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Essay / Research Paper Abstract
This 14 page paper considers the implementation of TQM at a UK company, looking at the processes that were undertaken and then looking at way a particular aspect of TQM was implemented in the shop floor, in this case the 5 S's. The bibliography cites 13 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEimptqm.rtf
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Unformatted sample text from the term paper:
can appreciate the complexities and potential value involved. To begin we need to look at the concept of TQM as this had to be conveyed to the employees before the
change took place and then we can consider the processes that were seen. In the business environment there is constant vigilance for
any tool or methodology that may lead to advancement by gaining a competitive advantage over the competition Taylor Group Diecasting saw TQM as the potential for increasing differenation, and bettering
quality. One of the trends of the 1990s has been the implementation of a method of working in called TQM; Total Quality Management. This is not new, but the spread
of the practice may be seen as relevantly new, becoming popular in the 1990s. There are many perceptions regarding TQM; what it is,
what it means and what results may be realised from its introduction. The meaning may be different to the various people or organisation that implement or study it as there
is no set consensus to the entire meaning of the model (Gehani, 1993). This mean Taylor Group Diecasting could take on what they needed.
In practical terms TQM is a business stratagem, and as such, in line with any other type of strategy, TQM is only made up of components that may facilitate
the creations of a successful organisation or the improvement of performance, alone it is not a transformation device that will automatically result in improvements (Reed et al, 1996).
In order to understand what it is we mean by TQM we first need to define it. As we have seen there is no
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