Thought for the quarter - Punjab National Bank Institute of ...

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e-trackFUTURE DIRECTIONS FOR TOTAL QUALITY MANAGEMENT1Nirupma PathakAssistant Professor, LBSIMDS, Lucknowimportance depending upon theneed or requirement of customer oruser. Some of the importantdefinitions of Quality are as under-AbstractTotal Quality Management is a managementstyle based upon producing quality service asdefined by the customer. TQM is defined as aquality-centered, customer-focused, fact-based,team-driven, senior-management-led process toachieve an organization's strategic imperativethrough continuous process improvement. TQMprinciples are also known as total qualityimprovement, world class quality, continuousquality improvement, total service quality, and totalquality leadership.TQM is not a complete solutionformula as viewed by many – formulas can not solvemanagerial problems, but a lasting commitment tothe process of continuous improvement.The main objective of this research paper is amethod by which management and employees canbecome involved in the continuous improvement ofthe production of goods and services. It is acombination of quality and management tools aimedat increasing business and reducing losses due towasteful practices.1. Introduction1.1 Definition of QualityQuality is a term which has a very wide rangeof meaning depending upon situation andcircumstances. It is a relative term. The quality isgood or bad is decided with respect to the somecontrary ideal one. It has been listen many times thatthe particular item or component failed due to thepoor quality and particular item or component ishaving a very long life due to its good quality. Thequality of a product may have greater or lesserIt is the degree to which thep r o d u c t m e e t s t h erequirement of Customer.It is the fitness of product or services for it'sintended use.The Quality of a product is it's reliability inrespect of it's various characteristics of shape,make, dimensions, finish, utility, durabilityand ease in use to the customer.Quality is the totality of features andcharacteristics of product and services thatbear on its ability to satisfy a given need. (Asper American Society of Quality Control i.e.ASQC, Standards A3 – 1987, Glossary andtable of SQC)The determination of quality is being done bycustomers itself. Following is the model fordetermination of quality by customer wherecustomer determines the quality in two ways i.e. byrequirement and assessment.CustomersCustomer’sAssesmentCustomer’sRequirement1.2 Goal of qualityVendorsQuality feed backInputQuality Feed BackQualitySpecificationProducer’sProcessQuality always spins arround the customers.January-March201116
e-trackThe core issue to start with is that the product andservice should be fit in functionality, performanceand reliability. It should also be to customer fit inrespect to on time delivery, quality and price. At thesame time goal of quality should be customerfocused. The ultimate goal of quality is the customerfocused as given in following models.Product/ service fit – core issue to start with* Functionality *Performance *ReliabilityCustomer Fit – It works as binder for* Time delivery * Quality * PriceGoal of Quality Figure-2Customer Focus – Ultimate goal to•Exceed the customer’s expectation•Understanding the customer’s business•Consulting and training•Organizational alignment1.3 Total Quality Management (TQM)1.3.1 Definition-The word "total" in Total Quality Managementmeans that everyone in the organization must beinvolved in the continuous improvement effort, theword "quality" shows a concern for customersatisfaction, and the word "management" refers tothe people and processes needed to achieve thequality.Total Quality Management is not a program;it is a systematic, integrated, and organizationalway-of-life directed at the continuous improvementof an organization. It is not a management fad; it is aproven management style used successfully fordecades in organizations around the world. TQM isnot an end in itself; it is a means to an organizationalend. Total Quality Management must not be theprimary focus of an organization; it should merely bethe means to achieve organizational goals.Total Quality Management differs from othermanagement styles in that it is more concerned withquality during production than it is with the qualityof the result of production. Other management styleshave different concerns. Some major styles arecompared with TQM as follows.Management-by-Objectives (MBO) emphasizesachieving specified objectives, under the control ofindividual managers. This approach works againstmulti-functional process performance and interfereswith teamwork and quality. TQM is not objectiveoriented,except for its one goal of achievingcontinuous quality improvement.Management-by-Results (MBR) is managementby viewing past results as an indication of futureresults. It has been compared to driving anautomobile in a forward direction while looking inthe rear view mirror. In today's fast-paced, quickchangingbusiness environment, managers cannotrely on past results as a predictor of futureperformance. In contrast, TQM is only concernedwith current results and ways to improve them.M a n a g e m e n t - b y - E x c e p t i o n ( M B E ) i smanagement by identifying specific targets formanagement attention and action. It produces short-term results by reacting to immediate problems, butthere is no analysis of the processes that producedthe problems, so long-term benefits are lost. On theother hand, TQM is more concerned with correctingprocesses that produce problems than it is withresponding to individual problems.1.3.2 History of TQM-Total Quality Management was developed inthe mid 1940s by Dr. W. Edward Deming who at thetime was an advisor in sampling at the Bureau ofCensus and later became a professor of statistics atthe New York University Graduate School ofBusiness Administration. He had little successconvincing American businesses to adopt TQM buthis management methods did gain success inJapan.After World War II, General Macarthur took17January-March2011
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