Thesuccess of TQM rests with following six concepts 1. Acommitted and involved management to provide long term top to bottomorganizational support Youmust remove fear from work place, then empower employee, you provide the properenvironment.
This work of removing the fear from the total work force shouldstart from the top management and spread throughout the organization.Management commitment is indispensable in achieving quality management in acompany: such commitment is to be shown to employees, customers, and otherstakeholders. Amanagement decision can lead a company either upward or downward. It is notdifficult to find examples of established companies, with long-standing fame,being hit hard by scandal—seeing their favorable public reputation being lostquickly. Therefore, in order to achieve sustainable business management, it isnecessary for management to implement TQM to convincingly articulate to itssubordinates its firm commitment. 2.An unwavering focus on the customer, both internally and externallyWhateveryou do to improve quality, train employees, integrate quality into processes, onlycustomers determine whether your efforts were really worthwhile.
Today thecustomers hold the key which open the lock of the fate of any manufacturer. 3.Effective involvement and utilization of the entire work force TQMis mentioned by Japanese as CWQC – Company Wide Quality Control, means TQM isnot to be restricted to one department or one part of the organization. Peoplemust be encouraged not only just to do their job but to improve their jobthrough innovative ideas that contribute to the growth of the company. 4.
Continuous improvement of the business and production process Presently,knowledge of using analytical or statistical methods, quality tools, andcreative thinking helps organizations to become more efficient and effective.Superior quality/performance is not a luxury, it is essential to survival.Emphasis is on continuing system’s analysis even when a satisfactory solutionto a problem is obtained.
Improvement needs to be a regular part of daily workin order to achieve the highest levels of quality and performance excellence.5.Treating suppliers as partners. Interaction with supplier is seen with each ofthe departments, offices, sections or customers. These are “the qualitychains”, which can be broken at any point by either a person or any one pieceof equipment for not meeting the requirements of Customers or Suppliers.Failure to meet the requirements in any part of a quality chain will lead to aseries of problems and subsequent failures throughout the chain.
Hence, organization’srelationship with suppliers is vital to meet customers’ (external and internal)requirements. 6.Establish performance measures for the processes. Processes if not measured will not yield theresult as anticipated.
Hence, quality must be measured in terms ofproductivity, cost, customer satisfaction, etc. to understand the progress. Establishmentof proper metrics is critical to measure performance of processes.