantimath, P.M., 2006. Total quality management . India: Dorling Kindersely Pvt. Ltd.

Cobb, C.G., 2003. From quality to business excellence: A systems approach to management. Milwaukee, Wis., ASQ Quality Press.

Cua, K.O., McKone, K.E., and Schroeder, R.G., 2001. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management , 19(6): pp. 675-694.

Kanji, G.K., 2002. Measuring business excellence . New York: Routledge.

Kerzner, H., 2010. Project management: Best practices: achieving global excellence . New York: J. Wiley & Sons.

Mukherjee, P.N., 2006. Total quality management . New Delhi: Prentice-Hall of India.

Punch, K., 2006. Developing effective research proposals . London: SAGE.

Roberts, R., 2011. Theories of total quality management . Web.

Taylor & Francis Group, 2011. Total quality management and business excellence . Web.

Questionnaire

• As a consumer, is quality a big consideration for you when choosing a brand?
• Does quality play a role in a company’s profitability?
• Is quality management related to business excellence?”
• Do you agree with your company’s quality management initiatives?
• Has your company been able to create business excellence through quality management initiatives?
• Should the government be involved in quality management in private business?

Interview questions

• What is total quality management and business excellence?
• In your opinion, is this a relevant philosophy in today’s business environment?
• Is the philosophy applicable in all industries or is it only relevant in selected industries?
• How have businesses been able to benefit so far from total quality management and business excellence?
• What is the role of management in ensuring total quality management and business excellence?
• What is the role of other stakeholders on the same?
• What is the role of the government in ensuring total quality management in different industries in a country?

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Toyota Motors: Total Quality Management

Introduction, total quality management concept, just-in-time inventory, kanban system, emphasis on quality, sustaining production quality.

For most firms, competitiveness is the key to success. Some companies have devoted efforts to improve their standing in the dynamic market. In addition, several companies have learned to adapt strategies that are designed to improve organizational competency. Primarily, the manufacturing sector has become the concentration of improvements. Definitely, manufacturing is rigorous; thus, it is important that sound production schemes are implemented. Also, the competition in the manufacturing industry has intensified resulting in several modifications in the production processes. Preferences have become one of the major barometers of instituting change in the manner in which manufacturing firms reinvent products.

In the industry of auto manufacturing, Toyota is considered as one of the most admired and highly emulated. In Asia, Toyota ranks as the biggest car manufacturer. The cars that Toyota produced have encompassed almost all the regions in the world. Toyota has successfully competed with car companies in Asia, Europe, and the United States. Traditionally, cars that Toyota has evolved are known for efficiency and effectiveness. Moreover, the cars that Toyota produces conform to the paying capacity of most consumers. The concept that Toyota promotes is evident in the cheap but quality cars. Aside from the products, the organization has been admired because of its concern with the customers.

The quality that Toyota has instilled in its cars is truly phenomenal. Some credit this performance to the strategic planning that the company formulates. Others believe that Toyota has learned to capture the deepest desire of consumers in cars. Toyota’s strength, however, is credited to its methods of production. The primary culprit to Toyota’s success is the method in which the cars are developed. Undeniably, the total quality management (TQM) that the firm employs creates harmony within the production site and making all employees work like a well-oiled machine.

Basically, TQM is a strategy in management that incorporates awareness of quality in all processes that organizations manifest. Deming (1986) defined TQM as a set of schematic activities promoted by the whole organization to effectively and efficiently attain organizational aims. TQM includes the delivery of products and services that are deemed to satisfy customers. Accordingly, firms have to maintain high standards of quality in all the activities performed. In doing so, procedures have to be properly done with wastes and defects eliminated.

TQM assumes that quality covers less cost and unproductive workers. Fundamentally, the cost of poor quality is actually higher than the cost incurred in developing the quality of goods and services. It has to be noted that the organizational procedures advocated by TQM are deemed to promote profitability and keep costs low. (Ishikawa, 1985) The second assumption implies that employees by nature aim at improving their work and production. The role of firms is to provide ample tools and training to the workers. Juran (1969) observed that employees have a natural passion for beauty and precision. Once unrestrained by economics, this drive will be beneficial for organizations.

The third assumption is related to the systems of organizations described as highly interdependent. Usually, problems are faced consistently across traditional functional lines. In achieving quality, the challenges in production have to be considered part of the entire system. The final assumption is concerned with senior management. Definitely, the top executives have to be at the forefront in addressing issues and efforts to attain quality. (Deming, 1986)

In manifesting TQM there are particular principles that are used as guides by organizations. First, quality has to be present in all work processes. This includes the different entities of companies that are responsible for evolving the products. Second, the uncontrolled variances in the procedures cause quality problems. Thus, workers in the front line are required to control and analyze such problems. Third, TQM has to be delivered systematically and has to follow cycles based on facts and relevant information. Fourth, continuous improvement has to be maintained and learning is always a priority. (Hackman and Wageman, 1995)

One of the classic methods that Toyota introduced in the world economy is the process of just in-time inventory. The logic in this method is emphasized in the production and delivery of cars to customers (Hirano, et al., 2006). In implementing this method Toyota sees financial and operational benefits for the firms. The essence of the system is the fast dissemination of automobiles to make way for other productions. The pace being taken by Toyota is phenomenal. The use of the inventory makes way for Toyota to introduce newly innovated cars in the market.

The concept of JIT assumes that inventory is waste. Inventory continues to incur a cost as it is kept in storage areas. Aside from this requirement, there are several other costs associated with inventory. The process of JIT suggests the elimination of inventory that will remain within the company for long periods. In addition, manufacturing needs to develop production processes that limit excess inventory. There are tendencies when companies try to hide their stocks. This is purposely done to eliminate suspicion of a flawed production system. In general, JIT promotes the use of proper materials, production time, location, and machinery, and processes.

Because the old models are distributed already, Toyota can start promoting its new line of products. This serves as an advantage because it is Toyota that comes first with new innovations. Another thing that makes the inventory method beneficial is that it helps reduce the cause of productions (Womack, et al., 2003). Price movement in the market happens unpredictably. For Toyota to adjust to changes in supply and car parts prices, the earlier produced vehicles have to be dispatched.

The initial results of using JIT in Toyota were below expectations. But gradually, the company was able to observe the benefits of the inventory system. The management was impressed with the savings gained and quick sales recorded by the company. Toyota Motors also got positive feedback from several users. Moreover, JIT has promoted a built-to-order scheme. In doing so, risks were minimized and the return to equity significantly increased. This process has been considered as the major contributor to its current success. Toyota has allowed the involvement of suppliers and customers to ensure collaboration in the processes involved.

Overall, the use of JIT can reduce the time used for assembling the cars. JIT also managed to improve the flow of products from the warehouse to the distributors and retailers. It is known that employees from Toyota as highly skilled. The inventory system has allowed multi-tasking and added efficiency in the process. Aside from these benefits, JIT ensures that the scheduling and working hours are manifested efficiently. As stated, JIT demands supplier participation. Toyota’s use of JIT has created a relationship with most of its suppliers. Further, JIT focuses on the maximum use of resources. JIT is a process centered on boosting company turnover.

Kanban is a concept that is derived from the process of JIT. Ohno (1998) noted that Kanban is necessary to achieve successful JIT. In firms, Kanban is a system that serves as a catalyst to action. The conventional manifestation of Kanban uses cards to signal action. But others firms have been using other materials to determine a movement in the production chain. In Toyota, Kanban was used to promote the need for production improvements. It was a complement system that ensured efficient flow in production. Moreover, Kanban underlines the problems areas in production and can warn personnel to make the changes.

Toyota used the basic form of Kanban called the three-bin system. This was used to ensure that the materials used for production are of high quality. Kanban is usually included in the process of the supply chain. It is used as a method of managing intermediate stocks in the chain. The issuance of more Kanban allows the production to monitor demand fluctuations. This prevents the overproduction of stocks. In using Kanban, the firm has to strictly pay attention to rules. Toyota Motors use 6 rules for this purpose. Aside from following the rules, these have to be monitored.

The use of Kanban can potentially decrease the level of inventory from 25% to 75% (Gross and McInnis, 2003). This means that obsolesce and inventory-related costs are eliminated. It is also believed that Kanban prevents the firms from being affected by the bullwhip phenomenon. Kanban is used to monitor alterations in the supply chain in relation to consumer demand. Moreover, using Kanban encourages improvements in the strategies used in businesses. Among the developments pushed by Kanban include the reduction of scraps and maintenance.

Kanban has also the capacity to reduce training costs. In most firms, Kanban has removed their production scheduled known as MRP. This production scheme relies upon personnel and computers. Hence employees with high computers skills are needed to make the MRP function. In addition, MRP is dependent on forecasts and is difficult to change.

As stated, Kanban and JIT are closely linked. Kanban serves as an enhancement in JIT because the former improves the communication process and limits the tendency of overproduction. Some companies are misled by Kanban as a substitute for JIT. Other firms also consider Kanban as a limited inventory system. In truth, Kanban is an encompassing component of JIT that covers aspects beyond stocks. The process of Kanban requires knowledge in industrial engineering. Kanban cards are reduced to promote efficient flow in the product. It is logical for firms not to use Kanban as a sole system. It is more often included in the processes of Kaizen and the 5S.

TQM in Toyota Motors starts with the manufacturing scheme that the company employs. The main goal of the company is to align each manufacturing process with quality. Hence, Toyota has developed lean manufacturing, which is prominent among other manufacturing companies. Over the years, the company has managed to survive amidst the intense market competition. In fact, the processes developed have been used by other companies. The key in the manufacturing process is to optimize production and eliminate wastes. Also, the method eliminates excessive costs. Lean manufacturing has four fundamental processes. These serve as the guide for the company in maintaining TQM.

First, the company is aware of the wastes that are connected with the production. The manufacturing schemes are designed to eliminate wastes such as overproduction, unnecessary motion, repairs, over-processing, waiting, excess inventory, and inessential transportation. Basically, the responsibility is tasked to the employees in the front line of manufacturing. The methods are likewise spread throughout the entire organization. Second, Toyota maintains progressive quality assurance. Instead of making an inspection after production, each process is provided with quality assurance procedures. Once substandard products are detected, workers have the right to remove the products to reduce cost. Toyota formulates instructions to properly manifest product inspections.

Third, the company promotes just-in-time production. It is designed to provide the exact demand of the market. The rationale behind this method is observed in the elimination of stagnation in and between process steps so as to minimize in-process inventory, avoid waste in transportation and motion, and improve feedback on defective output. Despite this scheme, the company has remained flexible in meeting excess demands.

The last principle is described as level production. In this method, peaks and troughs in the volume are reduced to ensure optimum capacity use, and the process is engineered to enable the fastest possible throughput. Tasks are balanced between workstations and process steps so that utilization is maximized and overall cycle time kept to a minimum. (Clifford, et al., 1998)

Toyota continues to build its organization with quality as the cornerstone. For the company, the only way to maintain its lofty position in the market is to exhibit continuous growth and development. Toyota firmly believes that quality is an unlimited concept. Thus, achieving quality is a process and a cycle. The company has focused on quality as other companies have continually made successful upgrades.

Globalization has changed the phase with technology contributing to the success of most manufacturing firms. The method in which Toyota has carried out provided the company with the best that the industry has to offer. The quality in the cars of Toyota has been known in the world. The immense improvement that Toyota has been undertaking will be crucial in its future market standing.

Continuing the quality enhancement has been the primary goal of the company. The immediate recipients of such an aim are the workers of the company. Toyota has recognized the need to allow employees to flourish. Basically, Toyota workers have to embrace the values of quality and manifest these values in production. As a result, the products of Toyota have tremendously improved and wastes were reduced significantly. Moreover, Toyota has been undergoing several pieces of research in improving product quality.

Product diversification is needed since most cars in the market look similar. The company has learned the methods in building characters in the cars bannered by the top-notch quality. This is observed in the performance of Toyota products and the ability of the cars to provide limitless satisfaction. Furthermore, the manufacturing processes are still being practiced with quality. The firm has been modifying the procedures to ensure that TQM is being implemented. (O’Brien, 2003)

In general, the strategy of Toyota thrives in TQM. The ultimate goal is to yield the best results at every step of production. Although such is an unimaginable thought, Toyota has succeeded in equating the capacity of the workers and the procedures being implemented. Indeed, several firms have learned to manufacture the Toyota way. The dedication of Toyota to Total Quality Management, Just-in-Time inventory, and Kanban makes the firm above and beyond the competition.

Toyota ensures that quality more than just manufacturing one of the best cars brands in the market. The delivery system that the firm manifests is also incorporated with quality. The company guarantees that damage is eliminated in transporting the cars. In addition, the company has created after-sales services for clients and prospects. Toyota has established networks of communication to accept queries, comments, and suggestions coming from customers.

TQM is an important breakthrough in the sector of manufacturing. Since the dawn of competition, quality has become a necessity among manufacturing companies. It is an advantage to incorporate quality in all aspects of company activities. Moreover, its emphasis on the use JIT has further improved its production process. Toyota has also enhanced the JIT system with Kanban. The collaboration of these three processes has allowed Toyota to become more than efficient. Toyota Motors has become an emulated firm because of its successful production strategies.

It is expected that critics will argue on the validity of TQM as an effective and efficient strategic method. Dubois (2002) argued that the use of the term TQM in management discourse created a positive utility regardless of what managers meant by it. In the late 1990s, the usage of the term TQM in the implementation of reforms lost the positive utility attached to the mere fact of using the term and sometimes associations with TQM became even negative. Nevertheless, TQM remains valuable in most organizations. Toyota firmly believes that quality always has a place in the processes being maintained by the company.

Deming, Edwards W. (1986). Out of Crisis. Cambridge: MIT Center for Advanced Engineering Study.

Dubois, HFW (2002). Harmonization of the European vaccination policy and the role TQM and reengineering could play. Quality Management in Health Care.

Gross, J.M, and McInnis, K.R., (2003), Kanban Made Simple: Demystifying and Applying Toyota’s Legendary Manufacturing Process. AMACOM.

Hackman and Wageman. (1995). Administrative Science Quarterly . Total Quality Management: Empirical, Conceptual, and Practical Issues. Cornell: Cornell University.

Ishikawa, Kaoru. (1985). What is Total Quality Control the Japanese Way? New Jersey: Prentice-Hall.

Juran, Joseph. (1969). Managerial Breakthrough: A New Concept of the Manager’s Job. New York: McGraw-Hill.

O’Brien, James. (2003). Birmingham Post. Manufacturing: Toyota Members Stop at Nothing for Build Quality. Independent Newspapers Ltd.

Ohno, T., (1988), Toyota Production System – Beyond Large Scale Production, Tokyo: Productivity Press.

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The Importance of Total Quality Management in Supply Chains

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The importance of Total Quality Management (TQM) is best understood when viewed as the 'teamwork' ethos that drives sports franchises to win year after year. Every player has a role to play, proper equipment and training, and, ultimately, a goal to rise to the top and be part of a winning culture.

For businesses, the equivalent goals are to: 1) win a share of the market; 2) grow that share over time; and 3) create a winning culture around their success.

A Total Quality Management system encompasses both the philosophy and the playbook for company success. 

In this article we will focus on the importance of Total Quality Management, and offer four essential steps for successfully implementing a TQM system.

The Importance of Total Quality Management

Total Quality Management is a unified approach to managing and continuously improving all aspects of production, such as raw material sourcing, fabrication, distribution, and sales.

Developed in the second half of the 20th century, the idea of Total Quality Management continues to be relevant today because of its compelling emphasis on detailed supply chain monitoring and continuous reevaluation of its processes, all in an effort to:

• Reduce product defects,
• Minimize production waste, and
• Discover potential areas for improvement and innovation.

At its core, TQM's impetus is sustainable customer satisfaction, achieved through continuous improvement. The process of implementing a successful TQM system should reflect this.

4 Essential Steps to Implementing a Successful TQM

Sustainable customer satisfaction and continuous improvement should be behind every step of a successful implementation of TQM.

Here are four important steps for businesses looking to implement Total Quality Management principles in their operations:

1. Gain Commitment and Understanding from Employees and Suppliers

Comprehensive quality efforts must be initiated by the management, but require dedicated effort and buy-in at every level. Your first step is to garner commitment to the company vision among your employees. Your company’s vision can be communicated through your mission statement, company standards, and expectations -- but it’s even more important that you practice what you preach. Words without actions behind them won’t get you far.

Furthermore, you should be able to provide your teams and suppliers with all necessary training tools and materials, which will give them the skills and knowledge to bring your vision to life. Committed suppliers with a complete understanding of your standards and best practices will gain confidence in your company as a reliable business partner, and in their ability to continuously improve their operations.

2. Develop a Quality Improvement Culture

Through the implementation of the Plan-Do-Check-Adjust (PDCA) method at every phase of production and distribution, on-site managers can take performance improvement into their own hands.

An ongoing feedback loop relying on analysis and iterative action is an effective way to adjust to the evolving market conditions, drive continuous improvement, as well as discover breakthrough methods that could really enhance quality and efficiency.

3. Focus on Customer Requirements

If you think customers only care about cheap products, then you may make a sale -- but making a sale is not the endpoint of your journey. For thriving businesses, each new sale is a potential beginning of a long relationship with a loyal consumer, one that will bring you repeat business and, ideally, promote your brand through valuable word-of-mouth advertising.

To win such loyalty, you need to remember that many of today’s consumers are willing to spend a little extra for product quality, on-time delivery, and, increasingly, proven ethical production practices. Achieving TQM’s ultimate goal of sustainable consumer satisfaction requires incorporating these customer requirements into your standards and processes -- and using the principles of TQM to ensure they are met.  

4. Maintain Effective Quality Control Measures

Technically, delivering customer satisfaction over the short term is possible even without effective TQM. However, if you want your business to continue operating at a profit, your goal should be to establish efficient production practices that will enable you to deliver products of consistently high quality, drive innovation, and become more competitive. 

Regular quality control inspections are instrumental for maintaining and improving product quality. Furthermore, all relevant quality data points should be captured in real time, stored, consolidated, and analyzed to pinpoint present and future problem areas, as well as opportunities for improving production methods.

How Can QIMAone Help?

At QIMA , we understand the important of Total Quality Management, and know that being the leader of a winning business team requires vision, execution, and communication.

The QIMAone quality and compliance software offers an intelligent platform to unify all parts of your supply chain and help your business meet these requirements to success.

Through real-time communication, powerful quality control inspection features and readily available training tools, you can empower every link of your supply chain to deliver high-quality products consistently, efficiently, and transparently.

Our software enables complete supply chain mapping for a detailed, 360-degree view of all supply chain functions, locations, and performance levels, allowing you to better understand how to help your sourcing partners meet your standards and customer expectations.

Ready to establish a winning business culture through successful Total Quality Management?

Learn more about QIMAone applications by scheduling a demo today.

Ready to transform your supply chain quality management? Discover QIMAone now.

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Total Quality Management (TQM) and Business Excellence

Business management has been a controversial topic for a long time. There are a lot of different approaches, which various management styles may offer. However, the role of a manager is widely debated. Soltani and Lai (2007) even raised the question of whether a manager can control an organization or not. The authors analyzed a system, known as Total Quality Management and Business Excellence, to answer this question, but the task was not too easy. The purpose of this paper is to demonstrate the implementation of TQM using an example of the United Arab Emirates company, General Civil Aviation Authority.

There is a complex theory relating to management. It includes various systems, ideas and terms. Process-oriented quality management is a broad concept, which incorporates, among other principles, Total Quality Management (Stracke, 2006). However, TQM itself is a comprehensive system, which has practical value. It is based on different principles, and one of them is employee focus. This concept implies the improvement of working conditions without compromising the quality of customer service (Yeh, 2003). Employee focus takes several directions. First, training programs for current and new employees raise professional competence and help them adapt to different circumstances (Yeh, 2003). Experience, which personnel gets from the training, increases the confidence to carry out challenging tasks. Such practices should engage workers in active cooperation in different projects to make their influence on the implementation of TQM greater. The principle of the involvement of people is also described by Evans and Lindsay (2013). General Civil Aviation Authority widely applies this measure. The company provides the opportunity for its specialists to undergo training courses on innovation tools aimed to develop professional skills (General Civil Aviation Authority, 2017). Second, the structure of an organization should be flat. The fewer management levels in a company, the better working conditions are. “Less management control also increases the flexibility to adapt to a changing environment” (Yeh, 2003, p. 258). In addition, the properly organized workflow, which is based on standards and common rules, masters worker skills. The GCAA’s organizational structure has only a few management levels (General Civil Aviation Authority, 2017). However, the flexibility of the company’s system is not very high due to the clear division of responsibilities. Third, a supportive environment increases job satisfaction and leadership skills (Yeh, 2003). It is one of the main concepts of Total Quality Management. There are several departments in GCAA like corporate development or information technology, which serve to create a safe environment and support ongoing projects.

In conclusion, it is important to say that various management approaches contribute to the efficiency of a work process, but every case should be considered individually. The main features, which characterize a successfully performing system, are balance and stability. All methods are to be applied in a complex manner. Hence, it is necessary to control that one process does not hinder the other but supports it contributing to positive outcomes.

Reference List

Evans, J.R. and Lindsay, W.M. (2013) Managing for quality and performance excellence. Cengage Learning.

General Civil Aviation Authority. (2017) Home page . Web.

Soltani, E. and Lai, P.C. (2007) (Process) Control and Total Quality Management: a qualitative study of three manufacturing organizations . POMs 18 th Annual Conference Dallas, Texas, U.S.A.

Stracke, C. M. (2006) Process-oriented Quality Management. In Ehlers, U. & Pawlowski, J. M. (eds.). Handbook on Quality and Standardisation in E-Learning . Berlin: Springer.

Yeh, Y.J. (2003). Implementing a sustainable TQM system: employee focus. The TQM Magazine , 15(4), pp.257-265.

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Essay About Total Quality Management

Introduction

Total Quality Management (TQM) has emerged less than a century ago (Mukherjee, 2006), but has already became one of the most popular and competitive corporate approaches. The essence of TQM lies in the philosophy linking business goals and customer satisfaction (Oaklamd, 2003). This approach to quality can be viewed both as a goal, a method of doing business and as a separate management philosophy as well. TQM is now applied in various business spheres, be it industry or commerce. TQM can be defined as the business approach based on continuous improvement of performance involving leadership, business vision and goals, plan statement, evaluation, control of processes, product design, employee participation, education and training, recognition and rewards, with ongoing customer focus (Cummings & Worley, 2008). The goal of this paper is to select a UK-based company and to analyze how its performance could be improved by implementing TQM in all spheres of the company’s activities.

Description of the company

One of the most successful UK-based companies which has grown into an international network is Vodafone. This company is the largest one by revenue in the sphere of telecommunications, and by the number of subscribers it is the second largest in the world. Own and partner networks of Vodafone cover more than 70 countries, with 30 countries being covered by own Vodafone networks (Books LLC, 2010). The company provides voice and data services over mobile phone, fixed phone and data services, roaming and a variety of value-added telecommunication services. In addition to this, Vodafone Group Plc. operates business managed services (online management portals, security, cost control, logistics, etc.), unified communications service and a network of stores with branded products as well as stores offering customer support and services (Hitt & Ireland & Hoskisson, 2008). In 2009, Vodafone entered the market of mobile healthcare communications and network technologies (Surhone & Timpledon & Marseken, 2010). The company has always been known for its attention to quality; Quality Management at Vodafone was certified according to ISO standards in 1994, and then the certificate was upgraded in 2000 (Hitt & Ireland & Hoskisson, 2008). The company is also pursuing goals of sustainability: during the 2009-2010 period Vodafone increased the rate of network equipment waste sent for reuse and recycling by 2% (from 97% to 99%) (Books LLC, 2010) and reduced its proportion of carbon dioxide emissions.

Benefits of TQM

Potential benefits of TQM for Vodafone are numerous and include better control over their production and services, minimization of excess production and wastage, improvement of the quality of Vodafone goods and services, increase of the productivity ratio, better control for operating and manufacturing costs (Morfaw, 2009), and effective business adjustments not only within a particular department, but also in the whole global network of the company. In addition to this, a comprehensive use of TQM at Vodafone could lead to higher customer loyalty (Kerzner, 2010), and thus for the growth of market share in the world telecommunications industry. TQM will also help to manage customer complaints better (Tonchia & Quagini, 2010), and to improve cost efficiency for the whole company. However, there are a number of potential difficulties for TQM implementation. First of all, Vodafone has a large package of different services and departments in more than 70 countries, and to manage all these systems in a consistent manner is a difficult task. Secondly, not all the effects of TQM on the performance of Vodafone could be measurable and tangible; certain effects might be long-term and their effect will be visible after a certain period of time (Bernowski & Stratton, 2001). For example, improved customer loyalty would lead to growing revenues in the future, but it is not possible to relate this effect to the influence of TQM directly.

TQM methods for improving performance and competitiveness

Each organization develops its own TQM methods; the most popular techniques applied for implementing TQM are cause-and-effect analysis, process analysis based on flow charts, DMAIC, six sigma technique and balanced scorecard approach (Hill, 2008). Cause-and-effect analysis employs Ishikawa diagrams (Janakiraman & Gopal, 2006) and allows to analyze the dispersion of processes through organization of factors and providing a structured view of the whole picture (Charantimath, 2011). Flow charts allow to model the processes within the organizations in order to identify problems and opportunities, bottlenecks and critical paths (DIANE Publishing, 1993). DMAIC and six sigma model are quite similar and help to clarify and direct the processes within the company as well as align them with the company’s strategic goals (Sashkin & Kiser, 2003). Finally, the balanced scorecard approach allows to measure the competitive position of the company (Lal, 2008), and can be used to translate strategic goals into operational based on a strategy map.

Implementation of TQM at Vodafone

Vodafone departments could improve their efficiency and increase local customer satisfaction after the application of process analysis methods to these departments. While processes at different departments can be incomparable (Dahlgaard & Kristensen & Gopal, 2005), local application of flow charts approach and detailed analysis would help to improve local effectiveness. At the top management level, Vodafone should seek for new opportunities not used by competitors in the telecommunications industry. The search of these opportunities and the analysis of existing competition can be illustrated using Ishikawa diagrams, together with cause-effect analysis (Stahl, 2004). The examples of such new opportunities for Vodafone are enterprise products and services, collaboration with Verizon, rationalization of commercial costs, and the expansion of voice and data services to emerging markets (Surhone & Timpledon & Marseken, 2010). DMAIC technology should be used to establish clear business goals, and to introduce the whole process to the Vodafone network. In order to transform the strategy into detailed steps, balanced scorecard should be implemented (Roy, 2007).

In 2010, the company has already performed an attempt for applying TQM in order to improve performance and effectiveness in the Netherlands department of Vodafone (Surhone & Timpledon & Marseken, 2010). The company uses the services of Capgemini Consulting in order to maximize customer experience, to determine critical success factors and to improve operational efficiency. During 12 weeks the professionals of Capgemini Consulting used a variety of change management tools in order to identify improvement opportunities. They have created a business case joining all improvement opportunities, and a transformation map for the department. The tools applied by the consulting company included as-is analysis, to-be design, business case analysis, transformation design and change management tools. As a result, 27 initiatives were pursued (Surhone & Timpledon & Marseken, 2010), the return on investments for Netherlands department has significantly increased, and customer experience has improved, including customer self-service opportunities and overall mobility of the department. The service model developed in the department was evaluated as a blueprint for the transformations of other departments.

Total Quality Management offers a number of benefits for Vodafone Group Plc., starting from greater return on investments and better customer satisfaction to the potential increase of global market share for the company. Vodafone has already tried to apply TQM at different departments, and the example of Netherlands department illustrates the effectiveness of TQM methods. However, Vodafone is not using TQM methods at the level of the whole international network, and from this point of view such approaches as process flow analysis, cause-and-effect analysis, DMAIC methodology and balanced scorecard approach can be recommended as the means of reaching a new level of quality of products and services for Vodafone.

Bernowski, K. & Stratton, B. (2001). 101 good ideas: how to improve just about any process. ASQ Quality Press. Books LLC. (2010). Vodafone: Mclaren, Verizon Wireless, Vodafone Market Share, Roshan, Digicel, Bharti Airtel, Vodafone Essar, Crazy John’s, M-Pesa. General Books LLC. Charantimath, P.M. (2011). Total Quality Management – Second Edition. Pearson Education. Cummings, T.G. & Worley, C.G. (2008). Organization development & change. Cengage Learning. Dahlgaard, J.J. & Kristensen, K. & Gopal, K.K. (2005). Fundamentals of Total Quality Management: Process Analysis and Improvement. Routledge. DIANE Publishing. (1993). A Total Quality Management Process Improvement Model. DIANE Publishing. Hill, D.A. (2008). What makes Total Quality Management work: A study of obstacles and outcomes. ProQuest. Hitt, M.A. & Ireland, R.D. & Hoskisson, R.E. (2008). Strategic management: competitiveness and globalization : concepts & cases. Cengage Learning. Janakiraman, B. & Gopal, R.K. (2006). Total Quality Management Text And Cases. PHI Learning Pvt. Ltd. Kerzner, H. (2010). Project management best practices: achieving global excellence. John Wiley and Sons. Lal, H. (2008). Organizational excellence through total quality management: a practical apporach. New Age International. Morfaw, J. (2009). Total Quality Management (TQM): a model for the sustainability of projects and programs. University Press of America. Mukherjee, P.N. (2006). Total Quality Management. PHI Learning Pvt. Ltd.. Oaklamd, J.S. (2003). Total quality management: text with cases. Butterworth-Heinemann. Roy, R.N. (2007). A Modern Approach To Operations Management. New Age International. Sashkin, M. & Kiser, K.J. (2003). Putting total quality management to work: what TQM means, how to use it, & how to sustain it over the long run. Berrett-Koehler Publishers. Stahl, M.J. (2004). Perspectives in total quality. Wiley-Blackwell. Surhone, L.M. & Timpledon, M.T. & Marseken, S.F. (2010). Vodafone. VDM Verlag Dr. Mueller AG & Co. Kg. Tonchia, S. & Quagini, L. (2010). Performance Measurement: Linking Balanced Scorecard to Business Intelligence. Springer.

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Introduction

The aim of this report is to look at how total Quality Management (TQM) works within a business, looking at how TQM techniques are applied and to explain the principals of an effective TQM system that is currently being used. This report will look at any changes that could be made to improve the efficiency of quality systems within the business.

Analyse how TQM techniques are applied within an organisation of your choice.

1.3 Analyse (looks at similarities strengths and weaknesses) the application of TQM techniques in an organisation (not structure) training, budgets, little on qc. tqm in general terms. Generically, planning, resources recruitment

TQM techniques

: use of tools eg process flow charts, tally charts, Pareto analysis, cause and

effect analysis, hazard analysis-critical control points, statistical process control SPC, benchmarking methods eg brainstorming, team building, appraisal, training and

development, mentoring; compliance to standards; procedures and manuals; impact of

organisational factors eg leadership, communications, performance indicators and objectives

TQM techniques include the use of tools to aid and monitor quality, TQM is customer focused and uses a systematic approach to continuous improvement. Some techniques of TQM are

1. Joint problem solving

2. Brain storming

3. Analysis methods

4. Planning for just in time

Joint problem solving

Oakland (p289, 1994) says ‘there is no way that one person or one department can manage quality, but one person- the Chief Executive – must take on the responsibility’

For joint problem solving to work well quality objectives need to become part of the organisations objectives and the CEO has the authority to enable this. Joint problem solving integrates company objectives with the people who work there and aims to eliminate emotional resolution of conflicts in the business by using a systematic approach. Quality circles are useful for joint problem solving.

Quality Circles

Quality circles originated in japan in the 1960’s Kaoru Ishikawa is credited with developing quality circles and expanding on the ideas that were described by W. Edward Deming. Ishikawa’s QC circles consisted of small groups of people from the same company whose targets are to identify and develop members potential capabilities whilst utilizing quality control methods and tools to aid in the management of the workplace. Unlike most organisations at the time who used a top down approach Ishikawa’s QC circles consisted of staff who were at the front line of the business.

Quality circles are now widely used and typically consist of workers who are trying to solve problems related to their own jobs. Its good practise for members of quality circles to receive training in problems solving methods such as pareto analysis (80 20 rule), cause and affect analysis and brainstorming. Oakland (p311, 1996) says ‘the quality circle may be defined as a group of workers doing similar work who meet:

• Voluntarily

• Regularly

• In normal time

• Under the leadership of the ‘supervisor’

• To identify, analyse, and solve work related problems

• To recommend solutions to management

Pros of Quality Circles

Team work, integrates staff from different departments, solutions being created at the front end of the business where problems often seen differently to management who may not fully understand the issues.

Improved communication with management being made aware of staff concerns and ideas.

Staff skill level increase leads to potential increase in motivation, productivity and quality.

Cons of Quality Circles

Quality circles do not have the power to make a decision and if the manager they report to is part of the problem or rejecting their suggestions there is no means to bypass them.

If staff are not trained in problem solving, brainstorming and analysis tools then the Quality Circle will most likely not be as affective and could end up having a negative impact on Quality.

Training staff will cost time and money even though Crosby says ‘Quality is free’ by which he means the money saved through Zero defects covers the costs of implementing Quality improvement programs, business still have to find the cash to invest and for some it maybe they feel their money could be better invested elsewhere

Kaizen Teams

Brain storming

This is a technique used to generate a large amount of ideas quickly, it gives everyone in the Quality Circle the opportunity to give their ideas in an open discussion with no criticism allowed. The basic way brainstorming works is by looking at a particular problem then coming up with multiple solutions and examining them in detail, it works well as group members can bounce ideas off one another and this helps to refine the ideas and come up with new alternatives. Having staff from different departments helps as they may see problems/solutions differently to their peers. All ideas should be recorded, once the brainstorming session has concluded the results can then be analysed (often using cause and effect diagrams or Pareto analysis) to determine the best solution to the problem that can then be passed on to management for review.

Analysis methods

Pareto analysis

This is often referred to as the 80/20 rule which suggests that 80% of the outcomes/problems are attributed to 20% of the causes for example:

1. 20% of services/products are responsible for 80% of customer complaints

2. 20% of process issues account for 80% of the process defects

3. 80% of what you get comes from 20% of what you do

4. 20% of customers account for 80% of profit

Joseph Juran in the 1940’s applied this rule in business production to Quality Control and named it ‘the vital few and the trivial many’ Juran is credited with having a major impact on Japans economy where he was a guest lecturing on quality control including the use of the 80/20 rule.

http://www.cec.health.nsw.gov.au/quality-improvement/improvement-academy/quality-improvement-tools/pareto-charts

Fig 1 pareto chart ASQ

The above Pareto Chart shows how this rule can be applied within a hospital/nursing environment. It shows the results taken from an audit of 430 medication errors. The pareto chart shows the 80% cut off line from the 80:20 rule and also highlights Jurans vital few and the trivial many.

There are 2 y axis on a pareto chart the left-hand side deals with the number or frequency of a reason why something happened, the right-hand side is the cumulative percentage of these individual reasons.

The bars on the chart can represent money, time frequency or cost. This chart helps to visually identify which issues/situations are the most significant and therefore require attention more urgently than the smaller bars that have the least consequence to the business.

To create this Pareto chart all recorded medication errors get plotted on to the bar graph with the most frequently occurring on the left going to the least frequent on the right. This is a good tool for both Audits and Quality Circles to use to help determine what requires the most urgent attention by studying the problems they can try to find the causes

In hospitals all known errors are recorded in medication administration record sheets and incident reports which include names of who has administrated medication. Audits usually occur monthly but can be increased to weekly or daily if errors have occurred to try to rectify them. Audits include medication checks and training records of staff who are administrating.

In the Health Care environment, the quality circle has the advantage of knowing who administrated the incorrect medicine as its recorded and therefore have the opportunity to find out more information as to why this has happened and how to prevent it happening again. In this situation all recorded issues will be given to the quality circle who will use Joint problem solving, Brain storming and Analysis methods to come up with solutions they can report to their supervisors.

Helps to identify the most significant problems when looking at lots of data

Enhanced problem-solving skills

Helps utilise resources available by focusing them on tasks that will maximise end results

There may be urgent issues in the trivial few that need addressing or simple fixes that can be acted on sooner rather than later.

Pareto analysis looks solely at past information and not at the current situation so decisions made may not necessarily improve the future operations for the business

Cause and effect analysis

Cause and affect analysis is used to study the inputs that affect quality It is also referred to as the fishbone diagram and was developed by Professor Kaoru Ishikawa. It looks at past areas where mistakes were made or money was lost and identifies where the issues are. It’s also good method to see where a function or process has worked well and therefore can be replicated on any similar future activities. As they determine the root causes of a problem via visual depiction it stops time being wasted focused on the symptoms and enables more efficiency focusing on the real causes of a problem.

Ref Oakland (p227, 1996)

The head of the fishbone would be the problem to be analysed, the backbone is what links the head to the causes. The causes link to the backbone and often like in the above picture Oakland (p227, 1996) have smaller branches coming out of them which contain more details on the causes.

Traditional causes would be in a manufacturing environment are:

• Machines/equipment

• Materials

For services cause would be:

• Procedures

Compliance to standards, procedures and manuals.

The company is accredited to ISO 9001.

Manual is designed to follow ISO 9001

Principles of TQM: continuous improvement; total company commitment; quality strategy; management of change; focus eg internal and external customers, products/services, processes and people, fit-for purpose; leadership; motivation and training; applicable supporting theories eg Deming, Juran, Crosby, Ishikawa

Continuous improvement

Quality manual

The company’s quality manual has a part on the PDCA cycle which is also known as the Deming Cycle. The quality manual recommends that the PDCA cycle is applied to all processes and to the quality management system.

How Deming’s PDCA cycle relates to the company

PLAN: establish the objectives of the processes and its system and the resources needed to meet customer requirements and company policy’s. Identify and address risks and opportunities.

DO: implements what has been planned

Check: monitor and where possible measure processes, products and services against objectives, requirements and policy’s and report the results.

ACT: where necessary take actions to improve performance.

Strengths of using PDCA cycle

1. It helps to implement continuous improvement of processes and people

2. Good problem-solving technique

3. Good measuring/monitoring tool

Oakland (p165, 1996) says in relation to the Deming cycle (PDCA) says the following reasons for measurement is needed:

• To ensure customer requirements have been met

• To be able to set sensible objectives and comply with them

• To justify the use of resources

• To highlight quality problems and determine which areas require priority attention.

Measurement is critical in the PDCA cycle and is part of the CHECK, without it knowing where to improve would be impossible.

Weakness of PDCA cycle.

PDCA has been accused of not allowing out of the box thinking or any innovation once it has moved on from the initial planning stage, some people suggest that it’s not always best to start with the planning stage and that PDCA is too reactive with activities

Total company commitment

Deming says it needs to come from the top down, CEO or similar needs to take ownership of implementing QMS through the company and could put it into company objectives.

John S. Oakland. Total Quality Management the route to improving performance. Second edition P 289

Reduction/elimination of rejected parts and incorrect fabrication

Alderley Systems Ltd (ASL) has increased inspection hold points in recent years and hired an additional QA engineer to help with the additional workload.

Previously in the fabrication and welding shop work was not checked by QA inspectors until it was finished. This meant that if the pipework was dimensionally inaccurate or the wrong spec/rating fittings had been used that welds would need to be cut in order to rectify the problem.

By introducing more checkpoints, the QA inspector is able to reduce the amount of re work required to fix any mistakes by inspecting the pipe spools before they are welded saving the company both time and money.

The QA inspector checks that all parts have cast numbers stamped on them and that the number corresponds to the certs provided for the fittings. This is done to ensure that there is no chance of incorrect fittings being used that are not to the customers specification.

Any issues the QA notices where procedures or specifications have not been met get recorded as a non-conformance report (NCR).

Philip Crosby (1926-2001) saw non-conformances as issues that management have failed to control or specify and that the cost of non-conformance is the cost of not doing it right first time. He implemented the Zero Defects concept and focused on prevention rather than inspection and cure. This can be seen as proactive approach to quality when compared to the Deming cycle that reacts to issues that arise then fixes them before repeating.

If Zero defects could be achieved it would be beneficial to the ASL or any other business as it would save money on scrappage, rework and the potential financial ramifications of losing a dissatisfied customer. ASL has followed Crosbys advice to a certain extent by implementing a quality improvement plan with the aim of eliminating errors however in this type of business it would not be practical to believe that it would be possible to achieve the goal of Zero defects as in fabrication and welding most of the work is done by hand and the chances of completely eliminating human error are slim to nil. It is a good goal to aim for but to stand a chance of achieving it to much money would need to be spent inspection etc. and would result in the price of production increasing to levels where ASL won’t be competitive in a very competitive oil and gas market.

Conformance to ISO 9001

ISO 9001 is a process based standard and defines the requirements for an organisations quality management system. It’s the worlds most used international standard and is designed to help organisation with meeting the needs of customers (which demming puts forward) while fulfilling regulatory obligations. To become registered with ISO 9001 you need to be audited by a certification body every 3 years. ISO 9001 forces you to detect and implement improvements by evaluating how effective and appropriate the quality management system is.

The company is ISO 9001 accredited and process are found on the intranet.

Business management system (BMS)

The company use the Business management system (BMS) which is a quality manual. The BMS holds all company standard procedures, documents, letter heads, purchase order/purchase requisitions and process flow charts among other thing. The good thing about having this on the BMS is that it ensures continuity throughout the business with different departments following the same processes and using the same formats for documentation.

Once inside the BMS there is the Quality Management System (QMS) which has been audited during ISO 9001 Certification.

What is in the QMS?

Welding Quality management control of consumberbals materials, process quality requirements, training and codeings re tested must be within 6months and for different positions and welding processes. boost main production process fab and welding

How ISO 9001 affect the production team.

ISO 9001 states that all gauges must be calibrated.

BS EN ISO 9001:2015 Quality management systems Requirements 7.1.5.2 Measurement traceability. States that measuring equipment shall be calibrated regularly. Identified in order to determine their status. Safeguarded from damage or deterioration that would invalidate the calibration status.

As a company we chose to calibrate all our test gauges in 6 month intervals, the QA department have stickers that are applied to all test gauges. The stickers have the due date for the next calibration on them. It’s in company procedure that only a gauge in date is allowed to be used for pressure testing. Some clients will specify in their own procedures that the gauge must have tested within a few weeks of use.

Deming theory Crosby’s theory for good practise/ good system and how they relate to the company’s systems

The principals of the QMS system (ISO/TC 176 is an internal organisation who maintain ISO’s quality management standards) these 8 principals are what the ISO 9001 certification is built upon.

1. Customer focus

2. Leadership

3. People involvement

4. Process approach

5. Systematic approach to management

6. Continual improvement

7. Factual approach to decision making

8. Mutually beneficial supplier relations

Quality Training

In-house QMS training. This will vary in depth dependant on authority, this would be the hiring of an external QMS expert consultants who specialise in teaching staff and cam also look at the QMS to see if the quality system can be improved, as ASL would need to training for multiple members of staff money could be saved as typically there is saving on larger group training.

Training could include:

• Understanding of what a QMS does and is

• How the QMS can or does align with ISO 9001 and other ISO’s

• Guidance on how to improve quality systems and in-house processes

• ISO 9001-2015 Training, this is for different things, ISO 9001-2015 internal audit training would be good for quality manager.

There is also training on how ISO 9001-2015 has changed from 2008, this goes into varying depths. Basic, intermediate and advanced.

From speaking to the Quality manager, he has told me that in an ideal world he would like all staff to be given basic training with ISO 9001-2015. Then he would like staff with subordinates to be given intermediate training. Advanced training would be given to the Project Quality Engineer and senior management.

Staff training such as HNC degree etc.

By retraining existing staff and encouraging them to gain new skills the business can improve, with higher skill sets the quality of the service or product should improve

http://www.wmo.int/pages/prog/hwrp/qmf-h/documents/ext/wmo_1100_en.pdf

Where appropriate, make recommendations that would improve the efficiency of the current quality management system within the organisation.

Motivation and training

chapter four of The New Economics demming

Questions for Paul

Total company commitment to quality principals is it in company strategy/ strategic objective

Customer focused same as above

KPI key performance indicators do we use and how do we use. Every department KPI for CEO earn as much money for business, pass on objectives down the chain, procurement will try save 5% project use design for manufacture right first time, have to reduce errors. Select the key functions key indicators needs to be measurable management meeting all around KPI

Leadership motivation and training

TQM principals, Processes. could it be increasing QA hold points? Increase cost for little value

Once inside the BMS there is the Quality Management System (QMS) which has been audited during ISO 9001 Certification. Present procedure To accreditation body who check procedures meet 9001 standard, QMS recertified every 3 years every 6 months they do surveillance which is mandatory

Crosby do it right first time zero defects does this work well for fabrication and welding

Crosby Quotes

Motivation and training chapter four of The New Economics demming

Recommendations

Additional training for staff on ISO 9001, QMS and further training for their job roles (HND< DEGREE etc.) that will help to improve their knowledge and therefore increase the quality of the product and services the business offers.

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Implementation of Total Quality Management (TQM): Toyota Case Study

Introduction, implementation of tqm in toyota, tqm practices in toyota, benefits of tqm in toyota, examples of tqm in toyota, toyota quality management, toyota tqm implementation challenges.

The Toyota Corporation case study report is based on the implementation of total quality management (TQM) meant to improve the overall performance and operations of this automobile company. TQM involves the application of quality management standards to all elements of the business.

It requires that quality management standards be applied in all branches and at all levels of the organization. The characteristic of Toyota Corporation going through the total quality process is unambiguous and clear.

Toyota has limited interdepartmental barriers, excellent customer and supplier relations, spares time to be spent on training, and the recognition that quality is realized through offering excellent products as well as the quality of the entire firm, including personnel, finance, sales, and other functions.

The top management at Toyota Corporation has the responsibility for quality rather than the employees, and it is their role to provide commitment, support, and leadership to the human and technical processes (Kanji & Asher, 1996).

Whereas the TQM initiative is to succeed, the management has to foster the participation of Toyota Corporation workers in quality improvement and create a quality culture by altering attitudes and perceptions towards quality.

This research report assesses the implementation of TQM and how Toyota manages quality in all organization management systems while focusing on manufacturing quality. The report evaluates the organization management elements required when implementing TQM, identifies, and investigates the challenges facing Quality Managers or Executives in implementing Quality Management Systems.

In order to implement TQM, Toyota corporations focused on the following phases:

• The company extended the management responsibility past the instantaneous services and products
• Toyota examined how consumers applied the products generated, and this enabled the company to develop and improve its commodities
• Toyota focused on the insubstantial impacts on the procedures as well as how such effects could be minimized through optimization
• Toyota focused on the kaizen (incessant process development) in order to ensure that all procedures are measurable, repeatable, and visible.

The commitment from business executives is one of the key TQM implementation principles that make an organization successful. In fact, the organizational commitment present in the senior organizational staff ranges from top to lower administration. These occur through self-driven motives, motivation, and employee empowerment. Total Quality Management becomes achievable at Toyota by setting up the mission and vision statements, objectives, and organizational goals.

In addition, the TQM is achievable via the course of active participation in organizational follow-up actions. These actions denote the entire activities needed and involved during the implementation of the set-out ideologies of the organization. From Toyota Corporation’s report, TQM has been successful through the commitment of executive management and the organizational workforce (Toyota Motor Corporation, 2012).

Through inventory and half the bottlenecks at half cost and time, the adopters of TMS (Toyota Management System) are authorized to manufacture twice above the normal production. To manage the quality in all organizational management systems, the Toyota Production System incorporates different modernisms like strategy or Hoshin Kanri use, overall value supervision, and just-in-time assembly.

The amalgamation of these innovations enables Toyota to have a strong competitive advantage despite the fact that Toyota never originated from all of them. The 1914 Henry Ford invention relied on the just-in-time production model. The Ford system of production, from a grand perspective, warrants massive production, thus quality (Toyota Motor Corporation, 2012).

Kanji and Asher (1996) claim that to manage the minute set of production necessitated by the splintered and small post-war marketplaces, the JIT system focuses on the motion and elimination of waste materials. This reduces crave for work-in-process inventory by wrapping up the long production lines. Toyota Corp wraps the production lines into slashed change-over times, a multi-trained workforce that runs manifold machines, and new-fangled cells into a U shape.

When supplementing the just-in-cells, the system of kanban is employed by the Toyota Corporation to connect the cells that are unable to integrate physically. Equally, the system helps Toyota integrate with other external companies, consumers, and suppliers.

The TQM and the creativity of Toyota proprietors both support the quality at the source. The rectification and discovery of the production problems require the executives to be committed. At the forefront of Toyota operations, the managers integrate a number of forms of operational quality checks to ensure quality management at all levels.

The uninterrupted tests help the Toyota workforce engaging in the assembly course to scrutinize the value of apparatus, implements, and resources utilized in fabrication. The checks help in the scrutiny of the previously performed tasks by other workers. However, the corporation’s own test enables the workers to revise their personal advances in the assembly course.

The Toyota process owners set up the mistake-proofing (Poka-yoke) procedures and devices to capture the awareness of management and involuntarily correct and surface the augmenting problems. This is essential for the critical production circumstances and steps that prove impractical and tricky for Toyota employees to inspect.

Nevertheless, the policy deployment system decentralizes the process of decision-making at Toyota. This context of implementing Total Quality Management originates from Hoshin Kanri’s management by objective (MBO).

This aspect becomes more advantageous to Toyota when dealing with quality management. The system initially puts into practice the coordinated approach and provides a clear structure for the suppliers, producers, and consumers through inter-organizational cost administration. Moreover, Toyota executives can solve the concurrent delivery, cost, and quality bottlenecks, thus replacing and increasing the relatively slow accounting management mechanisms.

Customer focus that leads to the desired customer satisfaction at Toyota Company is one of the major success factors in TQM implementation. For every business to grow, it should have understanding, reliable, and trustworthy customers. The principle of customer satisfaction and focus has been the most presently well-thought-out aspect of Toyota’s manufacturing quality.

The TQM may characteristically involve total business focus towards meeting and exceeding customers’ expectations and requirements by considering their personal interests. The mission of improving and achieving customer satisfaction ought to stream from customer focus.

Thus, when focusing on manufacturing quality, this aspect enhances TQM implementation. The first priorities at Toyota are community satisfaction, employees, owners, consumers, and mission. The diverse consumer-related features from liberty. The concern to care is eminent in Toyota Corporation during manufacturing.

Toyota has three basic perspectives of TQM that are customer-oriented. These are based on its manufacturing process traced back to the 1950s. The strategies towards achieving quality manufacturing, planning, and having a culture towards quality accomplishment are paramount for TQM implementation to remain successful. To enhance and maintain quality through strategic planning schemes, all managers and employers must remain effectively driven.

This involves training workers on principles concerning quality culture and achievement. Scheduling and planning are analytical applications at Toyota Company that purposes in assessing customer demand, material availability, and plant capacity during manufacturing.

The Toyota Corporation has considerable approaches that rank it among the successful and renowned implementers of TQM. From the inherent and designed structure of Toyota, it becomes feasible to comprehend why quality manufacturing is gradually becoming effective. The inspection department is responsible for taking corrective measures, salvaging, and sorting the desired manufactured product or service quality.

The Toyota Corporation also has a quality control system that is involved in determining quality policies, reviewing statistics, and establishing quality manuals or presentation data. Furthermore, quality assurance is one of the integral principles in quality implementation that is practically present at Toyota. The quality assurance and quality inspectors throughout the Toyota Company structure also manage research and development concerning the quality of manufactured products and services.

The Toyota production and operations management system is similarly dubbed as the managerial system. In fact, in this corporation, operational management is also referred to as the production process, production management, or operations (Chary, 2009). These simply incorporate the actual production and delivery of products.

The managerial system involves product design and the associated product process, planning and implementing production, as well as acquiring and organizing resources. With this broad scope, the production and operation managers have a fundamental role to play in the company’s ability to reach the TQM implementation goals and objectives.

The Toyota Corporation operations managers are required to be conversant and familiar with the TQM implementation concepts and issues that surround this functional area. Toyota’s operation management system is focused on fulfilling the requirements of the customers.

The corporation realizes this by offering loyal and express commodities at logical fees and assisting dealers in progressing commodities proffered. As Slack et al. (2009) observed, the basic performance objectives, which pertain to all the Toyota’s operations, include quality, speed, flexibility, dependability, and cost. Toyota Company has been successful in meeting these objectives through its production and operation functions.

Over several decades, Toyota’s operational processes and management systems were streamlined, resulting in the popularly known Toyota Production System. Although the system had been extensively researched, many companies, such as Nissan, experienced difficulties in replicating TPS.

The TPS was conceived when the company realized that producing massive quantities from limited product lines and ensuring large components to achieve maximum economies of scale led to flaws. Its major objectives were to reduce cost, eliminate waste, and respond to the changing needs of the customers. The initial feature of this system was set-up time reduction, and this forms the basis of TQM implementation.

At Toyota Corporation, quality is considered as acting responsibly through the provision of blunder-gratis products that please the target clientele. Toyota vehicles are among the leading brands in customer satisfaction. Due to good quality, its success has kept growing, and in 2012, the company was the best worldwide. Moreover, Toyota has been keen on producing quality vehicles via the utilization of various technologies that improve the performance of the vehicles.

While implementing TQM, Toyota perceives speed as a key element. In this case, speed objective means doing things fast in order to reduce the time spent between ordering and availing the product to the customer.

The TPS method during processing concentrates on reducing intricacy via the use of minute and uncomplicated machinery that is elastic and full-bodied. The company’s human resources and managers are fond of reorganizing streams and designs to promote minimalism. This enhances the speed of production.

Another objective during TQM implementation is dependability. This means timely working to ensure that customers get their products within the promised time. Toyota has included a just-in-time production system comprised of multi-skilled employees who work in teams. The kanban control allows the workers to deliver goods and services as promised. Advancing value and effectiveness appears to be the distress for administrators, mechanical specialists, and other Toyota human resources.

During TQM implementation, Toyota responds to the demands by changing its products and the way of doing business. Chary (2009) argues that while implementing TQM, organizations must learn to like change and develop responsive and flexible organizations to deal with the changing business environment.

Within Toyota plants, this incorporates the ability to adopt the manufacturing resources to develop new models. The company is able to attain an elevated degree of suppleness, manufacturing fairly tiny bunches of products devoid of losses in excellence or output.

The organizational hierarchy and job descriptions also determine the successful implementation of the TQM. Toyota is amongst the few companies whose organizational structure and task allocation have proved viable in TQM implementation. The company has three levels of management. See the diagram below.

Management hierarchy

Despite the hierarchy and task specification, employees are able to make independent decisions and take corrective measures when necessary to ensure quality during production. Team working is highly encouraged at Toyota Corporation, and this plays a significant role during TQM implementation. All stakeholders are incorporated in quality control initiatives to ensure client demands are satisfied.

However, all employees are required to carry out their assigned tasks, and the management closely supervises the ways of interactions between workers. The management ensures that the manufacturing lines are well-built and all employees are motivated to learn how to improve the production processes.

Toyota is among the few manufacturers in the complete automobile industry that consistently profited during the oil crisis in 1974. The discovery was the unique team working of the Japanese that utilized scientific management rules (Huczynski & Buchanan, 2007).

The joint effort in Japan, usually dubbed Toyotaism, is a kind of job association emphasizing ‘lean-assembly.’ The technique merges just-in-time production, dilemma-answering groups, job equivalence, authoritative foremost-streak administration, and continued procedure perfection.

Just-in-time (JIT) assembly scheme attempts to accomplish all clients’ needs instantly, devoid of misuse but with ideal excellence. JIT appears to be dissimilar from the conventional functional performances in that it emphasizes speedy production and ravage purging that adds to stumpy supply.

Control and planning of many JIT approaches are concerned directly with pull scheduling, leveled scheduling, kanban control, synchronization of flow, and mixed-model scheduling (Slack et al., 2009).

Toyota appears to be amongst the principal participants in changing Japan to a kingpin in car production. Companies, which have adopted the company’s production system, have increased efficiency and productivity. The 2009 industrial survey of manufacturers indicates that many world-class firms have adopted continuous-flow or just-in-time production and many techniques Toyota has been developing many years ago.

In addition, the manufacturing examination of top plant victors illustrates that the mainstream them utilize lean production techniques widely. Thus, team-working TPS assists Toyota Corporation in the implementation of TQM.

Executives and Quality Managers face some challenges while implementing Quality Management Systems in organizations. In fact, with a lack of the implementation resources such as monetary and human resources in any organization, the implementation of TQM cannot be successful. Towards the implementation of programs and projects in organizations, financial and human resources have become the pillar stones.

The approach of TQM impels marketplace competence from all kinds of organizational proceeds to ensure profitability and productivity. To meet the desired results in TQM implementation, an organization ought to consider the availability of human and financial resources that are very important for the provision of an appropriate milieu for accomplishing organizational objectives.

In the case of Toyota, which originated and perfected the philosophy of TQM, the Executives, and Quality Managers met some intertwined problems during TQM implementation. The flaw in the new product development is increasingly becoming complicated for the managers to break and accelerate, thus creating reliability problems. Besides, secretive culture and dysfunctional organizational structure cause barriers in communication between the top management, thus, in turn, augmenting public outrage.

The top executives may fail to provide and scale up adequate training to the suppliers and new workforces. As a result, cracks are created in the rigorous TPS system. In addition, a lack of leadership at the top management might cause challenges in the implementation of TQM. Therefore, in designing the organizational structures and systems that impact quality, the senior executives and managers must be responsible, as elaborated in Figure 2 below.

Total Quality Management is a concept applied in the automobile industry, including the Toyota Corporation. It focuses on continuous improvement across all branches and levels of an organization. Being part of Toyota, the concept defines the way in which the organization can create value for its customers and other stakeholders. Through TQM, Toyota Corporation has been able to create value, which eventually leads to operation efficiencies.

These efficiencies have particularly been achieved by continuous correction of deficiencies identified in the process. A particular interest is the central role that information flow and management have played in enabling TQM initiatives to be implemented, especially through continuous learning and team working culture.

The Toyota way (kaizen), which aims at integrating the workforce suggestions while eliminating overproduction and manufacturing wastes, helps the company to respect all the stakeholders and give clients first priority. The objectives are realized through TPS.

Chary, D. 2009, Production and operations management , Tata McGraw-Hill Education Press, Mumbai.

Huczynski, A. & Buchanan, D. 2007, Organizational behavior; an introductory text, Prentice Hall, New York, NY.

Kanji, G. K. & Asher, M. 1996, 100 methods for total quality management , SAGE Thousands Oak, CA.

Slack, N. et al. 2009, Operations and process management: principles and practice for strategic management, Prentice Hall, New York, NY.

Toyota Motor Corporation 2012, Annual report 2012. Web.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2024, March 30). Implementation of Total Quality Management (TQM): Toyota Case Study. https://ivypanda.com/essays/total-quality-management-tqm-implementation-toyota/

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IvyPanda . 2024. "Implementation of Total Quality Management (TQM): Toyota Case Study." March 30, 2024. https://ivypanda.com/essays/total-quality-management-tqm-implementation-toyota/.

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Bibliography

IvyPanda . "Implementation of Total Quality Management (TQM): Toyota Case Study." March 30, 2024. https://ivypanda.com/essays/total-quality-management-tqm-implementation-toyota/.

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