Introduction of the quality GurusFor the past few decades, quality gurus such as Deming, Juran, Crosby, Feigenbaum and Ishikawa have developed several perceptions regarding Total Quality Management, thus making the concept gain significant acceptance all over the world. Their views on total quality management have made a significant impact on today’s world. For instance, Contributionsof quality gurus have not only improved business but also other organizations such as state and national governments, health care organizations, military organizations and educational institutions. Description of total quality managementTotal quality management is an essential aspect in today’s business.
Customers are always after products that meet or exceed their expectations. Therefore, putting customers’ needs first is a way of maintaining quality. Maintaining quality simply implies meeting and exceeding customers’ requirements by engaging every person in an organization through an integrated effort. Total quality management is therefore an integrated organizational effort planned to enhance quality at all levels (Anand & Samuel, 2004). Stark (1998) argues that total quality management is a management approach that commenced in Japanese industry and has constantly become more popular in many parts of the world.
It is a description of culture, attitude and planning of an organization that aims at offering its customers with services and products that meets their requirements. With Total quality management organizations are able to maintain quality at every aspect of their operations. Organizations are also able to prioritized right things and eliminate any defects or waste in their operations. According to department of trade and industry, UK (2003), total quality management is a way of managing for the future, and is very broad in its application than simply assuring for product or service quality.
Total quality management is a way of managing individuals and business procedures to ensure complete customer satisfaction at all stages, both externally and internally. It is believed that customer-supplier interfaces are the fundamental of total quality management, both internally and externally. Several processes do prevail at these interfaces. It is important to note that fundamental should be surrounded by commitment to quality, communication of quality information and acknowledgement of desire to transform organization’s culture so as to develop total quality. Therefore, Commitment to quality, communication of quality information and acknowledgement of desire to transform organization’s culture are the foundations of total quality management and are supported by essential management functions of processes, individuals and systems within the organization (department of trade and industry, UK2003).
Anand & Samuel (2004) looks at total quality management as a management philosophy that combine organizational functions, such as marketing, design, finance, production, customer service and engineering, to attain customer requirements and organizational objectives. With total quality management, organization is observed as a collection of procedures. Total quality management maintains that companies should struggle to constantly enhance the procedures by including employees’ knowledge and experience.
Of late, total quality management is acknowledged as a broad management instrument. It is widely applied in management, particularly in organizations that aim at satisfying customers requirements. Total quality management normally acts as a foundation of various activities, which include employees and senior management commitment, attainment of customer needs, employee empowerment and engagement and quality circles. Therefore, total quality management can generally be looked at as a total organizational method of attaining customer requirements and expectations that engages all workers and managers in utilizing quantitative methods to constantly enhance processes, services and products in the company (Psychogios & Priporas, 2007).