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Essay / Research Paper Abstract
A 5 page paper discussing continuous improvement as the most essential ingredient of Total Quality Management (TQM). The organization has the ability and the means to greatly improve processes and customer satisfaction by providing superlative customer service and asking the customer how the business could be improved. Customers' needs continually change; dedication to meeting those needs requires that those supplying customers change as well. This atmosphere creates an environment in which continuous improvement is indeed the single essential ingredient of TQM. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KStqmContImpr.rtf
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Unformatted sample text from the term paper:
Quality Management) was the buzzterm of the 1990s, a faddish catch-all palliative in corporate culture that eventually spread to all types of settings. Rather than being just another initiative
with prescribed and numbered steps to achieve a goal, TQM revealed itself to be as much a management philosophy as a framework for achieving statistical control of manufacturing while increasing
quality and simultaneously reducing costs. Today, the TQM label is not used as often, but the philosophy has become ingrained at the best-performing companies. 1. Is TQM the single
best way to achieve continuous improvement? TQM may be the only way to achieve continuous improvement. Demings (1986) fifth point addresses continuous
improvement and its contribution to end results: "Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly reduce costs" (p. 23).
All approaches to process improvement are implemented with an end goal, including TQM. The difference that TQM offers is that the first
end goal is only the first of a series. As no process is perfect, there is always room for improvement. Making improvements and establishing new processes results in
improvement in the bottom line if the changes are beneficial, but the resulting process soon reveals areas in which it can be improved as well. This is true of
other approaches to process improvement of course, but the mindset of other approaches is that the project is finished; processes have been changed; and the area of interest needs no
additional attention. This is where TQM differs from other process improvement approaches. Others contain final destinations; TQM is comprised of a series
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