Application of Deming 14 Points to Improve Class Performance and Learning

As a teacher I am responsible for the evaluation of course work and all aspect of the learning process to gauge whether improvements can be made. Throughout the process I must make sure that the course is delivered with quality and professionalism and continually assess my own teaching style and course delivery. As a teacher I will need to evaluate the course and delivery throughout the course duration to enable continuous improvement of my teaching and the impact that it is having on my learner.

Total quality management is a management philosophy aimed at continuous growth in quality improvement of products, processes and services to achieve and surpass quality standards. It consists of strategic planning, organizing and implementing each process activity and of removing all the wasted effort and energy that is routinely spent. It is a methodology of strategic overview of quality and focus on prevention not detection of problems.

Total Quality Management (TQM) is a complete and structured approach to organizational management that seeks to make better the quality of products and services through ongoing refinements in answer to continuous feedback. The importance and value of TQM was stressed by European Foundation of Quality Management to reach total customer satisfaction. TQM necessities may be defined separately for a organization or may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. Total Quality Management can define aims for the continuous improvement in all levels and functions of the organization. The continuous improvement suggests that quality management system should be a circle.

Blanchard  (2009), “successful supplier relationships require two-way information, recommendations, metrics and incentives. Riordan Manufacturing must understand the cost and value of their entire supply chain. Without a detailed understanding of all costs, from raw materials through the end product or service, and the value provided by its supplier in the process, a supplier cannot be evaluated. Therefore, there are several things Riordan Manufacturing can do to improve their relationship with it suppliers. They can incorporate appropriate service levels and metrics into agreement, share critical information as early as possible, plan for major contingencies, expect and reward honesty and finally, make relationship meetings meaningful” (10 Strategies for Managing Suppliers).

The history of quality management can be traced back to the Japanese during the economy-rebuilding period of the 1950’s. They emphasized on prevention rather than inspection, customer satisfaction, continuous improvement and leadership training. These principles formed the Total Quality Management (TQM) system. Concisely TQM emphasized on “Quality of Management” rather than “Management of Quality” The EFQM model was an improvement

The article highlighted several areas on how quality management affects the performance of an organization. Studies done have come back with mixed results. Some studies have proven that implementing quality implementation can have many benefits to an organization. However some studies have shown that organizations that have implemented total quality managements do not necessarily outperform organizations that do not or have not implemented total quality management programs. Of the results that have been published for organizations that had issues with quality management implementation several

This essay is going to explain how the introduction and implementation of total quality management (TQM) and ISO 9000 could improve the performance of Pars Food Ltd. Pars’ long term objectives include; becoming a PLC, reducing operation costs, improving the quality of products and services and becoming more environmentally and ethically sustainable. The potential implementation of these marketing strategies could help Pars food to achieve their objectives whilst increasing their market share and profitability most importantly. Total quality is a long term management approach which involves the improvement of quality, services, people, processes and environments in order to maximise an organisations competitiveness.

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

Dimensions of effective classroom practice were developed in two ways. The first method was via the analysis of pupil questionnaire data, which led to the production of underlying factors that could suggest best teacher practices. This was a critical component of the research data because it provided a bridge between the qualitative and quantitative data. All survey items were initially analyzed which then progressed to the individual items being analyzed separately (“My School”, “My Teacher”, My Classroom”, and “About You in This Class”. The survey completed by the second and sixth year students was sufficient for the research model, however, the ninth year students’ data was disaggregated to provide more relevant data. The disaggregation of data for the ninth year students

Oakland, 1989 (cited Lakhe and Mohanty, 1993: p9-10) has defined Total Quality Management (TQM) as an “approach to improving the effectiveness and flexibility of business as a whole. It is essentially a way of organizing and involving the whole organization; every department, every activity, every single person at every level”.

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

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

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.

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.

The following recommendations have been made to BJB's Strategic Planning Committee to integrate the supplier alliance and metrics; first, it is important for BJB to analyze other companies' implementation of quality initiatives. In addition it must exercise good leadership in the implementation of quality initiatives in order to succeed in quality production of automobile compact disc changer in the industry. Second, it should apply Deming's 14 points to reduce product failure by implementing it in the strategic quality process in order to increase quality, productivity and competitive position (Tribus, 2012). The implementation of the Deming's theory by BJB Manufacturing is expected to yield positive results such as; lowering material and labor costs due to gains in operational efficiencies. The company is also expected to effectively increase profitability through continuous improvement and standardization of a proven quality process. In addition, with improved quality of their products, the company is most likely to reduce Customer complaints thereby improving customer complaint management. In the same line, Deming's theory is likely to influence the company's adherence to the best approach to levels of inventory. The company will need to appoint one supplier to manage variation in output, in addition to regulating new inventory thereby reducing the complex nature of taking inventory. This will also ensure that screening of wastage is performed and