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Total quality management (TQM) is an organization-wide effort to "install and make a permanent climate where employees continuously improve their ability to provide on-demand products and services that customers will find of particular value."
Deming offered 14 key principles to managers for transforming business effectiveness. The points were first presented in his book Out of the Crisis (p. 23–24). [33] Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement. [34]
Quality management is focused both on product and service quality and the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines ...
The key features of continual improvement process in general are: Feedback: The core principle of continual process improvement is the (self) reflection of processes; Efficiency: The purpose of continual improvement process is the identification, reduction, and elimination of suboptimal processes
Seeing Total Quality Control as "an effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction".
This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-departmental scale in companies generates total quality management and frees human efforts through improving productivity using machines and computing power. [citation needed]
Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational activities of the quality management system. In order for TPM to be effective, the full participation of entire organisation from top to frontline operators is vital.
Total quality control (TQC) 1956: Popularized by Armand V. Feigenbaum in a Harvard Business Review article [9] and book of the same name; [10] stresses involvement of departments in addition to production (e.g., accounting, design, finance, human resources, marketing, purchasing, sales) Statistical process control (SPC) 1960s