An Analysis of Benefit in Implementing Total Quality Management Into B2C E-Commerce.

The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

First, it is essential to decompose the concept “Total Quality Management” to clearly understand its goal: “Total” goes for the fact that quality involves everyone and all activities in the company, “Quality” means conformance to Requirements “ Meeting Customer Requirements” and “Management” because Quality can and must be managed. 2 The TQM model is based on the hypothesis that a company’s survival is only possible if a competitive level is achieved and maintained for each of the so called «6 dimensions of quality»: • • • • • • Product & service quality On-time delivery Fair price Employees satisfaction Product & process safety Environment conservation.

The purpose for managing quality is so the project is delivered at an acceptable level of quality requested by the client. Quality management ensures the quality of the project and quality of the processes to manage the project are at the highest standard possible which is done by creating the quality management plan looking at the key areas which are;

Within the past two decades, total quality management represents one of the most profound changes in the way companies are now being managed. According to Biech (1994), "Quality improvement (TQM) is a customer-focused, quality-centered, fact-based, team driven, senior management-led process to achieve an organizations strategic imperative through continuous process improvement" (pp. 1-2). The benefits associated with TQM includes higher quality, lower cost

Introduction - Total quality management (TQM) has been defined as ‘continuous improvement of every production output whether it be a product or a service, by removing inefficient variations and by improving the backbone of the work process’. International managers like their domestic counterparts have found that incorporating the notion of total quality management into their management process and style can give the competitive advantage.

Total Quality Management (TQM) is an improvement tool that is widely used in many companies. It consists of many aspects including Managing people as well as business processes in order to maintain customer satisfaction. With TQM, Businesses starts to do the right thing from the start and to ensure zero error. Therefore, it is important to learn the principle of TQM and how it acts in organizations with its advantages and disadvantages.

Total Quality Management is the management philosophy for improving the products and process under the continuous improvement. Under this philosophy, every little step adds value to the overall improvement of the organization. Under the TQM, Management tries to coordinate all the stakeholders of the organization in order to meet the customer expectations. The practices of TQM are usually seen as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement.

The main aim of quality management is meeting or exceeding stakeholder’s expectations and conforming to the project design and its specifications. Till the desired quality is obtained a continuous repetitive cycle of measuring quality, updating processes takes place. Quality can be measured by the number of defects in the product.

Total quality management(TQM) is defined as a system of management based on the principle that every member of a company must contribute towards improving and maintaining the standards of work in every aspect of the company 's operations. It is not only customer–focused but requires total employee involvement along with a focus on process control. A strategic and systematic fact-based decision approach is required for the continuous improvement of the company. The start of TQM is marked by the introduction of scientific management principles in 1920s. In the 1930s, Walter Shewhart, a young engineer, developed the methods of statistical analysis and control of quality using metal-rimmed tags and kitchen bowl in the initial experiments.

In the business context, quality management is a broad concept. Customer demands quality in a product rather than price. So, organization must focus on the quality enhancement. Quality usually leads to increasing cost. Business organizations have to manage quality in such a way that it leads to as minimum cost as possible. Not every organization can do this. But, it should be their main goal and objective of structuring their business. In the competitive market, quality management is the most important term that is to be considered in every process.

Hence, in order to stay competitive in the market, organizations design guide lines to continuously improve the quality level. These concepts are Total quality management. Meanwhile, as these TQM are dealing with the processes of

In manufacturing, Quality management is an area of business that is concerned with the production of goods and services,

Total Quality Management (TQM) is a long-term process the involves commitment, at all employee levels, and continuous improvement as to how activities are managed and controlled by organizations to present quality goods or services that satisfy internal and external customers' need and expectation(Miller, 1996). TQM is a bundle of tools, techniques, processes, principles and experts practices that over the years has been evolved and improved(Shiba,Graham and Walden, 1993). To name a few, researchers who significantly contributed in evolving TQM philosophy and practices, and tool and techniques are: Walter Shewhart, Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, Genichi Taguchi, and Kaoru Ishikawa (Boyer and Verma, 2010). In spite of differences in their TQM philosophy approach and definition, the fundamental principal goals of all TQM are the same. Oakland's idea of TQM does not differ either in that TQM objectives are fulfilled by realizing

CSU-Global (2013) identifies quality management as a way for organizations to develop standards to continually improve processes, procedures, products, and services. Often, these standards are referred to as policies, which are defined, documented objectives that are supported by management, based on principles, and beliefs of an organization (Milosevic, Patanakul, & Srivannaboon, 2010). When quality management is addressed in the planning stages of a project, it is easier to incorporate those standards into the monitoring, controlling, and auditing phases, right from the start.