Whereas lower level staff members in many American organizations often lack the latitude necessary to achieve customer needs, this is not the case in Japanese companies, in which every position in the company is predicated upon the importance of attaining and cultivating customer satisfaction.
Achieving this degree of unanimity within the organization is a major objective of Total Quality Management.
Many firms also often engage in periodic analyses of their competitors’ practices and procedures in order to potentially benefit from any advantage in the process that the competing firm may have implemented.
Although the approach of Total Quality Management has obviously been beneficial for business organizations both in the United States and in Japan, as well as in many other countries where this paradigm has gained prevalence, many firms that have attempted to leverage the benefits of Total Quality Management have experienced significant problems.
Design engineers must consider installation and maintenance.
Term Paper On Tqm
Product managers must consider manufacturing procedures. All efforts drive toward a standard of 99.9997% defect-free production.
Traditional QC concerns itself with the number of final items found defective, replacing them with good items, or else negotiating the predicted failures into a supply contract.
TQM, rather, seeks to eliminate defects altogether through a structured process of “root cause analysis” and “continuous improvement.” The TQM process involves the entire organization’s horizontal personnel structure, which includes: Where QC tends to concentrate on individual points of failure, TQM views the individual points of failure as part of an overall systemic problem, and focuses on fixing the system as well as the failure points.
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