OVERVIEW OF QUALITY MANAGEMENT:PROFESSIONAL MANAGERIAL ERA (1950)

TOTAL QUALITY MANAGEMENT AND TOTAL ORGANIZATION EXCELLENCE:Measurement >>

Total Quality Management MGT510

Lesson # 01

OVERVIEW OF QUALITY MANAGEMENT

PROFESSIONAL MANAGERIAL ERA (1950)

In our present age of market driven capitalism and futuristic knowledge driven economic markets, the

decision are made and the trends are set by the professional managers. Unlike their predecessors, the

captains of today's business do not own their own companies. They must know the whole business but

have control over only one small part. They must be product oriented, process conscious, financially

responsible, and public spirited. They must be all things to all people, yet still function as only one cog

in the wheel.

If the history of management tells us anything, it is that, no matter what happens; peace or war,

prosperity or famine, this world will always be in need of good managers . . . the kind who can get

society from "where it is" to "where it wants to be." Can you be one?

What is an Organization?

"An entity where two or more persons work together to achieve a goal or a common purpose is

called Organization."

There are so many organizations around us. Daily we visit and see many organizations. Hospitals,

Colleges, Factories, Farms and Government offices. Mosque/Church is also an example of an

organization. People go there and say prayers. Activities of praying are to achieve a certain goal.

Similarly, any unit in which two or more persons are working together for some purpose is called an

organization.

Unit of Organization:

· People

· Purpose

· Process

· POLCA

If there is an organization, then there must be some people. They work as whole for a common purpose,

so there must be a defined purpose. If an organization doesn't have any purpose, it will not survive for

long run. To achieve the purposes by using people, the processes are needed. Without any process, you

cannot achieve any type of purpose or goal. If we see in our daily life, we have some goals. For

achieving these goals, we use some processes. So that process is also obvious and important for an

organization. The last important thing for any organization is that it requires main pillars of management

i.e. POLCA:

Planning

Organizing

Leading

Controlling

A manager must perform all theses management functions with Assurance!

Quality Focus Approach to Management

"There are really only three types of people: those who make things happen, those who watch things

happen, and those who say, `What happened?"

Total Quality Management MGT510

The total quality concept as an approach to doing business began to gain wide acceptance in the west in

the late 1980s and early 1990s. However, individual elements of the concept such as the use of

statistical data, teamwork, continual improvement, customer satisfaction, and employee involvement

have been used by visionary organizations for years. It is the pulling together and coordinated use of

these and other previously disparate elements that gave birth to the comprehensive concept known as

total quality.

Why Focus on Quality?

To understand total quality, one must first understand quality. Customers of businesses will define

quality very clearly using specifications, standards, and other measures. This makes the point that

quality can be defined and measured. Although few consumers could define quality if asked, all know it

when they see it. This makes the critical point that quality is in the eye of the beholder. With the total

quality approach, customers ultimately define quality.

People deal with the issue of quality continually in their daily lives. We concern ourselves with quality

when grocery shopping, eating in a restaurant, and making a major purchase such as an automobile, a

home, a television, or a personal computer. Perceived quality is a major factor by which people make

distinctions in the market place. Whether we articulate them openly or keep them in the back of our

minds. We all apply a number of criteria when making a purchase. The extent to which a purchase

meets these criteria determines its quality in our eyes.

One way to understand quality as a consumer-driven concept is to consider the example of eating at a

restaurant. How will you judge the quality of the restaurant? Most people apply such criteria as the

following:

♦

Service

♦

Response time

♦

Food preparation

♦

Environment/atmosphere

♦

Price

♦

Selection

The example gets at one aspect of quality the results aspect. Does the product or service meet or exceed

customer expectations? This is a critical aspect of quality, but it is not the only one. Total quality is a

much broader concept that encompasses not just the results aspect but also the quality f people and the

quality of processes.

How Is Total Quality Different?

What distinguishes the total quality approach from traditional ways of doing business can be found in

how it is achieved. The distinctive characteristics of total quality are these: customer focus (internal and

external), obsession with quality, use of the scientific approach indecision making and problem solving,

long-term commitment, teamwork, employee involvement and empowerment, continual process

improvement, bottom-up education and training, freedom through control, and unity of purpose, all

deliberately aimed at supporting the organizational strategy. Each of these characteristics is explained

later in this chapter.

The Historic Development of Total Quality

The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor

in the 1920s. Taylor is now known as "the father of scientific management."

Total Quality Management MGT510

The most fundamental aspect of scientific management was the separation of planning and execution.

Although the division of labor spawned tremendous leaps forward in productivity, it virtually eliminated

the old concept of craftsmanship in which one highly skilled individual performed all the tasks required

to produce a quality product. In a sense, a craftsman was CEO, production worker, and quality

controller all rolled into one person. Taylor's scientific management did away with this by making

planning the job of management and production the job f labor. To keep quality from falling through the

cracks, it was necessary to create a separate quality department. Such departments had shaky

beginnings, and just who was responsible for quality became a clouded issue.

As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue.

Volume and complexity together gave birth to quality engineering in the 1920s and reliability

engineering in the 1950s. Quality engineering, in turn, resulted in the use of statistical methods in the

control of quality, which eventually led to the concepts of control charts and statistical process control,

which are now fundamental aspects of the total quality approach.

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