LECTURE OUTLINE

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LECTURE OUTLINE LECTURE NOTES

C. ►

Total Quality Management LEARNING OBJECTIVE 3

Explain the concept of Total Quality Management (TQM).

(Text page 341-343)

1.

Total quality management (TQM)

is a management philosophy that empha sizes “managing the entire organization so that it excels in all dimensions of products and services that are im portant to the customer.” 2. TQM is an organization-wide emphasis on quality as defined by the customer. 3. Everyone from the CEO to the lowest level employee must be involved. 4. TQM is a way of thinking about how people view their jobs and quality throughout the organization.

PROGRESS CHECK QUESTIONS

(Text page 342)

1.

What are the two aspects to an effective operating system? 2.

3.

4.

Why is quality a relative term? Explain the term total quality management (TQM). List the 14 points that Deming believed are needed to achieve quality in an organization. D.

Implementing TQM

1. Popular approaches for implementing TQM are based on the work of the three “quality gurus,” Deming, Joseph M. Juran, and Philip Crosby. a. The

Deming method

emphasizes statistical quality control through employee empowerment. b. The Ju

ran method

emphasizes: i. the reformulation of attitudes

BONUS CASE 12-1 Quality: America Is Back

Quality will remain a major focus in the 21 st century because America is starting to listen to its experts – as Japan did. See complete case, discussion questions, and suggested answers on page 12.

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of this manual.

POWERPOINT 12-6 Total Quality Management

(Refers to text pages 341-

343)

LECTURE LINK 12-2 The Military Learns from NASCAR

Improvement ideas can come from unexpected sources. For example, the military is studying processes used in NASCAR racing. See complete lecture link on page 12.

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of this manual.

LECTURE OUTLINE LECTURE NOTES

ii. comprehensive controls iii. annual objective reviews c. The

Crosby method

emphasizes conformance to requirements and zero defects. 2. The best approach to TQM is to tailor the process to each application. 3. Some traditionalists resist TQM. 4. Common barriers to adopting TQM: a. a lack of consistency of purpose on the part of management b. an emphasis on short-term profits c. an inability to modify personnel review systems d. mobility of management e. lack of commitment to training and failure to install change-oriented leadership f. excessive costs

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