全面质量管理需要全员素质支持

全面质量管理是组织全员参与的一种质量管理形式,因此,人力资源是全面质量管理的重要基础.只有全员的充分参与,才能挖掘出他们的全部才干为组织的质量管理带来收益.     

说说八项质量管理原则的“全员参与”

我们知道,全员参与是全面质量管理的一个基本要求,也是ISO9000族国际标准提出的八项质量管理原则之一。标准指出：“各级人员都是组织之本,只有他们充分参与,才能使他们的才干为组织带来收益。”如果仅仅从这样的角度来理解全员参与,显然是不全面的。组织在动员全体员工参与质量管理时,     

浅谈QC小组活动与烟草商业企业质量管理的持续改进

全面质量管理是一个组织以质量为中心,以全员参与为基础,目的在于通过让顾客满意和本组织所有成员及社会受益而达到长期成功的管理途径。其主要观点包括:以质量为中心;为用户服务;全面管理:全员管理、全过程管理、全企业管理、以预防为主、用数据说话。TQC是大QC"。     

从全面质量管理到高校教学质量管理

全面质量管理是以组织全员参与为基础的质量管理形式。学校人才培养质量是教育的关键,学校实施全面质量管理(TQM)是完全可行的。全面质量管理的特色反映在"事前管理,防患于未然"。     

浅谈QOb组活动与烟草商业企业质量管理的持续改进

全面质量管理是一个组织以质量为中心，以全员参与为基础，目的在于通过让顾客满意和本组织所有成员及社会受益而达到长期成功的管理途径。其主要观点包括：以质量为中心；为用户服务；全面管理：全员管理、全过程管理、全企业管理、以预防为主、用数据说话。TQc是大Qc”。     

企业如何实现全员参与质量管理

质量管理作为一个系统工程，与企业的每位员工都密切相关。全员参与质量管理是企业实现质量方针和质量目标的基础。文章探讨了企业全员参与质量管理的意义，并分析了实现全员参与质量管理的基本途径。     

质量管理ABC（四）

1．什么是全面质量管理 全面质量管理是以质量为中心，以全员参与为基础，旨在通过让顾客和所有相关方受益达到长期成功的一种管理活动，也是一门企业的现代化管理科学。     

QC小组活动如何融入企业全面质量管理

全面质量管理（total quality management）是一种南顾客的需要和期望驱动的管理哲学。TQM以质量为中心．建立在全员参与基础上的一种管理方法，其目的在于长期获得顾客满意、组织成员和社会的利益。ISO8402对TQM的定义是：一个组织以质量为中心．以全员参与为基础．目的在于通过让顾客满意和本组织所有成员及社会受益而达到长期成功的管理途径。     

质量管理的全员活性化

全员参与是质量管理八项原则之一,质量管理有赖于全体员工的参与。全员参与达到全员活性化的状态时才能算是理想状态。本文主要论述组织内部全员达到活性化的途径,进一步简要说明提高组织外人员活性化的途径。     

全面质量管理在核电运行值的推广和应用

在核电厂运行值内实施全面质量管理是对生产运行操作进行事先预防、事中控制、事后监测的重要控制手段.从运行值全面质量管理的概述入手,通过核电运行值在全员参与的质量管理、全过程的质量管理、全面的质量管理方面三个方面采取的应用措施,保证高质量的生产操作,提高运行值生产质量管理水平,筑牢企业质量管理的基石.     

系统思想指导下的“头QC”

全面质量管理（TQM）又被称为“头QC”，意指高层经理在其中发挥最主要的作用。鉴于TQM实际上是以质量管理为中心的全企业管理，高层经理应以系统思想作为指导，无论对全员、全过程，还是处理企业与顾客、供应商及竞争对手的关系，都应多考虑整体与合作，以谋求TQM的更高效率。     

A physical examination of health care's readiness for a total quality management program: a case study

Initiating a total quality management (TQM) effort can be a time-consuming and costly effort for a hospital. Perceptions of management and employees are important in initiating TQM because people function as if perceptions are fact. Assessing these perceptions and determining the levels of readiness or resistance to change are important steps in reducing costs, thus increasing organizational ability to address proactively challenges to the implementation and ultimate success of a TQM effort. Key assessment criteria are discussed including a comparison of management and employee perceptions in one hospital.     

‘The Rise and Fall of TQM’: the Vision,Meaning and Operation of Change

The vision of TQM promises unity, teamworking, autonomy and empowerment. This article explores how this vision was contradicted by organisational restructuring and the hierarchical imposition of redundancies and contingent employment insecurity in a medium sized bank. As a result it was found that the meaning and legitimacy of TQM for both employees and many managers was called into question.     

Too Much or Too Little Ambiguity: The Language of Total Quality Management

The paper documents the working of the language of total quality management (TQM) and some of its effects in four UK service organizations. By making language central to the 'production' and 'consumption' of TQM practices, the paper explores the use of managerial language and its effects upon organizational practices and employees' experiences. The semantic use of language, reflected merely in the use of labels and platitudes, is concerned with clarity and specificity while the poetic use of language, reflected in the use of metaphors, emphasizes ambiguity by inviting multiple interpretations from below. The paper argues that both uses of language are directed towards achieving some sort of meaning and order; however, managers do not have total discretion over the consequences of their language use. While they may seek to enrol employees in the TQM language (via a process of interest translation), the responses of the employees cannot be predicted or controlled from the top. EmployeesÕ discursive responses are themselves riddled with ambiguity and range from open resistance to manipulation to internalization. Indeed, it is impossible to know in advance how TQM language works in practice because such workings are the complex and ambiguous outcome of material and non-material relationships that can never be accurately predicted.     

‘How would you measure something like that?’: Quality in a Retail Bank

In this paper we explore a case study of total quality management (TQM) within the financial services sector. We demonstrate that a ‘conformance to requirements’ approach towards TQM is concerned with increasing management’s physical and financial control over procedures, documentation, systems and people. Such an approach only partially addresses quality because (a) there can never be a precise ‘conformance’ and (b) this approach neglects customers and employees. We illustrate that often management do not understand the flaws/problematics and underlying philosophy behind TQM. Thus they continue to adopt ‘inconsistent’ approaches, such as attempting to control costs and employees while espousing the importance of the customer and the need for a trust-based culture. Yet, whether or not they understand the rationale behind TQM and attempt to widen their focus by considering people and customers more directly, we argue that management cannot easily adopt a ‘consistent’ approach because a preoccupation with controlling costs is bound up with career-based identities and hierarchical power relations. Ultimately we argue that management cannot control ‘quality’ in any simple top down way, essentially because of the ‘indeterminacy’ of labour, the ‘intangibility’ of customer satisfaction, and the complexity of organizational power and identity relations.     

The effect of quality management and participation in decision-making on individual performance

The major objective of the study was to analyze the effects of total quality management (TQM) on improvement efforts and individual performance. Employee response to quality management (QM) and the perceived degree of participation in decision-making (PDM) were considered the major factors affecting employee improvement efforts. The improvement effort factor was expected to influence employee performance. Subjects were 208 employees in three industrial organizations applying TQM in Israel. Three causal models were suggested and tested by means of structural equation modeling using lisrel. The results supported the proposed model. The findings revealed that the influence of PDM on improvement efforts is considerably higher than that of QM. This finding suggests that PDM is the most important component of the TQM process that affects improvement efforts and individual performance. Therefore, ISO 9000 that does not include PDM may not impact individual performance.     

An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model

Total quality management (TQM) is an approach to management embracing both social and technical dimensions aimed at achieving excellent results, which needs to be put into practice through a specific framework. Nowadays, quality award models, such as the Malcolm Baldrige National Quality Award (MBNQA) and the European Foundation for Quality Management (EFQM) Excellence Model, are used as a guide to TQM implementation by a large number of organizations. Nevertheless, there is a paucity of empirical research confirming whether these models clearly reflect the main premises of TQM. The purpose of this paper is to analyze the extent to which the EFQM Excellence Model captures the main assumptions involved in the TQM concept, that is, the distinction between technical and social TQM issues, the holistic interpretation of TQM in the firm, and the causal linkage between TQM procedures and organizational performance.     

Critical Success Factors of Total Quality Management

The past decade has seen many firms focusing on Total Quality Management (TQM) as a means of improving profits, market share and competitiveness. Although TQM is a proven approach for success in manufacturing, services and the public sector, several organizations failed in their campaigns because of many reasons like lack of top management commitment, ignoring customers etc. This paper presents a study on certain specific factors that impact the success of the TQM implementation purely based on the secondary research. The research points out that, though most organizations start TQM efforts for their success, they are frequently exposed to the factors which may cause their TQM efforts to delay or even fail. TQM is a sure bet to reverse poor performance, but when it did not yield the expected results, it was deemed a failure. The review has been done to identify the common problems that lead to the failure of TQM implementation in the organization and has pointed out the critical success factors of TQM. Nevertheless, the overall results of this research imply that the understanding of the elements that cause failure to the TQM implementation can provide needed help for companies involved in long-term continuous improvement efforts. If the advanced TQM approach is properly followed, it will help the companies to achieve organizational excellence.     

Total quality management and human resource systems: an international comparison

This paper takes advantage of a unique international data set to examine the determinants of the adoption and sustainability of total quality management techniques, focusing in particular on the role played by human resource professionals and practices. The data come from a 1991 survey conducted by Ernst and Young and the American Quality Foundation covering the use of TQM tools in the computer, auto, health care and banking industries in Japan, the United States, Canada and Germany.

The research distinguishes between two ways of implementing total quality management – one approach conceptualizes TQM as a relatively limited set of technical engineering changes while the second implements these technical changes as part of a larger transformation of the organization of work. We find support for the second approach in that the number of employees using quality tools and the number of quality tools in use is greater and lasts longer in firms that also have team-based human resource systems for frontline employees, with team structures, suggestion systems, meetings and group rewards. This central finding holds across all countries and industries studied.

We also find that achievement of these changes requires the commitment of organizational stakeholders to incorporate the interests of employees in strategic decision making. Though union presence alone does not predict the adoption or sustainability of these innovations, partnership between management and union does have a positive effect. The level of strategic influence of the human resource department also influences innovation, though in ways that differ across countries and industries.

The findings suggest the value of comparative studies and of research focused at exploring sub-national variation. The findings also suggest the value of a longitudinal study of the sustainability of innovation.     

Does total quality management affect applicant perceptions of recruitment and selection processes?

145 job seeking engineers were surveyed to determine whether applicants who interviewed at Total Quality Management (TQM) organizations perceived any differences in the way they were recruited or selected as compared with those who interviewed at non-TQM firms. TQM firms were identified in two ways: “explicit TQM” (where applicants were specifically told that the firm was a TQM employer) and “inferred TQM” (where TQM was inferred on the basis of specific reported practices). Results showed that there were significant differences between TQM firms (regardless of classification) and non-TQM firms, and between explicit TQM firms and inferred TQM firms. For example, explicit TQM firms screened more stringently, whereas inferred TQM status was predictive of positive applicant reactions to the people met during the site visit. Implications for practice and future research are discussed.