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International Referred Research Journal, October,2010. ISSN- 0974-2832VoL.II *ISSUE-21 Research Paper—ABST

TOTAL QUALITY MANAGEMENT (A CASE STUDY OF IBM)

*Vishal Gauttam

October, 2010

Assistant Professor, A.B.S.T., Shree Karni College, Jaipur. ABSTRACT

Every nation has its own independent historical and cultural background. The quality scenario, therefore, differs from one national setting to the other. The nations are orienting their quality management strategies and systems to meet the requirements of the operating environment though the primary focus remains the same, that is, Total Customer Satisfaction.Manyof thepresent techniques of qualitymanagement weredeveloped inJapan. Howeve ,U.S.A., European nations and developing nations have also contributed significantly to this development.

Introduction

smoothly. Oakland [1989] originated the idea of a 3-

ISOdefinesTQM as:“TQM isa management approach ofan organization, centered on quality, based on the participation of all its members and aiming at

cornerstone model. The proposed 4-pillar model (Figure.1) brings the customer’s requirement into the system. This makes the approach to TQM more

long-term success through customer satisfaction, and benefits to all members of the organization and to society.” In Japanese, TQM comprises four process steps, namely:1.Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measurable. 2.Atarimae Hinshitsu –

complete. The additional pillar — satisfying customers — is vital because it explicitly addresses customers requirements.Without it TQM would have no objective.

Focuses on intangible effects on processes and ways to optimize and reduce their effects. 3.Kansei – Examining the way the user applies the product leads to improvement in the product itself. 4.Miryokuteki Hinshitsu – Broadens management concern beyond the immediate product. TQM requires that the company maintain this quality standard in all aspects of its

business. This requires ensuring that things are done right the first time and that defects and waste are eliminatedfrom operations.Total QualityManagement (TQM) is a management strategyaimed at embedding awareness of quality in all organizational processes. TQM has been widely used in manufacturing, education, government, and service industries, as well as NASA space and science programs. THETQMMODEL:

To achieve excellence, companies must develop a corporate culture of treating people as their most important asset and provide a consistent level of high qualityproducts andservices in everymarket in which they operate. Such an environment has supported the wide acceptance ofTotal QualityManagement (TQM) which 22 emerged recently as a new, challenging, marketable philosophy. It involves three spheres of changes in an organization — people, technologyand structure. Thereis alsoa needfor a systematicapproach sothat each elementofTQMEXcan bebonded together

The Four Pillars of TQM The role oftop management in implementation oftotal quality is crucial and its input on people far-reaching. TQM, therefore, shouldbe understood as management of the system through systems thinking, which means understanding all the elements in the company and

p u t t i n g towards

th e m t o w o r the common

kt o g e t h goal. The e r

TQMEX Model advocates an integrated approach in order to support the transition to systems management which is an ongoing process of continuous improvement that begins when the company commits itself to managing by quality. The Model illuminatesthe elements

that form a base to the understanding of TQM philosophy and implementation of the process company-wide. The Structure of TQMEX: The Logic of TQMEX: In order to have a systematic approach to TQM, it is necessaryto develop a conceptual model. Generally, a model is a sequence ofstepsarranged logicallytoserve as a guideline for implementation of a process in order to achieve the ultimate goal. The model should be simple,

SHODH SAMIKS HA AUR MULYANKAN

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