The total quality movement: where did it start, what does it mean, and how does it affect business organizations?

1996 ◽  
pp. 12-21 ◽  
Author(s):  
Mohamed Zairi ◽  
Paul Leonard
Keyword(s):  
Business Organizations ◽  
Total Quality ◽  
Quality Movement

scholarly journals Employing Industrial Quality Management Systems for Quality Assurance in Outcome-Based Engineering Education: A Review

2021 ◽  
Vol 11 (2) ◽  
pp. 45
Author(s):  
Rao Naveed Bin Rais ◽  
Muhammad Rashid ◽  
Muaaz Zakria ◽  
Sajjad Hussain ◽  
Junaid Qadir ◽  
...  
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Quality Management System ◽  
Total Quality ◽  
Quality Management Systems ◽  
Time Commitment ◽  
Quality Culture ◽  
Continuous Quality ◽  
Outcome Based Education ◽  
Quality Movement

With the world becoming flat with fluid boundaries, engineers have to be global in their outlook and their pedigree. Due to the need for international acceptance of engineering qualification, the incorporation of Outcome-Based Education (OBE) has become common and global accreditation treaties such as the Washington Accord have been ratified. Further, it becomes important, especially for an engineering university with a global outlook preparing its students for global markets, to ensure that its graduates attain the planned outcomes. Additionally, the higher education institutions need to make sure that all the stakeholders, including students, parents, employers, and community at large, are getting a quality educational service, where quality is categorized as (1) product-based ensuring that the graduate attained the planned outcomes and skills, and (2) process-based keeping an eye on whether the process is simple, integrated, and efficient. The development of quality movements, such as Total Quality Movement (TQM), Six Sigma, etc., along with quality standards such as ISO 9001 has been instrumental in improving the quality and efficiency in the fields of management and services. Critical to the successful deployment of a quality culture is the institutionalization of an integrated Quality Management System (QMS) in which formally documented processes work according to the Vision and Mission of an institute. At the same time, commitment to Continuous Quality Improvement (CQI) to close the loop through effective feedback, would ensure that the planned outcomes are attained to the satisfaction of all the stakeholders, and that the process overall is improving consistently and continuously. The successful adoption of quality culture requires buy-in from all the stakeholders (and in particular, the senior leadership) and a rigorous training program. In this paper, we provide a review of how a QMS may work for the provision of quality higher education in a 21st-century university.

scholarly journals Total quality management and business process reengineering: A contemporary business focus

2012 ◽  
Vol 9 (2) ◽  
pp. 153-157
Author(s):  
Patsy Govender
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Two Dimensions ◽  
Process Reengineering ◽  
Business Organizations ◽  
Total Quality ◽  
Potential Benefits ◽  
Core Areas

The purpose of the study is to compare and contrast the two approaches of total quality management (TQM) and business process reengineering (BPR). This exploratory study focuses on the core areas, assumptions and scope pertinent to both TQM and BPR. Even though the two approaches focus on performance, organizational effectiveness and efficiency, the practical usage and approaches differ. The key drivers of the two dimensions provide futurists with a guide not to obliterate its salience in today’s competitive business organizations. The article examines each approach and acknowledges the potential benefits in situation-specific circumstances and encounters. Certainly, the practices differ, and with a contingency focus, the study probes into salient features of TQM and BPR, hence enriching the study to speculate about the future in order to create an efficacious effect. Lastly, the study attempts to determine whether one approach has the potential to outshadow the other.

Environment is free; but it’s not a gift

2017 ◽  
Vol 8 (3) ◽  
pp. 377-386 ◽  
Author(s):  
Keivan Zokaei ◽  
Ioannis Manikas ◽  
Hunter Lovins
Keyword(s):  
Quality Management ◽  
Operations Management ◽  
Relevant Literature ◽  
Theory And Practice ◽  
Total Quality ◽  
Bottom Line ◽  
Content Type ◽  
Starting Point ◽  
Lean And Green ◽  
Quality Movement

Purpose This paperaims to review how the field of lean and green has been evolving. Authors draw parallels between the fields of sustainability and quality management. The paper’s title is borrowed and modified from Crosby’s seminal book: Quality is Free. Design/methodology/approach The paper starts with a review on how early lean researchers in the late 1980s draw upon benchmark studies, looking at Toyota versus other auto manufacturers to demonstrate that quality is free. Similarly, the authors carry out a benchmark to show how the same argument is valid about Toyota’s environmental performance and how Toyota’s concept of Monozukuri can be exploited as proof for the environment is free movement. The paper concludes with an attempt to address the gap between theory and practice in the field of lean and green. Findings The starting point for creating a lean and green business system is the understanding that there is no trade-off between lean and green, that lean and green should be brought together in a symbiosis, as Toyota have done with Monozukuri approach. This requires a coherent strategy that is well developed, and well deployed across all levels of business. The bottom line remains that environment is free, but it is not a gift. Research limitations/implications The findings presented in the paper are based on arguments resulted from the review of the relevant literature. It is important to obtain feedback from a large sample of businesses regarding lean and green symbiosis to arrive at sound and valid conclusions. Originality/value This paper contributes to the fields of operations management and sustainability by proposing a change in businesses’ mind-set about sustainability. Rather than seeing environmental protection as a cost, it should be regarded as an opportunity for enhancing economic performance. In doing so, we can seek inspiration from the fields of quality management and the total quality movement.

Using Total Quality Principles in Business Courses: the Effect on Student Evaluations

1999 ◽  
Vol 62 (2) ◽  
pp. 61-73 ◽  
Author(s):  
Janet Barnard
Keyword(s):  
Active Role ◽  
Business Organizations ◽  
Total Quality ◽  
Business Courses ◽  
Quality Principles ◽  
Planning Processes ◽  
Positive Feelings ◽  
Class Room ◽  
Thinking Differently ◽  
High Standards

Total Quality Management (TQM) is an approach that encourages employees at all levels of an organization to make suggestions about how work should be done and to take an active role in improving processes. Although business organizations have applied TQM principles with considerable success, its use in higher education has been largely limited to administrative processes. Many teaching faculty in schools of business are uncomfortable with applying TQM principles to the class room, often because the idea of empowering students requires thinking differently about their potential for participation in planning processes for the learning envi ronment. Yet a survey of students and faculty suggests that a TQM approach can increase students' learning in a class, help students support one another in a coop erative learning environment, and foster positive feelings toward the instructor, even one who maintains the necessary high standards.

Mapping the terrain of public service quality improvement: twenty-five years of trends and practices in the United States

2009 ◽  
Vol 75 (3) ◽  
pp. 403-418 ◽  
Author(s):  
Marc Holzer ◽  
Etienne Charbonneau ◽  
Younhee Kim
Keyword(s):  
United States ◽  
Quality Improvement ◽  
Quality Management ◽  
Service Quality ◽  
Organizational Effectiveness ◽  
Public Service ◽  
Quality Criteria ◽  
The United States ◽  
Total Quality ◽  
Quality Movement

The quality movement in the United States has been characterized as an impetus for organizational effectiveness and responsiveness since the late 1970s. ‘Quality’ can be a subjective term as each organization has its own definition and boundaries. Three emphases are evident in the field of quality improvement: quality circles, total quality management, and citizen satisfaction. Practices of quality improvement in the public sector have been driven by demands from citizens for more effective services, outcomes that require the implementation of suitable quality models and standards. Points for practitioners This article presents major intellectual trends in the practice of service quality improvement. Practitioners will be able to comprehend the most fundamental concepts of ‘what is public service quality improvement’. Practitioners will also obtain useful insights into defining quality criteria and assessing organizational improvement models based on substantive principles of quality management for promoting organizational effectiveness and responsiveness.

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