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    Total Quality Improvement and Implementation Plan

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    Define steps necessary for creating a solid quality management process improvement and implementation plan to be presented to the executive management team. Define Total Quality Management (TQM) and describe it by stating its principles and the processes involved in implementing this strategy.

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    I. TQM Defined

    Total Quality Management (TQM)
    Total = Quality involves everyone and all activities in the company.
    Quality = Conformance to Requirements (Meeting Customer Requirements).
    Management = Quality can and must be managed.
    TQM = A process for managing quality; it must be a continuous way of life; a philosophy of perpetual improvement in everything we do.

    Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices.
    TQM maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The simple objective of TQM is "Do the right things, right the first time, every time". TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as a generic management tool, just as applicable in service and public sector organizations. There are a number of evolutionary strands, with different sectors creating their own versions from the common ancestor. TQM is the foundation for activities, which include:
    Companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.

    II. Principles of TQM

    The Principles of TQM are as follows:
    1. Quality can and must be managed.
    2. Everyone has a customer and is a supplier.
    3. Processes, not people are the problem.
    4. Every employee is responsible for quality.
    5. Problems must be prevented, not just fixed.
    6. Quality must be measured.
    7. Quality improvements must be continuous.
    8. The quality standard is defect free.
    9. Goals are based on requirements, not negotiated.
    10. Life cycle costs, not front end costs.
    11. Management must be involved and lead.
    12. Plan and organize for quality improvement.

    Key to Quality
    The key to improving quality is to improve processes that define, produce and support our products.

    All people work in processes.
    ? Get processes "in control"
    ? Work with other employees and managers to identify process problems and eliminate them

    Managers and/or Supervisors Work on Processes
    ? Provide training and tool resources
    ? Measure and review process performance (metrics)
    ? Improve process performance with the help of those who use the process

    Processes must be managed and improved! This involves:
    ? Defining the process
    ? Measuring process performance (metrics)
    ? Reviewing process performance
    ? Identifying process shortcomings
    ? Analyzing process problems
    ? Making a process change
    ? Measuring the effects of the process change
    ? Communicating both ways between supervisor and user

    III. Steps and Implementation in Managing the Transition
    A. identifying tasks to be done
    B. creating necessary management structures
    C. developing strategies for building commitment
    D. designing mechanisms to communicate the change
    E. assigning resources.

    Beckhard and Pritchard (1992) have outlined the basic steps in managing a transition to a new system such as TQM
    A. identifying tasks to be ...

    Solution Summary

    The solution contains the following:
    1. Definition and principles of Total Quality Management (TQM)
    2. Steps and Implementation in Managing the Transition to TQM
    3. The Concept of Continuous Improvement
    4. Implementation Principles and Processes