Essays on William Edward Demings Total Quality Management System Case Study

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The paper “ William Edward Deming’ s Total Quality Management System”   is a   breathtaking example of the case study on management. William Edward Deming is just one of the many quality improvement theorists in history but his works are the most popular and influential. He is the only quality guru that brought out the cultural issues in traditional business management such as exhortations and slogans forcing employees to achieve unrealistic goals, depriving workers of pride of workmanship, and denial of opportunity for advancement. Deming’ s main contribution to the development of a quality management system is his 14 points for the transformation of management, which is a set of guidelines, or operating principles for organizational leaders who are willing to change and focus on continuous development.

As evidenced by the success of Japanese companies, Deming’ s idea contributed significantly to the development of quality management systems particularly in the area of statistical quality control and management efficiency. Along with SPC or Statistic Process Control and PDCA Cycle (Plan-Do-Check-Act), his TQM or Total Quality Management is an internationally recognized standard. Deming’ s contribution made success a reality for organizations that are willing to change and stay longer in businessQuality ManagementContribution of one of the major theorist to the development of a quality management systemWilliam Edward Deming’ s Total Quality Management SystemIn the mid-twentieth century, the concept of quality improvement was already being practiced at least in part by a few Western business organizations.

However, although the idea came from American theorists and practitioners, it was given more importance by business organizations in Japan than those in the West. It was only when Japanese companies successfully invaded Western markets in the mid-1980s that commercial organizations in the West realized its value and embraced the idea (Beckford 2010, p. 3; Sallis 2002, p. 6).

The American theorist and practitioners mentioned here are those who view organizations as a whole but with interrelated parts.



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