Tqm Lit Review
Total Quality Management (TQM) literature reviews examine the most recent business publication's studies concerning the growing complexities of today's organizations, which require a definitive management approach to ensure complete efficiency and productivity. There are many ways to approach a literature review on TQM. Paper Masters suggests the following outline for a TQM project:
After conducting an literature search on the evolution of Management and TQM respond to the below points and questions:
- Briefly summarize the evolution of management
- Define what is meant by the word quality
- Why is quality important in organizations?
- What is TQM (Total Quality Movement)?
- What is the philosophy behind TQM?
- Identify and list at least 5 useful TQM resources.
Among the many quality management theories research in a literature review, Total Quality Management has surfaced as one of the most respected. Definitions of Total Quality Management vary according to the specific context within which managers and practitioners operate.Total Quality Management is generally recognized, however, as a new system of principles, tools, and practices needed to manage a company in order to provide customer satisfaction in a rapidly changing global economy. Using Total Quality Management not only eliminates product and service defects, but it as well enhances product design, speeds service, reduces costs, and, above all, changes the culture of organizations and improves the quality of work life.
Over the course of the last several years the paradigm of total quality management (TQM) has proved so useful and effective that its application has been expanded to a number of different fields. Originally developed for the manufacturing environment, in which inventories and production could be effectively controlled, TQM has evolved since its inception and is now used in fields where inventory and production may be difficult to conceptualized, but can, nonetheless, be quantified.
The concept of Total Quality Management was originally developed by the American, W. Edwards Deming, after World War II for improving the production quality of goods and services. The idea was not seriously regarded by Americans until after the Japanese, who adopted it in 1950 to resurrect their postwar business and industry, used it to dominate world markets by the 1980s. By then, most U.S. manufacturers had finally accepted that the nineteenth-century assembly line factory model was outdated for modern global economic markets and that better approaches to general management were needed.
Definitions of Total Quality Management vary according to the specific context within which managers and practitioners operate. The concept of Total Quality Management was developed by an American, W. Edwards Deming, after World War II for improving the production quality of goods and services. The concept was not taken seriously by Americans until the Japanese, who adopted it in 1950 to resurrect their postwar business and industry, used it to dominate world markets by 1980. By then, most U.S. manufacturers had finally accepted that the nineteenth-century assemblyline factory model was outdated for the modern global economic markets and that better approaches to general management were needed.
Total Quality Management stands at the far end of a quality management continuum, which includes other approaches to quality such as quality control, quality assurance and total quality control. Total Quality Management, however, departs from these in the pure scale on which it attempts to address quality issues. It marks a qualitative leap into viewing quality as something which must be approached at every level and aspect of the project and must strike at the very heart of the assumptions underlying how it is managed, organized and relates to its outside environment. Total Quality Management seeks to infuse a project with a total quality outlook, a new set of management values, in which every procedure is aligned to the delivery of quality output. While Total Quality Management can continue to be rooted in a systematic analysis, pre- planning and blueprinting of services, the focus switches from a process driven by external controls through procedure compliance, standardization and auditing, to a process of habitual improvement, where control is embedded within, and driven by the project developers.