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The TQM Magazine, 1994
A shot in time appraisal of the development of TQM within a relatively small manufacturing unit (100 people). Details the unit’s original position, what methodology was used and who took responsibility for the implementation. Details the benefit gained by the exercise and a perspective from a team of people striving for continual improvement.
R.R. Lakhe, R.P. Mohanty
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A shot in time appraisal of the development of TQM within a relatively small manufacturing unit (100 people). Details the unit’s original position, what methodology was used and who took responsibility for the implementation. Details the benefit gained by the exercise and a perspective from a team of people striving for continual improvement.
R.R. Lakhe, R.P. Mohanty
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Journal of Customer Service in Marketing & Management, 1996
Total Quality Management (TQM) was developed in the USA by W. E. Deming1 and J. M. Juran2 as a business philosophy to improve market performance. Their philosophy was welcomed and implemented in Japan in the 1980s. TQM was widely practised by Japanese businesses and is the foundation of the country’s economic dominance today.
Rolf Staal, Veit Buch
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Total Quality Management (TQM) was developed in the USA by W. E. Deming1 and J. M. Juran2 as a business philosophy to improve market performance. Their philosophy was welcomed and implemented in Japan in the 1980s. TQM was widely practised by Japanese businesses and is the foundation of the country’s economic dominance today.
Rolf Staal, Veit Buch
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European Journal of Operational Research, 1990
Total Quality Management (TQM) is a revolutionary concept in the management of quality. Foremost, it is a recognition that quality not only depends upon tangible investments in machines, processes or facilities, but also on intangibles such as the integration and management of these resources, the corporate and cultural environment, personnel ...
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Total Quality Management (TQM) is a revolutionary concept in the management of quality. Foremost, it is a recognition that quality not only depends upon tangible investments in machines, processes or facilities, but also on intangibles such as the integration and management of these resources, the corporate and cultural environment, personnel ...
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Introducing total quality management
Nursing Standard, 1992Total quality management is a system that could pay dividends for National Health Service managers and employees but would require a change of culture, from one of crisis response to problems to one preventing them from happening in the first place. This article introduces the concept and describes the preconditions for its successful application.
K, Evans, G, English
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Total quality management: Field of dreams?
Health Care Management Review, 1995Total quality management promises to reconcile cost/quality conflicts, increase customer satisfaction, and improve hospitals' competitiveness as well as operational and financial performance. This article reviews the hospital literature on TQM and concludes that there is little evidence to substantiate these claims.
B, Bigelow, M, Arndt
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From total quality management to total quality environmental management
The TQM Magazine, 1995Total quality management (TQM) was developed at the same time as the interest in environmental issues began to emerge and, as such, it has built in the same concepts as those regarding issues relevant to the environment. Suggests the acronym in use today, TQEM (total quality environmental management), clearly reflects its genesis and the existing ...
Fabio Borri, Giuliano Boccaletti
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Administration in Social Work, 2000
Collis P. Huntington, owner of Newport News Shipbuilding, engraved in 1917 the company’s motto on the side of the building: “We shall build good ships here; at a profit, if we can, at a loss if we must, but always build good ships.” (Dobyns and Crawford-Mason, 1991: 11).
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Collis P. Huntington, owner of Newport News Shipbuilding, engraved in 1917 the company’s motto on the side of the building: “We shall build good ships here; at a profit, if we can, at a loss if we must, but always build good ships.” (Dobyns and Crawford-Mason, 1991: 11).
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2011
Das heutige Total Quality Management basiert auf den Grundzugen der Qualitatskontrolle. Anfang des 19. Jahrhunderts wurden aufgrund der Arbeitsteilung (Taylorismus) Produkte hergestellt, diese jedoch ohne systematische Uberprufung an den Kunden ausgeliefert. Die Fehlerquote war dementsprechend hoch.
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Das heutige Total Quality Management basiert auf den Grundzugen der Qualitatskontrolle. Anfang des 19. Jahrhunderts wurden aufgrund der Arbeitsteilung (Taylorismus) Produkte hergestellt, diese jedoch ohne systematische Uberprufung an den Kunden ausgeliefert. Die Fehlerquote war dementsprechend hoch.
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Total Management, Not Total Quality Management
Journal For Healthcare Quality, 1990Part I: "The Quality Problem is Real." Hospitals fail because of management. This failure is primarily a result of a lack of a total management (TM) approach. This leads to a crazy quilt of individual add-on programs and projects which struggle to survive in a management climate of constant crisis and reactivity.
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Shikshan Anveshika, 2014
In this competitive world where customers are known to be the king of the market, a business can survive only when it satisfies its customers. Nowadays, customers are aware of their needs and expectations, and they have a vast range of products to meet their expectations.
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In this competitive world where customers are known to be the king of the market, a business can survive only when it satisfies its customers. Nowadays, customers are aware of their needs and expectations, and they have a vast range of products to meet their expectations.
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