Documente Academic
Documente Profesional
Documente Cultură
Humaira Khatoon
16mba048
Assistant professor
Allahabad
Introduction
Total Quality Management is a management framework based on the belief that an organization
can build long-term success by having all its members, from low-level workers to its highest
ranking executives, focus on quality improvement and, thus, delivering customer satisfaction.
Total Quality Management, which is frequently known by its acronym TQM, requires
organizations to focus on continuous improvement, or kaizen. It focuses on process
improvements over the long term, rather than simply emphasizing short-term financial gains.
TQM prescribes a series of ways for organizations to accomplish this, with the pathway to
successful continuous improvement centered on the use of strategy, data and effective
communication to instill a discipline of quality into the organization's culture and processes.
More specifically, TQM puts a spotlight on the processes that organizations use to produce
their products, and it calls for organizations to define those processes, continuously monitor and
measure their performance, and use that performance data to drive improvements. Furthermore,
it calls for all employees, as well as all organizational departments, to be part of this process.
TQM's objectives are to eliminate waste and increase efficiencies by ensuring that the production
of the organization's product (or service) is done right the first time. This management
framework was initially applied to companies in the manufacturing sector, but, over the decades,
organizations in other sectors have adopted it, as well.
Executive Management – Top management should act as the main driver for TQM and create
an environment that ensures its success.
Training – Employees should receive regular training on the methods and concepts of quality.
Methodology and Tools – Use of appropriate methodology and tools ensures that non
conformance incidents are identified, measured and responded to consistently.
Company Culture – The culture of the company should aim at developing employees ability to
work together to improve quality.
Many companies believe that the costs of the introduction of TQM are far greater than the
benefits it will produce. However research across a number of industries has costs involved in
doing nothing, i.e. the direct and indirect costs of quality problems, are far greater than the costs
of implementing TQM.
The American quality expert, Phil Crosby, wrote that many companies chose to pay for the poor
quality in what he referred to as the “Price of Nonconformance”. The costs are identified in the
Prevention, Appraisal, Failure (PAF) Model.
Prevention costs are associated with the design, implementation and maintenance of the TQM
system. They are planned and incurred before actual operation, and can include:
Product Requirements – The setting specifications for incoming materials, processes, finished
products/services.
Quality Planning – Creation of plans for quality, reliability, operational, production and
inspections.
Appraisal costs are associated with the vendors and customers evaluation of purchased materials
and services to ensure they are within specification. They can include:
Failure costs can be split into those resulting from internal and external failure. Internal failure
costs occur when results fail to reach quality standards and are detected before they are shipped
to the customer. These can include:
External failure costs occur when the products or services fail to reach quality
standards but are not detected until after the customer receives the item. These can
include:
Your optimized supply chain should be delivering on-time quality products to your customers,
while costing as little money as possible. TQM will help you achieve that goal.
Approaches
1. A committed and envolved management to provide long term top- to- bottom
organizational support.
2. An unwavering focus on the customer, both internally and externally.
3. Effective involvement and utilization of the entire work force.
4. Continous improvement of the business and production process.
5. Treating suppliers as a partners.
6. Establish performance measures for the processes.
HR Planning
Recruitment
Selection
Compensation
Performance Management
Employee Relations
Impact of total quality management on human resource practices
Total quality management have a significantly positive impact on HRM practices. Implementing
hrm practices can also have a significant effect on employee and customer satisfaction. It also
positively affected on employees quality awareness and corporate image. The quality
performance were also significantly affected by the implementation of total quality management.
the perceived advantages of the implementation of tqm are generating improved quality and
efficiency. Increasing customer satisfaction thus improving competitiveness. however, there is a
high failure rate in the implementation of TQM. The key issues in this regards companies have
devoted relatively little attentions to HRM. Several academics practioners have asserted that
synergy and congruence among HRM practices are critical to the implementation of TQM.
However, there relatively little empirical evidence to support this contention.
Review of literature
Laxmikumari,Dr Y vijay kumar, Dr. V.Venkata Ramana (2014) The present day industry is
facing a very aggressive economic situation. In order to stay competitive it is a must to explore
new styles to manage excellence in business. This paper primarily discusses one of such
techniques called total quality control (TQM), the various concepts of TQM by highlighting the
different dimensions, approaches and benefits in detail. Further states the need and importance of
TQM in overall organization enhancement along with brief description of history. The survey
also reveals the benefits of implementation of this technique that show positive impact on the
performance of any organization. In addition, presents a research problem that was identified,
which states that TQM can be put into practice by small scale industry so as to reap the benefits
of TQM as a research proposal.
Ola Ibrahim (2013) Total quality Management as a philosophy seeking to integrate all
organizational functions in all areas of productions and services become an important attractive
research field. It encourage Researchers to address many topics related to Total Quality
management and Continuous improvements. Each has his own approach. Each reveals findings
and results. This paper is a comparative analysis of some of the researchers approaches
concerning Total quality Management Applications, Models, principles and aims.
Dinh Thai Hoanga, Barbara Igelb and Tritos Laosirihongthongc(2010) This paper presents a
comparative study on the relationship between implementing total quality management (TQM)
and organisational characteristics (size, type of industry, type of ownership, and degree of
innovation) in a newly industrialised country in South East Asia. Vietnam has become the 150th
member of the World Trade Organisation (WTO) since January 2007, and this is the first
empirical study to examine TQM practices in Vietnam. Analysis through Structural Equation
Modelling, t-test and MANOVA of survey data from 222 manufacturing and service companies
produced three major findings. First, this study supports previous research findings that TQM can
be considered as set of practices. Second, industries in Vietnam have deployed certain TQM
practices (customer focus and top management commitment) at much higher levels than others,
namely information and analysis system, education and training, employee empowerment, and
process management. Finally, MANOVA shows a clear difference in TQM practices by
company size, industry type, and degree of innovation. Large companies had higher
implementation levels across almost all practices except for teamwork and open organisation
when compared to small- and medium-sized companies. TQM practices were statistically more
significant in manufacturing companies compared to service companies, and firms having a
higher degree of innovation also showed higher levels of TQM practice implementation. In
particular, the low deployment of TQM practices in service industries, where TQM has been
considered as orderqualifier, highlights the challenges for Vietnam’s service industries that
pursue TQM to successfully compete in the global marketplace.
Adrian Wilkinson, Mick Marchington & Barrie Dale (1994) This paper examines the issue
of Total Quality Management (TQM) and the management of human resources. It
suggests that while TQM has been identified as a major innovation in management
practice, there has been a preoccupation with the “hard” production-oriented aspects of
TQM, rather than the softer HRM elements. However, increasing attention is now being
paid to HR issues. Drawing on research sponsored by the Institute of Personnel
Management in the United Kingdom, the writers discusses three manufacturing case
studies so as to explore the TQM/HRM issues. They discuss a number of critical human
resource issues arising from these cases and point to an enhanced role for the personnel
function.
Objectives of the study
To study the impact of total quality management in human resource management.
Types of research:
Descriptive research
Area of study:
Bangaluru
Samlpe size:
Sampling method:
Survey method
Data type:
Primary& secondary both
Statistical tools:
Pie chart, bar graph.
Refrences
Adrian Wilkinson, Mick Marchington & Barrie Dale (1994)manufacturing effective