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    Total Quality Model and Methodologies

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    Assume that you are an expert on the selected TQ model/method. Prepare a response defending your selected TQM model/method in which you identify a specific TQ model/method and present it to your organization's leadership so that they can incorporate it into the organization's strategic planning process. Possible models include:
    a. Continuous quality improvement (CQI)
    b. International Organization for Standards (ISO 9000 and 14000)
    c. Value chain analysis
    d. Six Sigma
    e. Lean manufacturing, or service
    f. Theory of Constraints
    g. Just In Time (JIT)

    The Models I selected were 1. continuous quality improvement and I would compare and contrast it with one of the others which is listed above.

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    Drucker (1992) pointed out that Total Quality Management is an approach to improving the competitiveness, flexibility, effectiveness and understanding each activity and removing all wasted effort and energy that is routinely spent on an organization. The concept of good and services being "good enough" is considered inadequate in Total Quality Management and implementing it is being proactive concerning quality rather than being active. It also provides an umbrella for an organization under which customer satisfaction at lower costs can be created.
    Customer expectations logically drive and define performance criteria and organization standards. Hence, quality management systems concentrate on customer expectations and are modified through constant review and improvement (Rigby, 2004).
    Hence Continuous improvement is a part of TQM which requires improving the quality and reducing the cost as per the requirement of the customer. In this era customer requirements are dynamic, for this the continuous improvement is required. Organizations have to be customer driven in order to remain in business and flourish.

    Total Quality Control (TQC)-driven environments concentrate on systematically improving every level of the organization. To enable this improvement process, the organization members must be ready to learn, not only in terms of internal operations, but also at the conceptual level. Mental models need to be modified as the organization's deeply engrained culture and norms are now challenged in order to unearth the internal problems and allow for the proposal of new solutions. Organizations will benefit from using the seven TQC tools (process mapping, flow-charting, force field analysis, brainstorming, Pareto chart, cause-and-effect diagram, stratification, check sheet, histogram, scatter diagram, and control charts) as an analytic way of comprehending and improving processes (TQM tools, 2006).
    These tools and techniques are used for identifying, measuring, prioritizing and improving processes, which are crucial for the improvement of quality. These ideas and methods are implemented through methodology of DRIVE (Define, Review, Identify, Verify, Execute) (Chapman, 2006).
    In order to succeed, TQM programs require managers to do the following:
    Assess customer requirements.
    ? Understand present and future customer needs
    ? Design products and services that cost-effectively meet or exceed those needs
    Deliver quality
    ? Identify the key problem areas in the process and work on them until they approach zero-defect ...

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