2776.E公司统计过程控制的应用研究Total Quality Management.doc
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1、2008届毕业论文外文文献DESARROLLO PRODUCTIVO N41Hessel SchuumanIntroduction The International Organization for Standardization (ISO) defines quality as the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs (ISO 8402). The concept of qu
2、ality has evolved over the past five decades. First, quality started with inspection-oriented quality assurance1 of the final product. However, quality inspection does not eliminate the root cause of bad quality. The concept was broadened by integrating quality into all of the different functional a
3、reas that may be associated with the production process, including suppliers, sales, production and services. This approach is known as process-control-oriented quality assurance. It works well in producer markets in which producers determine supply. However, in current global consumer markets it is
4、 crucial to know what clients and consumers want. Producing a high-quality product is not sufficient if the consumer does not want the product or finds it too expensive. In short, one does not only have to design a good product but also the right product. One speaks of quality assurance with emphasi
5、s on new product development, in which quality is defined as complying with the wishes of the client. This orientation considers quality issues within the whole production system. The concept of quality is not limited to products, but also incorporates the productive, organizational and design funct
6、ions that may be associated with a particular product or service, as well as the people that are involved in these processes. Quality can therefore be identified as a management function because it needs to be planned, implemented, monitored and improved. Total Quality ManagementTotal Quality Manage
7、ment (TQM) is a management philosophy that involves all aspects of quality that are of interest to both the consumer and the organization. Globally, the TQM approach has shown to be a viable way of cutting costs, increasing productivity and improving quality. Total quality management involves all le
8、vels of an organizations management, including human resources management, leadership, policy and strategy formation, management of processes and material resources management. It also reflects enterprise results and the satisfaction of interested parties such as employees, consumers and society. TQ
9、M organizations develop a wide range of indicators to measure and improve their performance with regard to the above parameters. Standardized methodologies that define TQM evaluation criteria include regional or national schemes such as quality for awarding the Deming Award in Japan and the Malcolm
10、Baldridge Award in the United States. The main objectives of TQM are associated with consumer satisfaction and continuous improvement, both of which are crucial for favourable enterprise results. The importance of consumer satisfaction is based on the fact that in open economies, clients or consumer
11、s are the only reason why any productive process exists.2 By measuring tendencies in relevant consumer markets, an organization attempts to internalize consumer satisfaction in their production system.3 However, as the organizations environment changes continuously, consumer satisfaction and profita
12、bility can only be maintained if products, processes and human resources are continuously improved. The continuous improvement of the organizations productive system implies, for example, that any kind of error (or nonconformity) in the production system needs to be detected as early as possible and
13、 then resolved, in order to improve to the zero error situation. Continuous improvement thus requires the establishment of feedback mechanisms to eliminate detected quality failures at their point of origin. Both consumer satisfaction and continuous improvement are dynamic concepts resulting in the
14、continuous monitoring and adjustment of the different elements of quality management. Quality management practices may be defined as techniques for achieving objectives related to both consumer satisfaction and continuous improvement. In general, quality management practices optimize both the effici
15、ency and effectiveness of a certain production system (e.g., produce only what you need to produce), while traditional management practices are usually only concerned with maximizing the efficiency of the production system (e.g., produce as cheaply as possible). Therefore, the principal difference b
16、etween the two management approaches is that quality management practices aim to internalize the concept of consumer satisfaction in the different activities of the organization.4 This has resulted in different ways of organizing the production system and the application of different technologies. F
17、or example, the quality management philosophy does not necessarily result in the traditional large economies of scale. Opportunities for continuous improvement can result in efficiency improvements, but they will only be implemented if they are compatible with aspects related to consumer satisfactio
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