By Ryu Fukui; Yoko Honda; Harue Inoue; Noriharu Kaneko; Ichiro Miyauchi; Susana Soriano; Yuka Yagi

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Extra info for Handbook for TQM and QCC Vol. I

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32 2 Total Quality Management 2 Total Quality Management As stated previously, high customer demand for quality has been widely recognized as a main motive for implementing corporate quality management. Yet, to satisfy such demand, innovative techniques and services alone are no longer sufficient. Rather, the whole system of management, from the top to the frontline operators, needs to be committed to achieving the corporate objectives and policies. Total Quality Management (TQM) has been introduced worldwide as an option providing a new insight into quality management.

Yet, it is important to note that there is an overall flow of the implementation process. Figure 25 shows common steps to be taken by management in those processes and some of the key elements required when implementing TQM in a company for the first time. Figure 25 Stages 1. Preparation Phase 2. Introductory Phase 3. Promotion Phase 4. Consolidation Phase Operation ・Investigation on implementation of TQM methods ・Seminars for top and middle management ・Discussion on pros and cons of introducing TQM ・Decision on responsible department ・Announcement by CEO that TQM will be introduced ・Company-wide TQM implemented and members appointed ・QCC training provided ・Individual departments and sections commence improvement activities ・Introduction of policy management and linking of improvement activities to management policy ・Standardization activities ・Operation of cross-functional management ・Introduction of management quality audit ・Collection and analysis of market quality ・New product development ・Quality training ・QC Circle activities Kume 1996 It is important to note that some of the features of these processes vary from company to company.

M. Juran mentioned that only gradually did it become clear to upper-tier managers that the quality leadership could not be achieved by a pecking away—by merely bringing in this or that tool or technique. They learned that, instead, it was necessary to apply the entire array of quality knowhow (the quality disciplines) throughout the entire company, to all functions and at all levels of all departments in a coordinated way. At the outset there was no agreed standardized definition for TQM. As a result, the concept of TQM became a blur among companies and even in the general literature.

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