The United States' Baldrige Award and Japan's Deming Prize: Two Guidelines for Total Quality Control (original) (raw)
Related papers
Competing with Global Quality Control: Learning from Japan
Journal of Business Strategies, 1970
Techniques for Improving Quality "If we learn only one thing from Japan," says 3M Corporate quality director Douglas Anderson, "it should be that quality improvement depends on a systematic approach throughout the total organization. There are no quick solutions to quality. Rather, it must become a permanent, managed process that examines all products, procedures and processes on a continuous basis for constant improvement" [2]. At the 3M company five principles underlie the quality program: 1) Management commitment that starts at the top of theorganization and must be built on the idea that quality improvement must be planned and actively managed like any other aspect of the business. 2) Quality calls for the conforming to customers' expectations. 3) Quality is attained through prevention-oriented improvement projects. 4) The objective is conformity to expectations 100 percent of the time. S) Measurements of quality are based on indicators of customer satisfaction rather than indicators of self gratification. These include returns, lost business, sales adjustments, on-time deliveries, missed deadlines, exception reports, overtime worked and others [2].
Impact of Total Quality Management (TQM) on Profitability and Efficiency of Baldridge Award Winners
2007
N recent years, US manufacturers have shifted their focus from evaluating short-term measures to measures based on quality. Total Quality Management (TQM) movement was led by the Japanese electronic and auto goods manufacturers. This change in focus was due to the fact that the companies focusing on quality were more profitable in the long run. Baldridge Award recognizes the achievement of excellence in Quality. Our paper compares the performance of Baldridge Award winners to their counterparts in similar industry. Overall, the findings show that increase in earnings and sales growth for Baldridge Award winners is more that for the control group.
Quality & Quantity, 2010
There are many theories about what is Total Quality Management and the scope to implement it. Researchers from several countries agree that the International Quality Awards and Excellence Quality Models are the viable form to achieve, under these criteria, an excellence in quality topics. However, if we analyze carefully the criteria of these awards around the world, we can find likely the most heterogeneous element as a guide and evaluation, depending on the geographical places. But the truth is that quality is a universal concept and the achievement of Total Quality Management needs the criteria and unified elements around the world. The aim of this paper is to find a logical structure to evaluate and apply the Total Quality Management in any company around the world despite cultural and geographical situations. As a result of the research, thirty nine International Quality Awards and Excellence Quality Models were examined through the cluster analysis, carrying out seven dimensions that involve all necessary criteria to achieve and evaluate the Total Quality Management.
Journal on Systemics, Cybernetics and Informatics, 2009
Quality is a dignity to a country and also masterpiece and bedrock for the development of a country. To recover economical prosperity immediately right from the II world war, Japan founded Demin Quality Award to encourage the improvement of quality and promote the whole scale of competence core for enterprises in 1951. All the products produced by Japan are entirely favoured by the customers around the world during the period of 1975. The Japanese made automobiles, electronics and appliances are inexpensive and competitive enough to sluggish the economy growth of USA. To counter the serious threats and regain the advantage of the market, the United States finally founded Malcolm Baldrige National Quality Award, MBNQA to provide a series of
Total quality management: An approach & a case study
Computers & Industrial Engineering, 1990
For the last decade, American companies have been playing catch-up in the area of quality and productivity. Japanese companies and other foreign competitors have moved into markets that were once dominated by American companies, by producing higher quality products. The problem to date in the U.S. has obviously not been the lack of resources or documentation on quality and improvement programs, but the misdirection of these programs and the lack of total management commitment. Total Quality Management (TQM) is seen as an effective method that will accomplish the task of higher quality levels, and increased productivity. The purpose of Total Quality Management is to implement a process that is long term and continuous, in which all of management participates in establishing continuous improvement initiatives throughout the organization, beginning with their own function in the organization. TQM integrates the fundamental techniques and principles of Quality Function Deployment, Taguchi Methods, Statistical Process Control, Just-In-Time, and existing management tools into a structured approach. The primary objective of this approach is to incorporate quality and integrity into all functions at all levels of the organization. This paper examines the TQM process, philosophy, concepts, attributes and how it can be used to develop a "quality-based" culture. The paper also examines the introduction and implementation of the TQM process at an electronic's manufacturer.
Numerous scholars have identified and explained the role of total quality management (TQM) in improving company performance. Although manufacturing industries started the concept of TQM, the idea has eventually turned out to be a part of the plan for educational institutions, healthcare, and service corporations. Japan's economy has tremendously advanced to be ranked at the top within the whole Asian region. Japan's motor company has contributed to almost 35% of the state's GDP and 23% to the total rate of employment. Additionally, manufacturing sectors provides about one-half of Japan's export revenues. Significantly, the introduction and implementation of TQM in Japanese manufacturing companies contributed to quite a notable improvement in these organizations. Globally, numerous industries are producing homologous products, but the clients in the market always tend to go for the products or services with the best quality.
The TQM Magazine, 1998
Part One Fundamentals of Total Quality Management 1 Introduction 2 Historical evolution of Total Quality Management 3 Some definitions of quality 3.1 Exceptional 3.2 Perfection or consistency 3.3 Fitness for purpose 3.4 Value for money 3.5 Transformative 3.6 Conclusion 4 Philosophy, principles and concepts of TQM 4.1 The foundation and the four sides of the TQM pyramid 4.2 Focus on the customer and the employee 4.3 Focus on facts 4.4 Continuous improvements 4.5 Everybody's participation 5 Quality management systems and standardization 5.1 The concept of system 5.2 Quality management systems 5.3 Joharry's new window on standardization and causes of quality failures 5.4 Standardization and creativity 5.5 ISO 9000 and BS 5750-a stepping stone to TQM? 6 The European Quality Award 6.1 The background to the European Quality Award 6.2 The model 6.3 Assessment criteria 6.4 Experiences of the European Quality Award Part Two Methods of Total Quality Management 7 Tools for the quality journey 7.1 The quality story 7.2 The seven+ tools for quality control 7.3 Check sheets 7.4 The Pareto diagram 7.5 The cause-and-effect diagram and the connection with the Pareto diagram and stratification 7.6 Histograms 7.7 Control charts 7.8 Scatter diagrams and the connection with the stratification principle 104 7.9 Case example: problem solving in a QC circle using some of the seven tools (Hamanako Denso) 105 7.10 Flow Charts 113 7.11 Relationship between the tools and the PDCA cycle 117 8 Some new management techniques 119 8.1 Matrix data analysis 120 8.2 Affinity analysis 124 8.3 Matrix diagrams 126 8.4 Prioritization matrices and analytical hierarchies 8.5 An example 9 Measurement of quality: an introduction 10 Measurement of customer satisfaction Finally this book is designed to help students towards an understanding of the problemsolving process and the tools to overcome the difficulties created by process development. It will also give them the know-how of various statistical methods which can be applied to the control and improvement of processes. This book is divided into three parts but interlinked to each other in order to provide an integrated approach. The three parts of the book, i.e. Fundamentals of TQM, Methods of TQM and Process Management and Improvement, are linked together in a tree diagram to provide an overall understanding of the subject.
The Main Lessons of Managing for Quality from the Experience of Japan
The present article gives a brief review of the history of industrial society since the Industrial Revolution in England with a focus on Japan since the WWII. It does so in order to derive relevant lessons for future industrial policy and practice. It did not take long after the rise of modern industry in Great Britain for humanists such as Mr Robert Owen to show their revulsion at emerging injustices and to propose a different culture of enterprise. Since that time there emerged two views of enterprise: 1. one that says championing profit at all costs is an end in itself for businessman – this is the capitalist approach; and 2. one that says profit is a means by which to improve the condition of the worker, the community, and society – this is the humanist approach. The article draws on the role of the quality gurus to show that both views have been delicately balanced in the practice of Japanese companies since WWII. Leading thinkers such as Deming, Juran, Feigenbaum and their Japanese counterparts accepted the role of profit for the shareholder but circumscribed this with the need for ethical leadership to give priority to the needs of workers, other stakeholders, and society who either produce or buy the products of these companies. This is what made the Japanese quality revolution possible. The article identifies Seven Lessons from the Japanese experience to achieve a balanced policy. The core message is that management policy in industry needs to be explicitly defined so that leading and managing for quality is viewed as a priority goal within a framework based on humanist values. New Industrialising Countries(NICs) face the additional challenge of entrepreneurial development but this too can benefit from a focus on leadership and management practice using the Seven Lessons stated here.