CHAPTER 9

• Total Quality Management - refers to management methods used to enhance quality and productivity in organizations, particularly businesses.
• Total Quality Management - is a comprehensive system approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers.
• Total Quality Management - is only one of many acronyms used to label management systems that focus on quality.
• Total Quality Management - provides a framework for implementing effective quality and productivity initiatives that can increase the profitability and competitiveness of organizations.
• TQM - is also subject to criticisms.
• processes - are the key to delivering quality of products and services to customers.
• processes - are a key linkage between the enablers of planning (leadership driving policy and strategy, partnerships and resources), through people into the performance of people, society, customers and key outcomes.
• four Ps - form the basis of a simple model for TQM and provide the ‘hard management necessities’ to take organizations successfully into the twenty-first century.
• three Cs - From the early TQM frameworks, however, we must not underestimate the importance of the
• 3 c's

  culture

  communication

  commitment
• culture - shared values, beliefs, behavior, practices that shapes us
• communication - vital link between every departments
• commitment - don't do it for compliance or because someone is watching you. do it actively and personally
• TQM model - based on the extensive work done during the last century, provides a simple framework for excellent performance, covering all angles and aspects of an organization and its operation.
• Performance - is achieved, using a business excellence approach, and by planning the involvement of people in the improvement of processes.
• tqm model

  A) planning

  B) performance

  C) process

  D) people

  E) culture

  F) communication

  G) commitment

  
• Planning – the development and deployment of policies and strategies; setting up appropriate partnerships and resources; and designing in quality
• Performance – establishing a performance measure framework – a ‘balanced scorecard’ for the organization; carrying out self-assessment, audits, reviews and benchmarking.
• Processes – understanding, management, design and redesign; quality management systems; continuous improvement.
• People – managing the human resources; culture change; teamwork; communications; innovation and learning.
• sound quality policy - together with the organization and facilities to put it into effect, is a fundamental requirement, if an organization is to fully implement TQM.
• Every organization should develop and state its policy on quality, together with arrangements for its implementation. The content of the policy should be made known to all employees. The preparation and implementation of a properly thought out quality policy, together with continuous monitoring, make for smoother production or service operation, minimize errors and reduce waste.
• quality management

  A) management

  B) regular improvement quality

  C) end customer's needs

  D) perception

  E) ability of the organization to meet these needs

  F) bought-in materials

  G) values and process goals

  H) prevention rather than detection philosophy

  I) educate and train for quality improvement

  J) measure customer satisfaction

  K) review the quality management system

  
• quality management system - should apply to and interact with all processes in the organization.
• quality management system - It begins with the identification of the customer requirements and ends with their satisfaction, at every transaction interface.
• ISO 9000 - deals with the fundamentals of quality management systems, including the eight management principles on which the family of standards is based.
• ISO 9001 - is defined as the international standard that specifies requirements for a quality management system (QMS).
• ISO 9001 - It is the most popular standard in the ISO 9000 series and the only standard in the series to which organizations can certify.
• ISO 9001 was first published in?

  1987
• what organization published ISO 9001

  innternational organization for standardization
• the International Organization for Standardization - an international agency composed of the national standards bodies of more than 160 countries.
• September 2015 - The current version of ISO 9001 was released in
• ISO 9001: 2015 - applies to any organization, regardless of size or industry.
• Organizations of all types and sizes find that using the ISO 9001 standard helps them:

  Organize processes

  Improve the efficiency of processes

  Continually improve
• ISO 9001 - helps organizations ensure their customers consistently receive high quality products and services, which in turn brings many benefits, including satisfied customers, management, and employees.
• ISO 9000 - the organization, sinusundan for qms
• ISO 9001 - standars na binibigay
• one of four audience - The people in most organizations fall into ____ groups, each with particular general attitudes towards TQM
• Senior managers - who should see TQM as an opportunity, both for the organization and themselves.
• Middle managers - who may see TQM as another burden without any benefits, and may perceive a vested interest in the status quo.