Philosophy of Management
These efforts are seen by some as based on the faulty assumption that process and tasks that lead to the desired quality are already understood, but control of the production process will not help an organization meet its market goals if the customer is not satisfied with the product.

Quality improvement and quality assurance are two different entities (Schlenker). A quality assurance system is a group of activities designed to ensure the production of goods that meet pre-established requirements. It guarantees the customer a quality product by measuring conformance with process and performance specifications. Quality improvement, on the other hand, refers to all efforts directed to increasing the effectiveness and efficiency in meeting the customers expectations, and is a continuous process to achieve a better understanding of the market, to be innovative in processes used and products generated, to manage and distribute materials and products, and to provide service to customers. Quality improvement will only be successful if every member of the organization understands the needs of their customers, both internal and external. Continuing dialogue and negotiation with the customer, and measurement of products and services against customer's expectations are needed to maintain quality improvements.

Many of the early TQM concepts were developed by Dr. W. Edwards Deming, an American statistician wh

 

By applying all these principles throughout a company, there is TQM management.

Deming did not like the idea of management objectives with the emphasis on chains of command, and work standards and quotas (Schlenker). He believed that with managing-by-objectives (MBO), people get caught up in projecting themselves and worry about the product more than about what the customer wants. With the change in focus brought about by employing TQM, the manager's role is to enable employees to do the best possible job, foreseeing and eliminating barriers that get in the way, and learning to apply their expertise they have gained through working with processes and customers on a daily basis. Deming projected the demand for Japanese products using this system would grow significantly in the next five years - it took only four, proving the success of TQM in increasing productivity.

Arroba, Tanya, & Kim, James. "Helping others cope with pressure at work." Target Management Development. 5(5) (1992): 30-33)

Schlenker, Judith Ann. "Total Quality Management." 2005. 22 Apr. 2005.

 
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