The total quality (Total Quality Management) consists of the efforts of an entire organization to install and create a permanent climate where employees continually improve their ability to provide products and services that customers find of particular value.
It is the continuous process of reducing or eliminating errors in production, simplifying supply chain management, improving the customer experience, and ensuring that employees are up-to-date with their training..
The focus of the process is to improve the quality of an organization's products, including goods and services, through continuous improvement of internal practices.
Total quality aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.
It was developed by William Deming, a management consultant whose work had a major impact on Japanese manufacturing. Although total quality has a lot in common with the Six Sigma improvement process, it is not the same.
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Total quality focuses on ensuring that internal regulations and process standards reduce errors. On the other hand, Six Sigma seeks to reduce defects.
"Total" emphasizes that all other departments besides production, such as accounting and finance, sales and marketing, and design and engineering, are required to improve their operations..
Executives are required to actively manage quality through funding, training, staffing, and goal setting.
While there is no widely accepted approach, total quality efforts rely heavily on previously developed quality control tools and techniques..
Total quality enjoyed widespread attention in the late 1980s and early 1990s, before being overshadowed by ISO 9000, Lean Manufacturing, and Six Sigma.
In 1911, Frederick Taylor published The principles of scientific management. One of Taylor's concepts was that the tasks were clearly defined and performed under standard conditions.
Inspection was one of these tasks and was intended to ensure that no defective product left the factory. An important idea that emerged from the inspection was to prevent defects, leading to quality control.
It was introduced to detect and solve problems along a production line to avoid the manufacture of defective products.
Statistical theory played an important role in this area. In the 1920s, W. Shewhart developed the application of statistical methods for quality management.
He showed that a variation in the production process leads to a variation in the product. Therefore, by eliminating variations in the process, a good standard of the final product is achieved..
In the 1940s, Japanese products were perceived as poor quality. Japanese industrial leaders recognized this problem and sought to manufacture high-quality products..
They invited some quality gurus, such as Deming, Juran, and Feigenbaum to learn how to achieve this goal. They took their advice and in the 1950s quality control developed rapidly, becoming the main subject of Japanese management..
Quality circles started in the early 1960s. These are groups of workers who discuss improvements in the workplace, making presentations to management with their ideas..
One result of the quality circles was employee motivation. Workers felt they were involved and were also heard.
Another result was the idea of improving not only the quality of the products, but also all the organizational aspects. This was the beginning of the total quality idea.
The term "total quality" was first used in 1969 in an article by Feigenbaum at the first international conference on quality control in Tokyo..
Ishikawa also discussed "total quality control" in Japan. By his explanation, it meant quality control throughout the company, involving everyone from top management to workers..
In the 1980s and 1990s, total quality began, also known as Total Quality Management (TQM). Western companies began to present their own quality initiatives.
In 1988, the Malcolm Baldrige Award was developed in the United States. Represented the first clearly defined and internationally recognized quality management model.
In 1992 a similar model was developed by the European Foundation for Quality Management. This model of excellence is the framework for the European Quality Award.
When using TQM, it is of utmost importance to remember that only customers determine the level of quality.
Only customers determine, through the evaluation or measurement of their satisfaction, if the efforts have contributed to the continuous improvement of the quality and services of the product.
Employees are internal customers of an organization. The participation of employees in the development of the products or services of an organization thus largely determines their quality.
A culture must be created in which employees feel they are involved with the organization, and with its products and services..
Managing the process is a fundamental part of total quality management. The processes are the guiding principle and people support these processes based on the basic objectives, linked to the mission, vision and strategy of the company.
It is important to have an integrated organization system that can also be modeled.
For example, ISO 9000 or a company quality system to understand and manage the quality of an organization's products.
A strategic plan should encompass the integration and development of quality, in addition to the development or services of an organization.
Decision-making within the organization should only be based on facts and not on opinions, such as personal interests and emotions. Data should support this decision-making process.
A communication strategy should be formulated in such a way that it is in line with the mission, vision and objectives of the organization.
This strategy includes at all levels within the organization, the communication channels, the ability to measure effectiveness, the opportunity, etc..
By using the appropriate measurement tools, and innovative and creative thinking, proposals for continuous improvement will be initiated and implemented so that the organization can develop to a higher level of quality..
Practice has shown that there are a number of basic stages that contribute to a successful deployment of total quality within an organization. These stages are:
If a company wants to be known for its quality, it must begin by defining "quality." Is the delivery of a product or service without errors? Is it a higher return on investment for customers?
Total quality initiatives must be actionable and measurable. Identifying critical success factors, such as customer satisfaction and market share, enables companies to align their actions with their objectives.
At TQM, customer satisfaction is not limited to one department. Nor is it the sole responsibility of management. All employees contribute to the cause.
Companies should inform employees of their roles and solicit their input before planning any approach.
After a company decides on the desired improvement, such as increasing the customer satisfaction score, it takes steps such as:
- Define the problem: customers are unhappy.
- Related Data Collection: Customer Survey Responses for the Last Three Months.
- Finding the root cause: customers wait too long on the phone for service.
Total quality helps you address problems systematically and also seize opportunities by following these steps:
- Develop a solution: automatically route calls to the next available customer service representative.
- Choosing a measurement: waiting time for customers.
- Implement the change: Start automatic call routing.
Companies can evaluate the effectiveness of their TQM initiatives by comparing data before and after changes..
If automatic call routing to the next available service representative is successful, then the company should see shorter wait times for customers. Satisfaction scores should also increase.
A company can gain long-term benefits by documenting the results of successful TQM initiatives and sharing them across the organization..
The process used to increase customer satisfaction scores could thus be applied to other problems, based on lessons learned..
At Ford Motor Company, their slogan is "Ford has a better idea." In the 1980s, when total quality practices were broad, the slogan “Quality is job number 1” made more sense..
When Total Quality was first used at Ford, it was started through a joint venture.
By partnering with ChemFil, a division of PPG Industries, Ford wanted to produce better quality products, with a stable working environment for the workforce, effective management and profitability..
During the 1990s, "Quality is job number 1" became "Quality People, Quality Products".
With paint supplier ChemFil, the painting process was developed, thus ensuring that a quality product that meets customer needs will translate into financial success..
TQM meant that processes were strictly followed at all levels of production, constantly being developed and improved, primarily through customer satisfaction surveys..
Total quality changed Ford's waste and lack of quality on many levels. Beginning in 2008, the warranty repair rate for Ford decreased by 60%.
The engineering and design analysis process made it possible for problems to arise, which previously would not have appeared until the products were launched.
The quality system of the company is crucial to identify and also correct problems within the manufacturing facilities.
It was deployed at every plant, including cross-functional groups of engineers, plant managers, and production specialists, all experts in problem solving.
Mercadona is an outstanding example of total quality management, because the company has developed the model with a series of characteristics that are practically unique.
In 1981, Juan Roig, son of the company's founder, took control of the company, transforming it from being a small chain in Valencia, to a large company.
This expansion coincided with the global growth of the supermarket sector in Spain. This growth then attracted other European competitors to enter Spain.
During the 1990s, the supermarket sector in Spain was concentrated in chains run by foreign multinationals. Consequently, competition increased and margins narrowed.
To deal with this situation, Mercadona adjusted the prices it paid to suppliers and also launched advertising campaigns to promote its products. However, this approach did not produce the expected results..
Seeking to change all the dynamics of the sector, in 1993 Roig decided to implement the total quality management model. Mercadona's business strategy was summarized in the motto: "Always low prices".
Mercadona reduced its advertising expenses, canceled all its offers and promised to always sell at low prices.
He began to change his relationship with suppliers, going from being a difficult negotiator to a company loyal to his suppliers.
Management believes that the TQM model has been the key to having annual growth figures of 25.2% and the company's impressive financial results..
Mercadona has oriented its entire business model towards total customer satisfaction. Therefore, the role of leadership and the entire organization is to serve customers..
Follow a low price policy, eliminating discounts and promotions. He also maintains a constant dialogue with the client.
Instead of offering a large number of brands, it seeks to cover all the needs of consumers.
The company selects and recommends products based on their quality and low price. This guarantees the authenticity of its contents, the place of origin and the expiration date..
Mercadona's workforce is another pillar of the TQM model. It is about getting workers to adjust to a work environment where quality is the highest priority.
Before starting work, they receive nine weeks of training on the TQM model and on Mercadona's culture.
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