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PRINCIPLES AND CONCEPT OF QUALTY AWARENESS AND MANAGEMENT
Introduction
Quality Management is an enhancement to the traditional way of doing business. It is a proven
technique to guarantee in world-class competition. Only by changing the actions of management will
the culture and actions of an entire organization be transformed. Total quality management is for the
most part common sense. Module I describe the art of total quality management and the philosophy
and a set of guiding principle that represent the foundation of continuously improving organization. It is
the application of quantitative methods and human resources in improve all the processes within an
organization and exceed customer needs and in the future. TQM integrates fundamental management
techniques, existing improvement efforts, and technical tools under a disciplined approach.
Learning Outcomes
At the end of this module, students should be able to:
1. Understanding the basic concepts of quality awareness.
2. Understand the Total Quality Management or TQM.
3. Brief overview of TQM framework.
4. Describe the benefits of TQM
Lesson 1. Introduction to Quality Awareness and Management
A. Quality Management Basic Approach
1. A committed and involve management to provide long-term top-to-bottom organization support
(Bestefield-Sacre et al., 2011).
2. An unwavering focus on the customer, both internally and externally (BestefieldSacre et al., 2011). 3.
Effective involvement and utilization of the entire work force (Bestefield-Sacre et al., 2011).
4. Continuous improvement of the business and production process (Bestefield-Sacre et al., 2011).
5. Treating suppliers as partners (Bestefield-Sacre et al., 2011).
6. Establish performance measure for the processes (Bestefield-Sacre et al., 2011). Management must
participate in the quality program. A program council must be established to develop a clear Vision, set
long-term goals, direct the program. Quality goals are included in the business plan. An annual quality
improvement program is established and involves input form the entire work force (Bestefield-Sacre et
al., 2011). The key to an effective total quality management program is tits focus in the customer. An
excellent place to start is by satisfying internal customer. We must listen the “voice of the customer
and emphasize design quality and defect prevention (Bestefield-Sacre et al., 2011). TQM is an
organization-wide challenge that is everyone’s responsibility. All personnel must be trained in TQM,
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statistical process control (SPC), and other appropriated quality improvement skill so they effectively
participate on the project teams. Including internal customer and, for matter, internal supplier on
project team is an excellent approach. People must come to work not only to do their jobs, but also to
think about how to improve their job. People must be empowered at the lowest possible level to
perform processes in an optimum manner (BestefieldSacre et al., 2011). There must be continual
striving to improve all business and production processes. Quality improvement project, such as on-time
delivery, order entry efficiency, billing error rate, customersatisfaction cycle time, scrap reduction, and
supplier management, are good place to begin (Bestefield-Sacre et al., 2011).
Technical such as SPC, benchmarking, quality function deployment, ISO 9001, and design experiments
are excellent for problem solving (Bestefield-Sacre et al., 2011).
Performance measures such as uptime, percent nonconforming, absenteeism, and customer
satisfaction should be determined for each functional area. These measures should be posted for
everyone to see (Bestefield-Sacre et al., 2011).
B. Awareness
An organization will not begin the transformation to TQM until it is aware that the quality of the project
or service must be improve. Awareness comes about when an organization loses market share or
realized that quality and productivity go hand-in-hand. It also occurs if TQM is mandated by the
customer or if manager realize that TQM is a better way to run a business and compete in domestic and
world markers (Bestefield-Sacre et al., 2011).
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Figure 1.1. Total Quality Management Source:
https://welearnindia.wordpress.com/2015/03/30/history-and-elements-of-tqm/
Lesson 2. What is Quality
A. Quality
Customer that are business will define quality very clearly using specification, standards, and other
measures. This makes the point that quality can defined and measured. Although few consumers could
define quality is asked, all know it when they see it. This makes the critical point that quality is in the eye
of the beholder. With the total quality approach customers ultimately define quality (Dundon &
Wilkinson, 2020).
Quality has been defined in a number of different ways by a number of different people and
organization (Dundon & Wilkinson, 2020).
1. Performance to the standard expected by the customer (Smith, n.d) (Dundon & Wilkinson, 2020).
2. Meeting the customer’s needs the first time and every time, General Services Administration (GSA)
(Dundon & Wilkinson, 2020).
3. Providing our customers with products and services that consistently meet their needs and
expectations (Dundon & Wilkinson, 2020).
4. Doing the right thing right the first time, always striving for improvement, and always satisfying the
customer, U.S. Department of Defense (DOD) (Dundon & Wilkinson, 2020).
Quality is dynamic state associated with products, services, people, processes, and environments that
meets or exceeds expectations and helps produce superior value. When the expression “quality” is used,
we usually think in terms of an excellent product or service that fulfills or exceed or expectations. These
expectations are based on the intended use the selling price (Dundon & Wilkinson, 2020).

Unformatted Attachment Preview

PRINCIPLES AND CONCEPT OF QUALTY AWARENESS AND MANAGEMENT Introduction Quality Management is an enhancement to the traditional way of doing business. It is a proven technique to guarantee in world-class competition. Only by changing the actions of management will the culture and actions of an entire organization be transformed. Total quality management is for the most part common sense. Module I describe the art of total quality management and the philosophy and a set of guiding principle that represent the foundation of continuously improving organization. It is the application of quantitative methods and human resources in improve all the processes within an organization and exceed customer needs and in the future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under a disciplined approach. Learning Outcomes At the end of this module, students should be able to: 1. Understanding the basic concepts of quality awareness. 2. Understand the Total Quality Management or TQM. 3. Brief overview of TQM framework. 4. Describe the benefits of TQM Lesson 1. Introduction to Quality Awareness and Management A. Quality Management Basic Approach 1. A committed and involve management to provide long-term top-to-bottom organization support (Bestefield-Sacre et al., 2011). 2. An unwavering focus on the customer, both internally and externally (BestefieldSacre et al., 2011). 3. Effective involvement and utilization of the entire work force (Bestefield-Sacre et al., 2011). 4. Continuous improvement of the business and production process (Bestefield-Sacre et al., 2011). 5. Treating suppliers as partners (Bestefield-Sacre et al., 2011). 6. Establish performance measure for the processes (Bestefield-Sacre et al., 2011). Management must participate in the quality program. A program council must be established to develop a clear Vision, set long-term goals, direct the program. Quality goals are included in the business plan. An annual quality improvement program is established and involves input form the entire work force (Bestefield-Sacre et al., 2011). The key to an effective total quality management program is tits focus in the customer. An excellent place to start is by satisfying internal customer. We must listen the “voice of the customer” and emphasize design quality and defect prevention (Bestefield-Sacre et al., 2011). TQM is an organization-wide challenge that is everyone’s responsibility. All personnel must be trained in TQM, statistical process control (SPC), and other appropriated quality improvement skill so they effectively participate on the project teams. Including internal customer and, for matter, internal supplier on project team is an excellent approach. People must come to work not only to do their jobs, but also to think about how to improve their job. People must be empowered at the lowest possible level to perform processes in an optimum manner (BestefieldSacre et al., 2011). There must be continual striving to improve all business and production processes. Quality improvement project, such as on-time delivery, order entry efficiency, billing error rate, customersatisfaction cycle time, scrap reduction, and supplier management, are good place to begin (Bestefield-Sacre et al., 2011). Technical such as SPC, benchmarking, quality function deployment, ISO 9001, and design experiments are excellent for problem solving (Bestefield-Sacre et al., 2011). Performance measures such as uptime, percent nonconforming, absenteeism, and customer satisfaction should be determined for each functional area. These measures should be posted for everyone to see (Bestefield-Sacre et al., 2011). B. Awareness An organization will not begin the transformation to TQM until it is aware that the quality of the project or service must be improve. Awareness comes about when an organization loses market share or realized that quality and productivity go hand-in-hand. It also occurs if TQM is mandated by the customer or if manager realize that TQM is a better way to run a business and compete in domestic and world markers (Bestefield-Sacre et al., 2011). Figure 1.1. Total Quality Management Source: https://welearnindia.wordpress.com/2015/03/30/history-and-elements-of-tqm/ Lesson 2. What is Quality A. Quality Customer that are business will define quality very clearly using specification, standards, and other measures. This makes the point that quality can defined and measured. Although few consumers could define quality is asked, all know it when they see it. This makes the critical point that quality is in the eye of the beholder. With the total quality approach customers ultimately define quality (Dundon & Wilkinson, 2020). Quality has been defined in a number of different ways by a number of different people and organization (Dundon & Wilkinson, 2020). 1. Performance to the standard expected by the customer (Smith, n.d) (Dundon & Wilkinson, 2020). 2. Meeting the customer’s needs the first time and every time, General Services Administration (GSA) (Dundon & Wilkinson, 2020). 3. Providing our customers with products and services that consistently meet their needs and expectations (Dundon & Wilkinson, 2020). 4. Doing the right thing right the first time, always striving for improvement, and always satisfying the customer, U.S. Department of Defense (DOD) (Dundon & Wilkinson, 2020). Quality is dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value. When the expression “quality” is used, we usually think in terms of an excellent product or service that fulfills or exceed or expectations. These expectations are based on the intended use the selling price (Dundon & Wilkinson, 2020). Name: Description: ...
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