Achieving Enterprise-Wide Total Quality Management

Article

Love, Randall   (1991, ASQC)   Ernst & Young, Los Angeles, CA

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9653    May 1991    pp. 252-257
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Article Abstract

This abstract is an edited version of the author's original.

This presentation provides an overview of how world class manufacturers have achieved Total Quality Management (TQM) through planning and implementing continuous improvement on an enterprise-wide basis.

The planning process for TQM ultimately ties each improvement activity to the long term vision of the organization. It emphasizes organization-wide planning and setting priorities for improvements that are integrated with the company's strategic direction. To ensure the end results are customer satisfaction and competitive advantage, companies must aggressively enhance their strategic planning processes and implement new competitive analysis and benchmarking processes. Optimization of existing processes is typically performed through the use of work content studies to identify non-value-added activities along the critical path.

The largest challenge for most organizations is to get the top executives to actively pursue TQM. This goes beyond communicating their willingness and includes: personally participating in training and education, identifying their strategy and plans for pursuing TQM, assuming responsibility for improvement initiatives, and establishing performance measures and targets as a basis for rewards and recognition.Quality is a strategic weapon. The financial necessities of improved quality and productivity demand a complete rethinking of the way companies are managed, from market research to design engineering to supplier relationships and human resource management.

Keywords

Aviation industry,Benchmarking,Continuous improvement (CI),Customer focus,Manufacturing,Process improvement,Strategic planning,Total Quality Management (TQM)


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