TQM is a philosophy; a management practice that aims to satisfy consumers by involving employees, coherent governance and a commitment to continuous improvement. In native Japan in the 1950s, the concept of TQM was first passed through an application of methods of statistical controls, before Juran, Deming and Feigenhaum considered an application in each aspect of the exchange of all business functions (Birth of TQC, Bendell 1991). It was not until the late 80s that the concept of TQM was born and was defined as a means of improving the performance and quality of an organization (Hunt); a systematic approach to managerial practices, (Olian and Rynes); or an alternative to management by control (Price).
The first step in the process leading to the implementation of TQM in the Thomson plant was to unite the team around the project. Zbaracki clarifies this concept would have the socially legitimate goal of improving quality without applying well-defined routines. Selznick defines institutions as a set of structures and processes that provides stability and direction necessary to enable individuals and organizations to accept certain values and norms as legitimate. The TQM approach would therefore legitimize the organization.
The definition that is most often used is the one given by Hill (1991).TQM is a method of discipline cases, a management philosophy that puts in place a continuous improvement through the participation and involvement of employees in order to satisfy consumers in a market.
TQM is based on several principles:
-The needs of customers, whether internal or external; we consider in this context a network of customer-supplier relationships linking all workstations. We consider a needs-based satisfaction of the trio of stakeholders: customers, shareholders and staff. Needs are described as latent or expressed needs. It then seeks to discover these needs, and take them into account in the design process of products and services to which they respond.
-The analysis and process control; More recently, the evolution of customer-supplier relationship set forth above has given way to an approach of control and process improvement. The process chain is the site of coordination problems, leading to major sources of poor quality.
-Continuous improvement of quality; Quality must be analyzed on the basis of compliance between what is produced and what is expected. The difference is the result of a malfunction which the quality management must address. Moreover, improved quality can also be at stake in the design, since it is a fundamental step in the production process needs.
-Staff involvement and group work; The Japanese were the first to act on this principle. It emanates from the simple fact that all the processes apply to both positions at the company level, and at the individual level, to encourage interaction between different services.
-Base its management on the facts; This principle highlights the fact that it is necessary to base management on specific facts and be really approachable, rather than opinions more or less tacit, in order that all actors involved in the process interpret the facts objectively .
[...] finding the balance between supply and contractual an application that attaches to them. D / TQM Approach • "hard" approach Based on continuous improvement through the use of statistical methods • "soft" approach Based on management, employee engagement and cultural change E / Basis of TQM • The commitment of managers Managers need to understand the importance of employee quality; they must also help them develop this concept in strategic terms. Another important role that managers have to ensure is to establish achievable quality standards and to provide the necessary training. [...]
[...] One commenter suggested that it was because the writing is, in this culture, an almost sacred. On the design of power, Georges Auguste evokes corruption and abuse of power with which he was confronted. Again, the success of the TQM method was performed on the adaptation of this design company as equal treatment and the team was privileged. Conclusions : Key factors for successful implementation of the TQM method in the company resided in the manager's ability to respond appropriately and to adapt to its environment, culture. [...]
[...] Methods: survey techniques, sampling, analysis • Taking into account the market. Juran speaks of quality planning to describe the different steps that lead to a need to move from a product launched to meet manufacturing. In the late 1980s, the QFD approach moved from design, development and manufacturing. It involves the participation of various stakeholders. It aims at a comprehensive, general, and not individual analysis. Methods: in offices: experimental design, studies predicted reliability, technical analysis, value analysis. • Control of the production process. [...]
[...] The involvement of management in the process was ensured. To mobilize the entire staff around a common interest (applying TQM), Georges Auguste nevertheless established an incentive system to reward "good deeds" (convergence of interest). B / Downsizing and TQM To increase productivity, the decision was made to downsize. The job cuts, objectives and motives were then quickly and clearly presented. Management also sought to make these redundancies more "tolerable" by the introduction of premium for voluntary departure or training / outplacement. [...]
[...] The text emphasizes three different modes of Quality Management including analysis and control management processes. The Thomson plays on this criterion by organizing itself as a network of processes. That is to say that SGS Thomson will make his management style adapts to any quality defect: in case of problems high scrap rates) and the company will identify the real cause the problem. Thus it is not going to find out who is at fault, but why this problem happened. [...]
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