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Skip to main content. Volume: Total employee commitment can only be obtained after fear has been driven from the workplace, when empowerment has occurred, and when management has provided the proper environment. High-performance work systems integrate continuous improvement efforts with normal business operations.
Self-managed work teams are one form of empowerment. Process-centered: A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers internal or external and transforms them into outputs that are delivered to customers internal or external.
The steps required to carry out the process are defined, and performance measures are continuously monitored in order to detect unexpected variation. Integrated system: Although an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM. Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing strategy.
Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes of the organization. Business performance must be monitored and communicated continuously.
Every organization has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been fostered. Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the expectations of customers, employees, and other stakeholders. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component.
Continual improvement: A large aspect of TQM is continual process improvement. Continual improvement drives an organization to be both analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations.
Fact-based decision making: In order to know how well an organization is performing, data on performance measures are necessary.
Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations. TQM is considered a customer-focused process that focuses on consistently improving business operations.
It strives to ensure 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.
Special emphasis is put on fact-based decision making, using performance metrics to monitor progress; high levels of organizational communication are encouraged for the purpose of maintaining employee involvement and morale. While TQM originated in the manufacturing sector, its principles can be applied to a variety of industries.
With a focus on long-term change rather than short-term goals, it provides a cohesive vision for systemic change. With this in mind, TQM is used in many industries, including, but not limited to, manufacturing, banking and finance, and medicine. These techniques can be applied to all departments within an individual organization as well. This helps ensure all employees are working toward the goals set forth for the company, improving function in each area.
Involved departments can include administration, marketing, production, and employee training. TQM oversees all activities and tasks needed 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. 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. To make its assembly line more efficient, the company decided to keep just enough inventory on hand to fill customer orders as they were generated.
Therefore, all parts of Toyota's assembly line are assigned a physical card that has an associated inventory number. Right before a part is installed in a car, the card is removed and moved up the supply chain, 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. Various iterations of TQM have been developed, each with its own set of principles.
Still, certain core elements persist. These include, among others: Good leadership; a focus on quality; putting the customer first; error-correction and improvement as an on-going process; and job training.
Plant Construction and Expansion Item 4. Development and Deployment of the Toyota Production System. Business Essentials. Your Privacy Rights.
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