Management Tqm Style Paper

Management TQM Style

Total Quality Management, the works of W. Edwards Deming who believed that quality stemmed from "constancy of purpose", steady focus on a organization's mission along with statistical measurement and reduction of variations in production process (Kinicki, & Williams, 2011). Joseph Juran assisted Deming in leading the quality revolution in Japan after World War II. Both of these brilliant pioneers believed in making the world a better place. Deming inspired the people of Japan with his teachings on good management, stress and teamwork to build better businesses.

The Total Quality Management system incorporates all of Deming and Juran's principles and knowledge. The comprehensive approach to dedicate continuous quality improvement has four main components. First, is to make continuous improvement a priority and create customer satisfaction. Improving a little each day can help a company achieve their long-term goals. Second, is to get everyone involved and onboard to foster trust and teamwork Third, is to listen to both customers and employees, learn from the people that use their products and their employees that sell them. Lastly, to use standards to identify and eliminate problems, being alert on how other competitors run their business, setting a benchmark and improving from that mark.

Another example of a dedicated pioneer was Phillip Crosby. His teachings and beliefs were also revolutionary. Crosby was the brain behind the management consulting company Philip Crosby Associates, Inc. The consulting firm provided educational courses in quality management both in the U.S. and other foreign countries. Crosby published his first business book, Quality Is Free. This book was popular at the time because of the crisis Northern American industries were facing. During the late 1970s and into the 1980s, North American manufacturers were losing market share to Japanese products largely due to the superior quality of the Japanese goods (Phillip 2006).

While Phillip Crosby worked at ITT he created a four step process for an overall quality approach. First, was to establish a competent quality management program in every operation, both manufacturing and service. Second, was to eliminate surprise nonconformance problems. Third, was to reduce the cost of quality. And last was to make ITT the standard for quality worldwide (Phillip 2006).

Another aspect of Crosby's philosophy that also dictates much of his career is his belief that quality is free. In making this point, Crosby uses his 'cost-of-quality concept to demonstrate that quality is free (Phillip 2006). That is, Crosby believes that not achieving quality costs money. He argues that the real cost of quality is the cost of doing things wrong The cost of quality represents expenses