Total quality management: An approach & a case study

For the last decade, American companies have been playing catch-up in the area of quality and productivity. Japanese companies and other foreign competitors have moved into markets that were once dominated by American companies, by producing higher quality products. The problem to date in the U.S. has obviously not been the lack of resources or documentation on quality and improvement programs, but the misdirection of these programs and the lack of total management commitment. Total Quality Management (TQM) is seen as an effective method that will accomplish the task of higher quality levels, and increased productivity.

The purpose of Total Quality Management is to implement a process that is long term and continuous, in which all of management participates in establishing continuous improvement initiatives throughout the organization, beginning with their own function in the organization. TQM integrates the fundamental techniques and principles of Quality Function Deployment, Taguchi Methods, Statistical Process Control, Just-In-Time, and existing management tools into a structured approach. The primary objective of this approach is to incorporate quality and integrity into all functions at all levels of the organization.

This paper examines the TQM process, philosophy, concepts, attributes and how it can be used to develop a “quality-based” culture. The paper also examines the introduction and implementation of the TQM process at an electronic's manufacturer.     

Exploring the relationship between total quality management and information systems development

This study examines a series of relationships between total quality management (TQM) and information systems (IS) development. Specifically, we consider whether organizations which have more fully adopted TQM will be different in their approaches to IS development. Our findings suggest that where TQM is adopted more fully, there will be a significant impact on four areas of IS development: system goals; system design philosophy/concepts; assumptions made by IS professionals about system users and user involvement in system development. We also report evidence that both TQM and IT may require similar organizational cultures.     

A systematic planning approach to implementing total quality management through quality function deployment technique

On the basis of reinvestigating into the philosophy of TQM and its management practice, this paper puts forward a systematic planning approach to implementing TQM during the product design/development process through quality function deployment (QFD) technique.     

A TQM-Based Approach to QoS Management

Total Quality Management (TQM) is one of the most interesting and effective concepts of management. Although, as of today, it has been extensively applied to manufacturing and industrial sectors, TQM principles have not received wide acceptance in the area of Telecommunications Network and Service Management. Application of those principles in Telecommunications can be facilitated by employing pertinent techniques and tools. This paper focuses on aspects of the performance management of Telecommunications Networks and Services. As basic quality control mechanisms, two versions of a Dynamic Scaling Service (DSS) are used to regulate the end-user perceived quality: a Crisp DSS and a Fuzzy Logic DSS. A quality-oriented user behavior model is built and a comparative study between the different quality control schemes is presented. Concluding, the paper delineates the scope of TQM with respect to QoS management in telecommunications.     

TOTAL QUALITY MANAGEMENT: A GDSS APPROACH

Teams are a major factor in total quality management (TQM), so any technology that improves team performance facilitates the TQM process. This article describes how group decision support systems (GDSSs) can be used to increase team productivity and effectiveness within the TQM framework.     

Facilitating implementation of total quality management through information technology

There is growing interest in the service industries in the adoption of quality management programs to improve their operational efficiency and market competitiveness. Deming’s total quality management (TQM) philosophy is one of the well-known ones. The TQM emphasizes continuous improvement through statistical control and the continuous training of people in the principles of quality management. One of the main implementation issues is the large volume of data that must be statistically analysed. Although recent researches have reported on how TQM is applied in various industries, few have discussed the importance of information technology in ensuring a successful TQM program. This paper reports on the application of information technology in the TQM process and how it can support management decisions. A case example is included to support these views.     

A network hierarchical feedback system for Taiwanese universities based on the integration of total quality management and innovation

An increasing number of Taiwanese universities are improving operational performance through innovation and total quality management (TQM). In addition, the National Quality Award (NQA), which is based on TQM, is now used to evaluate quality performance in various industries in Taiwan. Thus, several models for performance measurement have been proposed in recent years. However, these models do not take into account several features germane to performance within the Taiwanese university system, such as characteristics unique to the integration of TQM and innovation, comprehensive focuses in operational performance improvement across different types of universities, and interrelations among the different variables used to measure performance. Thus, precisely measuring and improving operation performance has proven to be a difficult task. The aim of this paper is to construct a network hierarchical feedback system (NHFS) based on the integration of TQM and innovation to overcome these problems. To that end, we adopted a decision-making trial and evaluation laboratory (DEMATEL) method to address the complex, interdependent relationships among the variables and thereby construct a relation structure among the measurement criteria for evaluation purposes. A fuzzy analytic network process (FANP) is employed to overcome the problem of dependence and feedback among each of the TQM measurement criteria. A fuzzy analytic hierarchical process (FAHP) is used to evaluate the measurement criteria for innovation performance. Lastly, a gray relational analysis (GRA) is utilized to find optimal alternatives. The value of this study comes from providing all types of universities in Taiwan the most complete evaluation system of operational performance, as well as opportunities to realize improved competitive advantages and enhanced prospects for survival.     

Control Strategies of Experienced and Novice Controllers with a Zero-Energy Nuclear Reactor

The objective of this paper is to describe how and why ergonomics should be promoted in total quality management (TQM). Ergonomics and TQM activities are compared. An approach is proposed to apply ergonomics in TQM using ergonomics circles. An eight-step approach is introduced for applying ergonomics using ergonomics circles and a study that employed this approach in Korea is discussed. In applying this approach, all processes were first evaluated by workers. Processes that were identified as problematic were analysed by a company-wide committee to set priorities for improvement. An ergonomics improvement team consisting of safety and health personnel, process engineers and management innovation personnel then worked on the processes using a low-cost approach. It was found that applying ergonomics using ergonomics circles as quality circles in TQM was effective in improving workplaces and resulted in increasing productivity, cost saving and improved safety.     

Ergonomics in total quality management: how can we sell ergonomics to management?

The objective of this paper is to describe how and why ergonomics should be promoted in total quality management (TQM). Ergonomics and TQM activities are compared. An approach is proposed to apply ergonomics in TQM using ergonomics circles. An eight-step approach is introduced for applying ergonomics using ergonomics circles and a study that employed this approach in Korea is discussed. In applying this approach, all processes were first evaluated by workers. Processes that were identified as problematic were analysed by a company-wide committee to set priorities for improvement. An ergonomics improvement team consisting of safety and health personnel, process engineers and management innovation personnel then worked on the processes using a low-cost approach. It was found that applying ergonomics using ergonomics circles as quality circles in TQM was effective in improving workplaces and resulted in increasing productivity, cost saving and improved safety.     

TQM: A facilitator to enhance knowledge management? A structural analysis

This study aims to examine the multi-dimensional relationship of total quality management (TQM) and knowledge management (KM) in both service and manufacturing firms in Malaysia. Six key practices of TQM originated from the Malcolm Baldrige National Quality Award (MBNQA) were chosen; whereas the KM elements were made up of knowledge acquisition, distribution and application. Data were gathered from small, medium and large firms from both manufacturing and service sectors. Structural analysis was carried out for the hypotheses and the theoretical model testing. Findings show that strategic planning and human resource management have a positive and significant relationship with the dimensions of KM; whereas process management has significant effects on knowledge acquisition and knowledge distribution. Practically, the findings provide a useful direction for the management team in the manufacturing and service sectors by adopting the relevant TQM practices to further improve the firms’ knowledge management processes. Through a deeper comprehension on the association between TQM practices and the KM dimensions, the management team of these firms can focus their attention, efforts and resources on the specific TQM practices that can ensure successful KM process.     

一个基于管理信息单元的描述

先进的管理理念诸如全面质量管理、业务流程再造或是六西格马管理在企业应用过程中获得了巨大的成功。从中我们发现,这些管理创新都以业务流程改进为出发点。因此,对业务流程进行管理显得至关重要。本文描述了一个业务流程管理系统的管理信息单元组织模型和流程模型,以及系统功能模块及其实现工具,为企业进行业务流程管理提供了一定的参考。     

An integrated multidimensional process improvement methodology for manufacturing systems

In this paper, an integrated multidimensional process improvement methodology (IMPIM) is formulated to address the yield management, process control and cost management problems of a manufacturing system. Simulation is used as a platform to implement the integrated multidimensional process methodology by incorporating the productivity, quality and cost dimension in a unified, systematic and holistic manner. Total Quality Management (TQM) addresses the quality parameters and Activity-Based Costing is used to manage the cost dimension of the system. Discrete event simulation is then used as a platform to perform process reengineering (Business Process Reengineering) and process improvement (TQM). The general implementation framework of the IMPIM is given with a step-by-step explanation. A conceptual discussion is also provided for the integrated methodology. The generic IMPIM is then formulated and the detailed implementation procedures for two case studies are compared with the generic methodology.     

PRODUCTIVITY GAINS OF BPR Achieving Success Where Others Have Failed

IT-induced business process reengineering (BPR) offers promise of dramatic performance improvements in productivity and quality and can form a vital component of an ongoing total quality management (TQM) program. IS managers can take the lead in informing the reengineering process of technology's possibilities and facilitating process innovation through technology application.     

基于TQM的高校毕业论文信息管理系统的研究与构建

该文提出在毕业论文设计过程引入项目管理机制,采用TQM思想和PDCA的过程管理方法建立基于论文设计工作流的质量管理体系,同时在微软的企业级协同平台SharePoint上对这种质量体系下的论文管理信息系统进行了构建。     

TOTAL QUALITY MANAGEMENT,REENGINEERING, OR SOMETHING ELSE: A BASIC TOOL OF CYBERNETICS OF THE SOCIOECONOMIC SYSTEMS AND COUNTRY DEVELOPMENT IN CENTRAL AND EASTERN EUROPE

There are serious deficiencies in economic business and management theories concerning the cybernetics of socioeconomic systems and countries when these theories are to be implemented to accelerate change from a routinized society and economy to an innovative one such as is needed for example in todays transitional economies of Central and Eastern Europe CEE The Japanese experience with the total quality TQ concept of 1951 suggests that total quality is a potentially usable tool But the current practice of total quality management TQM reengineering and other contemporary management approaches demonstrates some deficiencies which demand that the concepts be refined Some ideas on how to make TQ M a more systemic and hence useful concept are suggested     

A decision support systems approach to adjust maintenance float system availability levels

In this paper, a decision support system (DSS) is designed to predict the system availability levels for equipment maintenance float problems. The DSS is developed by using the analytic hierarchy process (AHP) to prioritize the improvements made in the maintenance management practice through the adoption of total quality management (TQM). The resulting regression metamodel can be used to predict and explain system availability. Sensitivity analysis can be easily generated through the DSS. The application of this DSS helps to effectively control the cost of maintenance floats as a result of TQM implementation, generates quick solutions, and provides the decision maker with the flexibility of carrying out sensitivity analysis and planning for the future by looking at the long-term impacts of TQM on the maintenance float system.     

MEETING CUSTOMER REQUIREMENTS First Time, Every Time

Total quality management is a commitment to the continuous improvement of work processes with the goal of satisfying internal and external customers. It's the customer that matters in TQM; the process is only the means to satisfying the customer.     

Implementing total quality management at the U.S. Department of Defense

This paper examines Total Quality Management (TQM) as defined by Dr. W. Edwards Deming including Deming's fourteen points and explains how the United States' Department of Defense (DOD) defines TQM and why TQM is necessary. It also covers how the DOD is planning on implementing TQM and the policy that has been established as guidance in the implementation process.     

Examining the Effect of the Transformational Leader on Software Quality

Developing and maintaining quality software is paramount in the information-intensive society. A myriad of concepts, tools and techniques exist that can be employed to improve the quality of software and at the same time increase developmental efficiencies. Approaches used by many software development units include: Capability Maturity Model (CMM), Total Quality Management (TQM), and ISO 9000-3. Implementation of these approaches without appropriate management oversight does not guarantee success. This study examines the role of the manager vis-à-vis leadership style with software quality. Data collected using a questionnaire administered to members of the American Society for Quality (ASQ) - Software Division, suggest that the Transformational leadership style of the manager has a significant positive relationship with the quality of the software developed.     

A TQM PROCESS FOR SYSTEMS INTEGRATION Getting the Most from COTS Software

Many companies are shopping for commercial off-the-shelf software to avoid the high costs and lengthy development time associated with building their own systems. This article discusses how methods of total quality management (TQM) can be used to better integrate large-scale commercial software purchases.