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The document discusses the evolution of quality management from the Industrial Revolution to modern times. It traces the progression from final product inspection during mass production, to quality control which used more sophisticated error detection methods, to quality assurance which focused on prevention and building quality in from the design stage. Total Quality Management (TQM) then emerged as a philosophy applying quality principles to all aspects of an organization through continuous improvement, customer focus, and process improvement with total employee involvement. TQM is considered an ongoing goal that organizations continually strive for.
The document discusses the evolution of quality management from the Industrial Revolution to modern times. It traces the progression from final product inspection during mass production, to quality control which used more sophisticated error detection methods, to quality assurance which focused on prevention and building quality in from the design stage. Total Quality Management (TQM) then emerged as a philosophy applying quality principles to all aspects of an organization through continuous improvement, customer focus, and process improvement with total employee involvement. TQM is considered an ongoing goal that organizations continually strive for.
The document discusses the evolution of quality management from the Industrial Revolution to modern times. It traces the progression from final product inspection during mass production, to quality control which used more sophisticated error detection methods, to quality assurance which focused on prevention and building quality in from the design stage. Total Quality Management (TQM) then emerged as a philosophy applying quality principles to all aspects of an organization through continuous improvement, customer focus, and process improvement with total employee involvement. TQM is considered an ongoing goal that organizations continually strive for.
In establishing an understanding of what is meant by the term 'quality
management' in the 1990s, it is important to consider that as a management philosophy it has evolved over a period of some fifty years. Indeed, it could be argued that its historical origins date back at least to the medieval craft guilds, and isolated examples can be found much earlier. The Industrial Revolution saw a shift from the work of the highly skilled individual to mass production techniques, relying on final inspection to ensure the quality of the finished product. This approach continued into the twentieth century. Quality control took this a stage further, through use of more sophisticated methods and systems. The main thrust of quality control was error detection and elimination, which is sometimes referred to as 'fire-fighting' (Dale, 1994).
Quality assurance heralded a change in approach with prevention based
systems replacing those of error detection. Instead of checking products for quality after production, the focus shifted to ensuring that quality is built in at the design stage. Quality assurance adumbrates the new philosophy of Total Quality Management (TQM); the approach is proactive, and requires a different type of thinking and a democratic style of management.
TQM requires quality management principles to be applied to all aspects of
an organization's business, in what has been termed a 'core value chain', comprising customers, employees, suppliers, shareholders, and the community (Oakland, 1994). It is probably best thought of as a goal towards which an organization is continually striving, rather than a management system to be implemented and then left to operate. Tenner and De Toro (1992) suggest that TQM is based on:
One objective Continuous improvement
Three Principles. Customer Focus; Process improvement and total involvement and six supporting elements:
'leadership'
'education and training' 'a supportive structure' 'communications' 'reward and