Quality Improvement Team
To provide continuous improvement in every aspect of work it is necessary to develop quality improvement teams. They will provide the foundation for companies to create the necessary culture to give employees a structured environment in which to work together towards improving quality of products and services and team work. The quality improvement team can be developed on the basis of the following principles: The understanding of total quality management is becoming clear as more and more organizations embark on quality improvement process.
Some of these organizations pass through a phase where what has to be done becomes very clear to them. However, the present complexity of the business prevents them from realizing their downhill situation before it is too late. Normally, it takes a detailed understanding of total quality management to bring clarity to the objectives and activities which characterize most business. The Japanese started total quality management from scratch after World War II.
For the rest of the world the total quality management impetus may be loss of market share, an unexpected take-over bid or final notice from the customer to become a quality supplier. A company’s ability to respond to the requirements of customers actually depends on its internal operations and is based on its people. Nothing can therefore be achieved without people and when adopting total quality management it is essential that the first job is to motivate employees. Whatever the motivation, there are now many companies that have used the concept of total quality management to overcome their problems successfully.
The turnaround at Jaguar is an example of what can be achieved within a reasonable period of time. Another example is Rank Xerox who lost two-thirds of their market to the Japanese, but managed to reverse their decline and increase their market with the help of total quality management. JCB, sandwiched between Case and Caterpillar in the West and Komatsu in the East, used the total quality management approach to keep its entire share of the international market. If these organizations can survive and achieve success, so can you.
At present there are many organizations committed to the total quality management path and on their way to becoming ‘total Quality Organizations’. There is no longer any question about the issue of quality as the market-place has shown its requirements. To compete, produce and survive, quality must improve and the improvement must extend to every level of every operation in the organization. To ignore total quality management is to invite insolvency.
Aguayo, Raphael, (1990). Dr. Deming: The Man Who Taught the Japanese About Quality. New York: Carol Publishing Group. Alic, John, (1988). “Japanese R&D and U. S. Technology Policy”, Research Technology Management, September-October 1988, pp. 6-7. Beer, Michael; Eisenstat, Russell A. and Spector, Bert, (1990). “Why Change Programs Don’t Produce Change”, Harvard Business Review, November-December, pp. 158-166. Bowman, D. Jerry, (1991). “If You Don’t Understand JIT, How Can You Implement It? “, Industrial Engineering, February, pp. 38-39.