全面质量管理在企业中的实施与应用

全面质量管理有利于提高企业素质,增强企业的市场竞争力,能提高企业产品质量,改善产品设计,加速生产流程,鼓舞员工的士气和增强质量意识,改进产品售后服务。本文结合实践阐述了全面质量管理在企业中的实施与应用。     

TQM: Anspruch und Wirklichkeit

Total Quality Management: Pretention and Reality. This article explains the strategy of Total Quality Management. It gives on overview on the aims of TQM and seeks to provide some practical suggestions for the implementation. In this context it discusses some aspects of certification (ISO 9000 to 9004) and also points out the importance of process-orientated controlling. The article is based on the practical experiences of a medium-scale engineering company.     

Lessons From Using TQM in the Classroom

This paper describes efforts to apply Total Quality Management (TQM) concepts and the ideas of customer focus, data-based decision making, and continuous improvement to instruction in a 100-student, junior-level probability and statistics course. By adopting a customer focus and establishing a dialogue with the students in the course, it became clear that lectures, handouts, and homework assignments could be more effective. Things often went wrong because students and the instructor had different expectations about what was or should be happening. This experience suggests that establishing a dialogue with students, building a teacher-student partnership for learning, and addressing differences in expectations and objectives are crucial to the development of an effective learning environment in engineering classrooms.     

Physician participation in quality management. Expanding the goals of peer review to detect both practitioner and system error.

BACKGROUND: The goals of peer review are to improve the quality of medical care and to provide fair review of individual practitioner actions, judged against the local standard of medical care. A new system for conducting peer review was evaluated which included in every case a root cause analysis to identify latent system flaws and a consideration of performance improvement projects to remedy these flaws. METHODS: The peer review committee of the medical service in a tertiary care, affiliated Department of Veterans Affairs Medical Center, which conducted the evaluation, was familiar with the local standards of care and the systems issues relevant to each case. Four questions were answered for each case: Was the quality of care less than ideal? If so, was the practitioner negligent? What system flaws contributed to the error or to the severity of injury? How could the system flaws be eliminated? RESULTS: Compared with the prior method of peer review, expanding the scope of review identified four times as many system problems (in 46% of cases versus 11%) without changing the incidence of finding provider negligence (21% preintervention versus 25% postintervention). Performance improvement projects were generated in 36 of 89 of these cases during the three-year period. DISCUSSION: Expanding the scope of peer review to include both root cause analysis and performance improvement thinking increased the detection of latent system flaws and the number of performance improvement projects without compromising the peer review committee's ability to identify negligence.     

A New Playing Field for TQM

ABSTRACT

Total quality management (TQM) will not be the means by which American manufacturing competitiveness is restored because the technique is culturally bound to Japanese core values and is not amenable to cultural adaptation. However, the service sector, which lacks manufacturing's traditions and has a preconditioning of customer satisfaction, offers a new playing field.     

TQM: Let's Practice What We Teach

ABSTRACT

Although rooted in work done in the United States by W. Edwards Deming, Joseph M. Juran, and others prior to 1950, Total Quality Management (TQM) has been applied with notable success by the Japanese in the last 40 years, especially in the manufacturing industry. The approach has been receiving increased acceptance in this country, especially in the last decade. Also, TQM is finding increasing application in the service industries. The Civil Engineering Departmental Texas A&M University has adopted TQM as its management and operational model. This paper describes the progress being made in this application.     

Experiences with a Consulting Engineering Application of TQM

ABSTRACT

Integrating management and staff training in interpersonal skills with training in TQM concepts and problem-solving techniques is essential for success in a service organization. This effort to apply TQM to a 1,500-person, 32-office engineering and architecture firm began by training quality improvement teams in three offices. By initially focusing on a limited number of projects, we learned to apply TQM concepts within the context of our organization. These successful pilot projects converted the skeptics, and the process is now being expanded. TQM team members report increased self-confidence, communication, and conflict resolution skills. Specific improvements in work processes have been achieved, and, most importantly, our clients have been so pleased with the results that several of them have adopted TQM for their organizations and have referred new clients to us.     

A digraph approach to TQM evaluation of an industry

Different total quality management (TQM) environments may be suggested to an organization for improving the quality of products, customer satisfaction, competitiveness and profitability by TQM experts. This paper identifies factors responsible for the TQM environment. All these factors are interacting with each other by different amounts. An attempt has been made to develop a mathematical model of the TQM environment from these interacting factors using a graph theoretic approach. In the graph theoretic model, a directed graph or digraph is used to represent abstract information of the system using directed edges, which is useful for visual analysis. The matrix model developed from the digraph is useful for computer processing. A permanent value of multinomial developed from the matrix represents the environment uniquely by a single number/index, which is useful for comparison, ranking and optimum selection. The method is quite flexible to accommodate new factors and market dynamics in global business in a bid to go for continuous improvement and breakthrough improvement in the environment, product, process and intellectual property rights (IPR).     

再造工程与全面质量管理的互补性及适应性的分析

通过对再造工程（Ｂｕｓｉｎｅｓｓ Ｐｒｏｃｅｓｓ Ｒｅｅｎｇｉｎｅｅｒｉｎｇ，ＢＰＲ）与全面质量管理（Ｔｏｔａｌ Ｑｕａｌｉｔｙ Ｍａｎａｇｅｍｅｎｔ，ＴＱＭ）的差异分析，探讨了两者在管理思想、管理目标、管理方法等方面存在的互补性，并进一步对ＢＰＲ与ＴＱＭ在时间上、空间上和环境方面的适应性进行了分析。     

The impact of TQM institutionalization on transactions cost calculations in customer-supplier relationships

Little research has been done on managerial perceptions of transactioncosts, or on the impact of institutions on the calculation oftransactions costs. In this study we develop a model that evaluatesthe effects of institutional forces on transactions costs calculationsin the context of the institutionalization of total qualitymanagement. Our findings indicate that institutionalizationdoes indeed shape perceptions of transactions costs, as do factorsalready associated with the transaction cost model, such asasset specificity and interdependence of customer and supplier.Our findings have important implications for research into bothinstitutionalization and transactions costs analysis.     

Relating TQM,marketing and business performance: An exploratory study

Total Quality Management (TQM) is perhaps the leading management approach that companies employ to improve their product and service quality with the aim of improving typical measures of business performance (e.g. increased profits, increased market share, reduced costs). However, consumer perception of quality not only results from an evaluation of the intrinsic quality attributes of the product (e.g. performance, reliability, durability) but is also affected by the marketing mix (e.g. price, advertising, warranties) adopted by the company selling the product. This paper offers a first attempt at cross-functional fertilization by examining the relationships between TQM, some marketing mix variables and measures of company performance by exploring the diverse multidisciplinary literature and developing an explanatory framework, which is tested using non-parametric correlation and refined through an empirical study of Spanish manufacturing companies. The results show that the most important TQM dimensions are the system of employee relations and the use of quality management-related design tools. The results also indicate the existence of a relationship amongst price, advertising and warranties, but that these marketing variables were not related to TQM and that further research is required to include a wider definition of marketing strategy.