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Revolutionizing Manufacturing Operations: Toyota Production System
Published in MJS Bindra, Ekroop Kaur, The Lean Business Guidebook, 2022
There are eight principles of TQM:Customer focusTotal employee commitmentProcess approachIntegrated systemStrategic and systematic approachContinual improvementFact-based decision-makingCommunication
Total Quality Management (TQM)
Published in Sunil Luthra, Dixit Garg, Ashish Agarwal, Sachin K. Mangla, Total Quality Management (TQM), 2020
Sunil Luthra, Dixit Garg, Ashish Agarwal, Sachin K. Mangla
Leaders of any organisation play an important role for maintaining quality. As we know, the leader in TQM is a person who inspires, by suitable means, having sufficient capability to affect a group of individuals to become willing followers in the achievement of the organisational goals. Research identifying the keys of successful leadership in quality management reports the following: Attention through vision.Meaning through communication.Trust through positioning.Confidence through respect.
Customer-Focused Quality
Published in John Nicholas, Lean Production for Competitive Advantage, 2018
TQM is an organization-wide management approach committed to quality and continuous improvement. It is also a process in which an organization is continually aware of the changing needs and expectations of customers, of challenges posed by the competition, and of threats and opportunities in the business environment. TQM is also a management framework for integrating the efforts of sales, marketing, finance, engineering, manufacturing, purchasing, suppliers, and customer service around determining what customers want and need, and delivering products and services to satisfy them. It is a concerted, continuing effort to broaden and deepen worker involvement in quality and improvement efforts and to give frontline and support workers the skills, training, education, and support necessary for them to meaningfully contribute to those efforts.
Kaizen practices and performance improvement in Zambian manufacturing companies
Published in Cogent Engineering, 2023
Chanda Sichinsambwe, Peter Lubosi Simasiku, Shem Sikombe, Harris Nyimbili
TQM practices generally improve organizational performance (Sadikoglu & Olcay, 2014). TQM practices help improve customer satisfaction with the participation of all employees; productivity and customer satisfaction are critical themes for organizational success. To create this value, organisations are designed to create value and operational performance (Kim et al., 2015). Improving operational performance leads to lower costs and greater customer satisfaction. Therefore, every business requires operational success to determine survival in a competitive world (Pradhan, 2017). In addition, TQM practices are essential to achieve a smooth supply chain that will significantly impact optimal performance (Sharma & Modgil, 2019). Several studies have shown the importance of TQM practices on operational performance and are discussed below.
Soft TQM practices and employee outcomes: A mediational analysis
Published in Quality Management Journal, 2020
Gee-Hyun Hwang, Hea Jun Yoon, Myungweon Choi
TQM underlines the importance of leadership, with an emphasis on top management leading change and encouraging employees to commit to improved quality (Buch and Rivers 2001; Choi and Behling 1997; Hietschold, Reinhardt, and Gurtner 2014). As TQM is not only a technical program but also a cultural change initiative (Lawler 1994; Waldman 1994), top managers must alter individual employees’ values, if they are to promote quality improvement. In particular, top management leadership committed to change can enhance employees’ change efficacy, a vital facet of employees’ readiness for change (Armenakis, Harris, and Mossholder 1993). Furthermore, under this leadership, employees are likely to perceive themselves as having both the capability to initiate a change and sufficient resources needed to persistently implement the change (Kirrane et al. 2017).
How IJPR has addressed ‘lean’: a literature review using bibliometric tools
Published in International Journal of Production Research, 2019
Maria Pia Ciano, Rossella Pozzi, Tommaso Rossi, Fernanda Strozzi
The relationship between system certification, in particular, ISO 9000, and quality management has been in many survey articles since 1996, and they consider ISO quality system certification as an essential part of TQM (Sila and Ebrahimpour 2002). Gotzamani and Tsiotras (2001) recognised the role of ISO 9000 in boosting quality culture and quality commitment and offering significant improvements in company performance in all TQM elements and areas, in particular, quality control of processes and final products. The analysis made by Prabhu et al. (2000) studying performance within ISO and non-ISO companies, has revealed that companies which systematically adopt best practices starting with ISO 9000 and continuing with TQM achieve significantly higher performance levels. The recent study by Siougle, Dimelis, and Economidou (2018) added that the upgraded version of ISO 9000, 2000 and 2008, more aligned with TQM concepts, have had a significant impact on firm performance.