Lecture Note
From Quality Management to Total Quality Management “TQM”
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University:
Liberty University -
Course:
BUSI 101 | Introduction to Business Academic year:
2024
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Views:
281
Pages:
10
Author:
Patel R.
F rom quality management to total quality management “TQM”
ith the evolution of the concept of quality, we speak of Total Quality
W
M anagement. It is an approach that aims for permanent and total
progress. As a result, organizations must continually improve their
performance.
I-
Quality and total quality management concepts
A-Definition of quality management
ccording to ISO 9000: 2000, quality management is defined as all
A
“coordinated activities making it possible to guide and control an
organization in terms of quality”.
his orientation of the organization in terms of quality generally involves
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the establishment of a quality policy and quality objectives, quality
planning, quality control, quality assurance and quality improvement,
thus constituting the missions and components of quality
management. In this sense, companies that want to improve the quality of their
products, in order to remain competitive and efficient, must
emphasize the mobilization of their staff and put quality improvement
at the center of their general policy.
hey must also take into account another key factor which is the
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ability to bring together all the people and teams participating in
the strategy and objectives of the company, in order to achieve
the total quality in view. to satisfy the customer.
In all these actions, management must play a leading role.
B- Definition of total quality management
he term “total” means that all functions of the company must be
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involved from the top down, and that all stakeholders must be satisfied.
Indeed, the concept of “total quality management»> (in English
“Total Quality Management”, denoted TQM, designates the
implementation of a business project based on a quality approach
mobilizing all staff, that is to say a global strategy by which the The
entire company does everything it can to satisfy its beneficiaries, as
well as quality, cost and deadlines. The purpose of total quality
management therefore necessarily involves the development of a
“quality spirit” shared by all.
otal quality, for a company, is a policy which aims at the
T
permanent mobilization of its members to improve:
- t he quality of its products and
- s ervices; the quality of its operation;
- the quality of its objectives in relation to the evolution of
its environment”
or this purpose, we retain the definition of “total quality management”
F
which was proposed by Jacques Chové and which was adopted by
Afnor: “Mode of management of an organization, centered on quality,
based on participation of all its members and aiming for long-term
s uccess through customer satisfaction and benefits for the members of
the organization and for society.
C- The principles of quality management 1 -
Customer orientation:the company must concentrate
its efforts on identifying the needs of its customers and even
exceed their expectations in order to satisfy them.
- L eadership:management must create the conditions to train
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its teams in a dynamic that allows defined objectives to be
achieved.
- Implication:s taff: People at all levels are the very essence of
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an organization, and full involvement on their part allows their
abilities to be used for the benefit of the organization.
- The process approach:An expected result is achieved more
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efficiently when related resources and activities are managed as a
process.
5 -
M anagement by system approach:the effectiveness and
efficiency of an organization requires the identification, understanding
and management of the process system.
- Continuous improvement:continuous improvement must be a
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permanent objective for the company. We can talk about the DEMING
wheel or PDCA (Plan, Do, Chek, Act), considered the tool par
excellence for quality management.
- The factual approach to decision-making:Decision-making
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must be based on reliable information after analysis and
u nderstanding.
. Mutually beneficial relationships with suppliers:An organization
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and its suppliers are interdependent, and mutually beneficial
relationships increase the capabilities of both organizations to
create value.
II-T he quality approach:
A- Definition of a quality approach
roducing quality products cannot be decreed, quality results from
P
an approach. Not only must we be able to achieve the quality
required by the customer, but we must also put in place a system to
s ustain what has been put in place. he quality approach is a dynamic of progression which aims to
T
achieve greater customer satisfaction. It concerns not only the core
business, but also the culture and values of the organization, its
management and its organization, its strategy and its positioning in
the territory, its human and financial resources.
he quality approach is the set of actions to be undertaken to improve
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quality. Its aim will be to ensure a job well done in all circumstances
from preparation (i.e. from the launch of the product) to follow-up
(control, after-sales service), including execution ( production and
distribution). This approach will therefore concern all of the company's
departments and not just the quality department. Ultimately, this will
h elp build customer loyalty and minimize the costs of obtaining quality.
The quality approach is therefore a tool for change creating a
dynamic of continuous progress in the operation of the company
(internal quality), and the satisfaction of its customers (external
quality). This promotes the sustainability and development of the
company
The quality approach is characterized by the fact that it is:
- A
true participatory business project, it must be supported by
management and involve all staff.
- Participative, it engages the manager and mobilizes the entire
team
- Dynamic, it creates a collaborative state of mind concerned
with improvement which is gradually incorporated into daily
professional practices. B- Steps for implementing a quality approach
he implementation of a company's quality approach can be
T
carried out in four main phases, namely:
Phase 1- Engage in preliminary reflection: define the state of play,
identify the issues, generate commitment from management
quality approach is a process of profound and progressive change.
A
This is an essential prerequisite for any business project. It is obviously
appropriate for the service management to be clear on the tactical
issues and on its desire to engage in such an approach, as well as on
the purpose of this approach.
Indeed, management expresses its commitment to progress in terms
of customer satisfaction, but also and above all the directions it
wishes to give to the quality approach within its team, because there
is not one
>
> but quality approaches. Each quality system is in fact the
fingerprint of the company. Management must clearly display its
desire and direction to give to what we will call “quality policy”. And
this quality policy must find its place in the company's strategy:
- W
hat is management's plan for the company? What
- place will be given to customers?
- W hat do we want to do/improve for them? And for this,
internally, where do we want to turn?
Phase 2- Define the framework for implementing the approach
After clarification and sharing of the purpose, then validation of
management's commitment, the quality approach remains to be built.
This involves defining the types of actions to be launched, the sector
and the material and human resources to be provided to ensure their
implementation, setting up communication to support the approach
and, finally, the training to be undertaken. and the people concerned.
t this stage, communication is more than essential to encourage
A
s taff ownership of the purpose of the approach.
Phase 3: Organize and launch the first quality actions
hese quality actions aim to improve the quality of products and
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s ervices. They rely on tools, or even specific methods based on the
areas of quality development: listening to customers, improving
processes, and involving staff.
Phase 4: Ensure management
To ensure consistency between actions and ensure their relevance,
effective management must be organized. This management is based,
on the one hand, on the development of a global, organized and
formalized system, which integrates all quality actions and allows their
monitoring. We are talking about operational management; and on the
other hand, on the measurement and evaluation of results, extreme
monitoring and knowledge of the evolution of the expectations of different customers. We are talking about strategic management.
III-Continuous improvement
In a constantly changing context marked by increased competition, it is
v ital for each company to implement actions
allowing it to improve continuously to remain competitive and efficient.
A- Definition of continuous improvement
According to the ISO 9000 standard, continuous improvement
is a recurring activity carried out to improve performance.
Indeed, continuous improvement is an essential approach to
guarantee the sustainability of management systems and the
improvement of the performance of any company.
he main founding fathers of quality appear in Japan, mainly
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Deming and Juran. It is Japan which has integrated the quest for
quality into everyday business life, notably with Kaizen (small steps
or continuous improvement) and quality circles. Kaizen proposes a
“progressive revolution” hence the term “continuous, based on
concrete improvements on a daily basis
- PDCA, an essential tool for continuous improvement The
B
continuous improvement process is often represented graphically,in
the form of a “Deming Wheel” also known as PDCA. It is a theoretical concept, a methodology based on the notion of cycle
and developed by William Edwards Deming (1900-1993), the man who
discovered the quality Deming is undoubtedly the most recognized
author in the history of quality because his ideas were first widely
recognized in Japan and then 30 years later in the United States. This
method can be defined as an approach based on four stages and
whose main objective is the continuous improvement of any activity,
the permanent acquisition of knowledge. These steps are symbolized
by the letters PDCA (Plan, Do, Check, Act) . “Plan” to plan, foresee:The stage is that of formulating objectives.
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These goals are measurable. We plan what we want to do, the results
to achieve and the means to achieve them. It is therefore a question
of defining what needs to be improved and the objectives to be
achieved. For example: reduce delivery times by one day.
This step also includes the identification of the key actions that
must be undertaken to achieve these objectives: here we are
talking about the notion of an action plan which defines who does
what and within what time frame.
- “Do” to do:The s econd s tage is that of implementing the
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actionsplannedintheactionplan.Itinvolvesdeveloping,carrying
out and implementing planned actions.
- Check to control:The third step is that of verifying the
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implementation and results. Monitoring the implementation of actions
and measuring results is based on information provided by quality
indicators and the results of internal audits. The dashboard plays a key
role here
- Act To act:the fourth step is the search for points of
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improvement. It must lead to a new project to be carried out, therefore
a new plan to be established. It is therefore indeed a cycle that we
represent using a wheel.
Once the PDCA is completed, a new cycle is started. Each step
leads to the other, and aims to establish a virtuous circle of
continuous progress. The implementation of the complete cycle
makes it possible to constantly improve the quality of a product, a
s ervice, or a company.
Improvement actions therefore include the following elements: 1)
Analysis and evaluation of the existing situation to identify areas for
improvement
2 )E stablishing objectives.
3 )Search for possible solutions to achieve these objectives.
4 )E valuation of these solutions and selection.
5 )Implementation of the chosen solution. 6 )
M easurement, analysis and evaluation of results to
determine whether objectives have been achieved.
7 )Formalization of changes.
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