Total QualityManagement

Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.

TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations

Total quality control"Total quality control", also called total quality management, is an approach that extends beyond ordinary statistical quality control techniques and quality improvement methods. It implies a complete overview and re-evaluation of the specification of a product, rather than just considering a more limited set of changeable features within an existing product. If the original specification does not reflect the correct quality requirements, quality cannot be inspected or manufactured into the product.

The design of a pressure vessel should include not only the material and dimensions, but also operating, environmental, safety, reliability and maintainability requirements, and documentation of findings about these requirements.

Quality management framework

Quality Management Framework or QMF is a tool to aid in the successful delivery of products and services across the enterprise.

The QMF standardises processes, allowing for increased efficiencies (faster and less cost) in bringing new products to the market place.

These processes strengthen supplier management techniques in addition to robust cost control, thereby improving our overall profit.

To be successful implementing TQM, an organization must concentrate on the eight key elements:

1. Ethics2. Integrity3. Trust4. Training5. Teamwork6. Leadership7. Recognition8. Communication

Business Quality Management

1. Quality in business, engineering and manufacturing has a pragmatic interpretation as the non-inferiority or superiority of something; it is also defined as fitness for purpose.

2. Quality is a perceptual, conditional and somewhat subjective attribute and may be understood differently by different people.

3. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace.

4. Producers might measure the conformance quality, or degree to which the product/service was produced correctly.

5. Support personnel may measure quality in the degree that a product is reliable, maintainable, or sustainable

STRATEGIC COMPETITIVE ADVANTAGE

GE ( General Electric) has implemented 6 sigma an count the dramatic changes.

Operating margin rose from 9.8% to 5.5%. Variable manufacturing cost fall 50%. On time delievery improve 85% Product quality improve 87%. Billing mistake fall 87%. Late delievery to customer decline by 85%.

5 Ways to Improve Quality

1. Make a commitment.    .

2 Track mistakes.

If you are going to commit to quality, first you must define exactly what quality is. For manufacturers, this process involves statistical quality control, the process of setting a product's specifications and then sampling a small number of units from the production line to see how closely they measure up to those specs. Standards are set and, if too much deviation occurs (or if quality appears to be trending in the wrong direction), the manufacturing process is altered.

3. Invest in training.An old saw of the quality movement is that any business with a quality control department is doomed to poor performance, for it has demonstrated to every other employee that quality is not his or her chief concern. Instead, quality experts recommend that businesses train workers at all levels to look for ways to improve quality and to ameliorate problems.

4. Organize quality circles.

Your staff members may roll their eyes at the introduction of such a dated technique, but organizing employees into quality circles can be an effective way to identify and address problems. Simply put, quality circles are groups of employees who are encouraged to assess processes and recommend improvements, all with the goal of promoting quality, efficiency, and productivity.

5.Have the right attitude.Too many people turn the quest to improve quality into something oppressive. No less an authority than Deming rejected the idea that the quality management had to be dreary and involve a lot of negativity. "The prevailing system of management has crushed fun out of the workplace," Deming moaned in an interview in the 1990s.