Total quality control, or sometimes referred by the acronym of TQM - total quality management - is a comprehensive and structured approach to the management of quality control processes that aims to refine and improve the quality of products through continuous response and feedback mechanisms, combined with ongoing adjustments to the production process. In short, it's a buzzwords for managing quality control.
Originating in the manufacturing sector, the TQM process has been standardized by the ISO9000 committee, and can now be applied to almost any kind of organization - even those that supply a service rather than a physical good. Some examples of application in the service industry include schoosl, highway management and maintenance, hotels, and even churches!
The TQM processes can be broken down into 4 distinct stages, characterized by another acronym - the PDCA cycle. This consists of:
- Planning
- Do
- Check
- Act
Briefly, during the planning phase, the problem is defined and relevant data is collected. From this, the root cause of the problem should be established.
In the "do" phase, a solution to the problem is decided upon and implemented. At this point, it is also important to establish criteria upon which the effectiveness of the determined solution can be measured.
In the checking phase, results of implementing the solution should be thoroughly compared with comprehensive before and after data.
The final acting phase is about documenting the results and the changes that led to those results, and informing others about the changes. In addition, recommendations will be made at this stage with regards to the next PDCA cycle.
TQM is only as strong as the sum of it's parts, though. TQM generally works on the understanding that quality management is the responsibility of everyone involved in the creation and consumption of the goods and services of the organisation - this includes the managers, shop floor workers, factory workers, distributors, and of course the customers themselves. It is only by the co-operation of all the parties involved that custom expectations can be exceeded.
There are a number of common practices currently associated with TQM:
- Cross-functional product design, whereby design teams are trained in multiple disciplines to ensure they are designs products with the manufacturing process in mind, rather than simply from a design point of view.
- Process management is a topic of it's own, but essentially involves measuring the effectiveness of business processes and refining them.
- Supplier quality management concerns the raw materials of component parts suppliers - obviously, if a product consists of poor quality parts, then the end product cannot be much better. Hence the involvement of all parties.
- Customer involvement is self explanatory, but may include things such as focus groups and surveys.
- Committed leadership ensures that the right decisions are made at the right time, with no delays that could harm the quality management process.
- Strategic planning is overarching idea of implementing quality related changes company wide through policy and strategy adjustments, as well as people. It encompasses the notion that quality management is not simply about reducing the number of manufacturing defects, but about changing attitudes.
- Employee involvement
Originating in the manufacturing sector, the TQM process has been standardized by the ISO9000 committee, and can now be applied to almost any kind of organization - even those that supply a service rather than a physical good. Some examples of application in the service industry include schoosl, highway management and maintenance, hotels, and even churches!
The TQM processes can be broken down into 4 distinct stages, characterized by another acronym - the PDCA cycle. This consists of:
- Planning
- Do
- Check
- Act
Briefly, during the planning phase, the problem is defined and relevant data is collected. From this, the root cause of the problem should be established.
In the "do" phase, a solution to the problem is decided upon and implemented. At this point, it is also important to establish criteria upon which the effectiveness of the determined solution can be measured.
In the checking phase, results of implementing the solution should be thoroughly compared with comprehensive before and after data.
The final acting phase is about documenting the results and the changes that led to those results, and informing others about the changes. In addition, recommendations will be made at this stage with regards to the next PDCA cycle.
TQM is only as strong as the sum of it's parts, though. TQM generally works on the understanding that quality management is the responsibility of everyone involved in the creation and consumption of the goods and services of the organisation - this includes the managers, shop floor workers, factory workers, distributors, and of course the customers themselves. It is only by the co-operation of all the parties involved that custom expectations can be exceeded.
There are a number of common practices currently associated with TQM:
- Cross-functional product design, whereby design teams are trained in multiple disciplines to ensure they are designs products with the manufacturing process in mind, rather than simply from a design point of view.
- Process management is a topic of it's own, but essentially involves measuring the effectiveness of business processes and refining them.
- Supplier quality management concerns the raw materials of component parts suppliers - obviously, if a product consists of poor quality parts, then the end product cannot be much better. Hence the involvement of all parties.
- Customer involvement is self explanatory, but may include things such as focus groups and surveys.
- Committed leadership ensures that the right decisions are made at the right time, with no delays that could harm the quality management process.
- Strategic planning is overarching idea of implementing quality related changes company wide through policy and strategy adjustments, as well as people. It encompasses the notion that quality management is not simply about reducing the number of manufacturing defects, but about changing attitudes.
- Employee involvement
