The Ethical Concepts Of Northrop's Total Quality Management

For Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA, organizations that desire to implement a strategic quality management approach should consider both the strategic dimension of quality and the management strategy (2014, p 19). In fact, both writers stipulate ”Quality Management” aims to advance quality to meet patron’s requirements by controlling processes (Paraschivescu & Caprioara, 2014, p 21). Likewise, their ideas confirm that the production approach demands a strict input from workers. In doing so, quality improvement teams can measure and spot

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.

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

Approaches used to handle ethical behavior: Warnerbus Limited is a company that specializes in the bespoke conversion of minibuses, and wheelchair accessible vehicles, catering primarily for the elderly, disabled and passengers in wheelchairs. The company is committed to provide quality products and services to its client. The company has taken a step forward and acquired the Quality Management System (QMS) ISO 9001 certification to met the national standards of the quality check and acquire national reorganization to the products and services that has added to company’s pride and goodwill.

Examining my lessons on how businesses and other similar entities traditionally developed their strategies, and comparing it with the way that some of today's more innovative firms have begun to plan, reminds me of the change in many companies' approach to quality decision-making. From what I have learned, quality was traditionally associated with inspectors assuring quality after the fact--after parts were made--rather than getting everyone down the line involved in building in quality in the first place, as eventually happened through the TQM (Total Quality Management) movement.

Total quality management focuses on several aspects such as Continuous improvement and the Customers to improve the quality of the products. Ford Company has in place a strong set of values, norms, and artifacts which it strongly enforces. The mission statement for the company is based on a simple phrase, “One Ford: One team, one plan, one goal.” The company vision is, “To become the world’s leading consumer company for automotive products and services.” (Haas-kotzegger, Schlegelmilch, & Ambos, 2013) Both these company philosophies give the company a good favor towards the consumers.

Total quality management has two sides hard and soft. The hard is considered as old paradigm of management command and control working units referring to quality they remark to meet specifications that are in products to make adjustments among quality, cost and schedule. Measurements: its aim only to focus on the internal trials of productivity and profitability. It doesn’t matter if they are linked to customers and competitiveness. Control they care only for scoring, reporting the events and evaluating profits.

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

The system of quality is prevention: This is why management must take the concept of prevention very seriously because it reduces defects and it lowers cost. This absolute state that appraisal, checking and inspection is an expensive and unreliable way of getting quality. Prevention can be achieved if during production process opportunities for error are identified. Prevention can also be achieved using statistical quality control method. Crosby (1995).

In a manufacturing process, all the products will not be exactly a same. Quality will vary from piece to piece. That is, there will be variations in quality characteristics of products. The causes for these variations are found out and analysed. Suitable corrective action is to be taken to minimise the variations within certain limits. This is done to maintain the quality. Statistical quality control charts techniques are used to improvement the quality process in automobile parts manufacturing company.

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 a philosophy that focuses on quality and customer satisfaction. Being an expert in TQM gives numerous opportunities for me to show organizations how to effectively use TQM models. In my present job, I will determine and select a Total Quality method to present to an organization for the incorporation into the strategic planning process. The model will need to be compatible with current organizational strategic plans and increase internal and external customer quality. The chosen method will also benefit the organization financially, effectively, and efficiently while still serving the need of TQM.

Quality and total quality management, the main difference is that perception and activities. (Goetsch, 2010)

As time goes by, the concept of quality has changed rapidly. In recent days, the concept of quality does not only about how to generate high-quality products or services, but it also should be built from the outset which means it entails a mature organisation structure, high skilled employees, good structural procedures and processes, also adequate resources (Haupt and Whiteman 2004). Hence, the concept of total quality management (TQM)

Total quality management is something that was introduced to us around the 1950s. By the 1980s this was something that had been implemented more into many different businesses and the movement began. A total quality management team is defined as the techniques an association uses to recover not only the quality of its company and services but also its production level. This technique involves a lot of joint effort and is used through-out an organization. Everyone is included in this management from the employees to the inside staff a company employs. Externally TQM is also used with people such as the clients that the company associates their business with and the customers that use their services or products. Most importantly, TQM’s main objective is to implement efficient production and quality that will in return increase a companies revenue and also give the company a boost against its competition ( “Intro and Impl.” Para 2. 2010)