Total quality management ( TQM ). Don by: Mariya albakri 92465 Amina almakhmari 92176 Amira almanthri 94550 Halima alkindi. What is TQM?
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Mariya albakri 92465
Amina almakhmari 92176
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvementof the quality of goods and services. The goal is customer satisfaction.
TQM is about always trying
to do things right first time and every time, rather than occasionally checking if they have gone wrong.
TQM dictates that everything and everybody in the
organization is involved in the enterprise of continuous improvement.
TQM is a practical but strategic approach to running an organization
that focuses on the needs of its customers and clients. It rejects any
outcome other than excellence.
TQM is not a set of slogans, but a
deliberate and systematic approach to achieving appropriate levels of
quality in a consistent fashion that meet or exceed the needs and wants
of customers. It can be thought of as a philosophy of continual
improvement only achievable by and through people.
TQM requires a change of culture. This is notoriously difficult to bring
about and takes time to implement.
It requires a change of attitudes and
Staff need to understand and live the message if TQM is to make an impact.
However, culture change is not only about
changing behaviours. It also requires a change in institutional
1- staff need a suitable environment in which to work.
They need the tools of the trade and they need to work with systems and procedures which are simple and which aid them in doing their jobs.
2- to do a good job the staff need encouragement and recognition of their successes and achievements.
The key to a successful TQM culture is an:
The primary mission of a TQM institution is to meet the needs and
wants of its customers. Excellent organizations, both public and private,
keep ‘close to the customer’.
- A customer focus is, however, not by itself a sufficient condition for ensuring total quality.
- TQM organizations need fully worked out
strategies for meeting their customers’ requirements.
- Education faces a consid erable challenge in its relationships with its external customers.
- meeting the requirements of the external customers. Internal customer relationships are vitally important if an institution is to function efficiently and effectively.
- The best way of developing the internal
customer focus is to help individual members of staff to identify the
people to whom they provide services.
Internal marketing meeting the requirements of the external customers.
It is staff that make the quality difference. They produce successful
courses and satisfied clients. Internal marketing is a useful tool for
communicating with staff to ensure they are kept informed about what
is happening in the institution and have the opportunity to feed back
Training for meeting the requirements of the external customers.
teachers in quality concepts and thinking is an important element in the required culture change.
Staff have to understand how they and their
pupils and students will benefit from a change to a customer focus.
quality is about more than being ‘nice to customers and smiling’.
about listening and entering into a dialogue about people’s fears and
The quality of learning meeting the requirements of the external customers.
Education is about learning.
If TQM is to have relevance in education it
needs to address the quality of the learners’ experience.
Unless it does
that, it will not make a substantial contribution to quality in education.
An educational institution that takes the total quality route must take
seriously the issue of learning styles and needs to have strategies for
individualization and differentiation in learning.
The learner is the
primary customer, and unless learning styles meet individual needs it
will not be possible for that institution to claim that it has achieved total
Barriers to introducing TQM route must take
TQM is hard work.
-It takes time to develop a quality culture. By
themselves hard work and time are two of the most formidable blocking
mechanisms to quality improvement.
- TQM needs a champion in the route must take
face of the myriad of new challenges and changes facing education.
- Quality improvement is a fragile process.
staff of the institution.
managers quickly return to traditional ways of managing.
- Fear by senior the senior
managers of adopting new methods is a major barrier.
many organizations attempting TQM
- Many staff fear the consequences of empowerment, especially if things go
wrong. They are often comfortable with sameness. They need to have
the benefits demonstrated to them.
- Fear of the unknown, of doing things differently, especially if things go
of trusting others, and of making mistakes, are powerful defence and
resistance mechanisms. Staff cannot give of their best unless they feel
that they are trusted and their views listened to.
Deming argues that it is especially if things go
essential when undertaking the quality revolution to ‘drive out fear’, and
it is imperative to take this message seriously when building a quality