Different approaches of implementing TQM
Cairo university Faculty of commerce Business administration department MBA program-second year-English TQMDifferent approaches of implementing TQM
Mohamed Ahmed Mohamed Salem
4/1/2010
Feigenbaum
Provides a total approach to quality control Places the emphasis on the importance of management Includes socio-technical thinking. Participation by all staff is promoted.
Chain reaction approach (W. Edward Deming)
Deming developed the chain reaction: as quality improves, costs go down and productivity goes up; this leads to more jobs, greater market share, and long-term survival. He stressed worker pride and satisfaction and considered it management's job to improve the process, not the worker. Quality circles, a central Deming theme, are based on the importance of employees meeting regularly in groups to comprehensively discuss product quality.
Juran's trilogy (Joseph M. Juran)
Juran emphasized planning, organizing and controlling. However he emphasized customer satisfaction and focused on management and technical methods rather than worker satisfaction. Juran's trilogy involves:
1. Quality planning (determine customer needs, develop product in response to needs).
2. Quality control (assess performance, compare performance with goals, act on differences between performance and goals).
3. Quality improvement (develop infrastructure, identify areas of improvement and implement projects, establish project team, provide teams with what they need).
Ishikawa
Strong emphasis on the importance of people and participation in the problem solving process. A blend of statistical and people-orientated techniques introduces the idea of quality control circles.
Taguchi
Approach pulls quality back to the design stage, Recognizes quality as a societal issues as well as organizational one Methods are developed for practicing engineers rather than theoretical statisticians Strong on process control.
Zero defects (Philip Crosby)
Crosby emphasized meeting customer requirements by focusing on prevention rather than correction. He pushed for zero defects. His "absolutes" are:
(1) Quality is defined as conformance to requirements, not goodness;
(2) The system to achieve quality is prevention, not appraisal;
(3) The performance standard is zero defects, not that's close enough; and
(4) The measure of quality is the price of non-conformance, not indexes.
Crosby's method does not depend on statistical process control and problem solving techniques. He stated that quality is free because prevention will always be lower than the costs of detection, correction and failure.
Typology and classifying organizations
Implementation approach of TQM is based on the original Miles and Snow (1978) typology that classifying organizations as defenders, analyzers, prospectors, and reactors, based on a largely ordinal scale subsequently described by (Meyer, Brooks, and Goes 1990; Shortell, Morrison, and Friedman 1990; Zajac and Shortell 1989).
Defender organization
It involves fine-tuning the organization's existing quality assurance/improvement approaches.
Analyzer organization
To implementing quality improvement follows a relatively ordered sequence of steps from top management training to lower level employee training in which only a few highly focused QI projects would be undertaken at one time and carefully evaluated before further activities were initiated. The prospector approach emphasizes seizing opportunities as they arise but within an overall planned framework of implementation.
Reactor or opportunistic organization
Quality improvement techniques and approaches may be used to address problems, but they are not part of an overall plan. (e.g., process focus, teams, empowerment, and customer focus), we believe that approaches that are more like those of the analyzer or prospector will be associated with a greater degree of implementation than those of the defender or reactor/opportunistic.
Nevertheless, all share three common ideas:
ü Quality;
ü Teamwork and;
ü Process improvement.
By: Mohamed Ahmed Mohamed SalemPage 5