Who invented total quality management

In other words, managers set policies and make key decisions only with the input and guidance of the subordinates that will have to implement and adhere to the directives. This technique improves upper management's grasp of operations and, more importantly, is an important motivator for workers who begin to feel like they have control and ownership of the process in which they participate.

Continuous process improvement, the second characteristic, entails the recognition of small, incremental gains toward the goal of total quality. Large gains are accomplished by small, sustainable improvements over a long term. This concept necessitates a long-term approach by managers and the willingness to invest in the present for benefits that manifest themselves in the future. A corollary of continuous improvement is that workers and management develop an appreciation for, and confidence in, TQM over a period of time.

Teamwork, the third necessary ingredient for the success of TQM, involves the organization of cross-functional teams within the company. This multidisciplinary team approach helps workers to share knowledge, identify problems and opportunities, derive a comprehensive understanding of their role in the over-all process, and align their work goals with those of the organization. Jablonski offers a five-phase guideline for implementing total quality management: preparation, planning, assessment, implementation, and diversification.

Each phase is designed to be executed as part of a long-term goal of continually increasing quality and productivity. Jablonski's approach is one of many that has been applied to achieve TQM, but contains the key elements commonly associated with other popular total quality systems. Deming, W. Out of the Crisis. Hiam, Alexander. Prentice Hall, Inc. Hunt, V. Business One Irwin, Jablonski, Joseph R. Implementing TQM. Technical Management Consortium, Inc.

Action was taken to combat the imbalance and the s saw a big emphasis on quality improvement, plus the adoption of new practices such as Just in Time JIT.

By the s, quality improvement methodology that had proved successful in manufacturing was being applied to the working practices of organizations. The s saw the combination of Lean and Six Sigma, plus other continuous improvement methods. Finally, in the s, Continuous Improvement and Quality 4. The following is a timeline of key dates and events in the evolutionary process of quality management certification systems. William Edwards Deming is recognized as the leading management thinker in the field of quality.

His philosophy espouses cooperation, and continual improvement for both individuals and organizations. An essential element is that it avoids apportioning blame, but instead recognizes mistakes as opportunities for improvement. Juran has a well-deserved reputation as the founder of a range of quality management techniques. His quality management approach is based on three key principles: the Pareto principle ; quality management principles; and the Juran Trilogy — quality planning, quality control, and quality improvement.

Armand V. Feigenbaum is known for his work on total quality control, and quality costs. Walter A Shewhart honed his skills while working at Bell Telephone, where his work focused on reducing variation in a manufacturing process. Shigeo Shingo was a frontrunner in continuous process improvement and operational excellence. His ideas have impacted Lean Six Sigma principles such as increasing operational efficiency, and nurturing a culture of continuous process improvement.

Philip Crosby found fame on publication of his book Quality is Free, in It constitutes an efficient technique for designing product tests prior to the commencement of manufacturing, so ensuring quality, not defect, is designed in. In he was awarded the Deming Application prize. Kaoru Ishikawa introduced the concept of quality circles and was a fervent believer in the need for quality to be company-wide. He is arguably best-known for the Ishikawa Diagram — also known as the fishbone or cause and effect diagram — used to identify the root cause of an event and commonly employed in quality defect prevention initiatives.

Joseph A. Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations. TQM is considered a customer-focused process that focuses on consistently improving business operations. It strives to ensure all associated employees work toward the common goals of improving product or service quality, as well as improving the procedures that are in place for production.

Special emphasis is put on fact-based decision making, using performance metrics to monitor progress; high levels of organizational communication are encouraged for the purpose of maintaining employee involvement and morale. While TQM originated in the manufacturing sector, its principles can be applied to a variety of industries. With a focus on long-term change rather than short-term goals, it provides a cohesive vision for systemic change.

With this in mind, TQM is used in many industries, including, but not limited to, manufacturing, banking and finance, and medicine. These techniques can be applied to all departments within an individual organization as well.

This helps ensure all employees are working toward the goals set forth for the company, improving function in each area. Involved departments can include administration, marketing, production, and employee training. TQM oversees all activities and tasks needed to maintain a desired level of excellence within a business and its operations. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement measures.

A kanban is a physical signal that creates a chain reaction, resulting in a specific action. Toyota used this idea to implement its just-in-time JIT inventory process. To make its assembly line more efficient, the company decided to keep just enough inventory on hand to fill customer orders as they were generated.

Therefore, all parts of Toyota's assembly line are assigned a physical card that has an associated inventory number. Right before a part is installed in a car, the card is removed and moved up the supply chain, effectively requesting another of the same part.

This allows the company to keep its inventory lean and not overstock unnecessary assets. Effective quality management resulted in better automobiles that could be produced at an affordable price.

Intrinsic to Juran's message is the belief that quality does not happen by accident; it must be planned. Juran sees quality planning as part of the quality trilogy of quality planning, quality control, and quality improvement.

Juran's formula for results is to establish specific goals to be reached, and then to establish plans for reaching those goals; assign clear responsibility for meeting the goals; and base the rewards on results achieved.

Philip Crosby. Philip Crosby is another major contributor to the quality movement. In , he left ITT International Telephone and Telegraph and wrote his book, Quality is Free, in which he argues that dollars spent on quality and the attention paid to it always return greater benefits than the costs expended on them. Whereas Deming and Juran emphasized the sacrifice required for a quality commitment, Crosby takes a less philosophical and more practical approach, asserting instead that high quality is relatively easy and inexpensive in the long run.

Crosby is the only American quality expert without a doctorate. Unlike Deming and Juran, Crosby argues that quality is always cost effective. Like Deming and Juran, Crosby does not place the blame on workers, but on management. It provides managers with actual concepts that can help them manage productivity and quality.