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Essay / Research Paper Abstract
9 pages in length. Well-regarded as a guru of the overall concept of Total Quality Management (TQM), Kaoru Ishikawa's contributions to this ever-growing global business approach is both grand and far-reaching; that his most significant input revolves around "simplifying statistical techniques for quality control in industry" (Ho et al, 1998) illustrates the fundamental focus of TQM, a method that incorporates many facets to achieve this objective. Bibliography lists 8 sources.
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9 pages (~225 words per page)
File: LM1_TLCIshikawa.rtf
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revolves around "simplifying statistical techniques for quality control in industry" (Ho et al, 1998) illustrates the fundamental focus of TQM, a method that incorporates many facets to achieve this objective.
According to Ishikawa, "quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life" (Ho
et al, 1998). II. THE PRINCIPLES OF TQM Ishikawa (1992) has long understood how the fundamental basis of successful business operations is to establish a sense of empowerment -
both from an internal and external perspective - so as to implement an effectively working TQM program. However, in order to achieve the highest plateau in relation to quality,
Ishikawa (1992) notes that an organizations culture must first be identified, addressed and then consolidated if it lacks the necessary characteristics inherent to TQM. What it all comes down
to in a word is people. People make an organization succeed or fail; without proper stimulation for the former, an employee base can prove poisonous to a companys aspirations.
Additionally, because customer relations is likely the single-most important aspect of any organizations success, it stands to reason that implementing a TQM program is not only prudent and forward-thinking,
but it is also beneficial toward bolstering an individuals desire to perform for no other incentive than personal pride, a component of high priority on Ishikawas (1992) checklist. As
such, one of his many important contributions to TQM serves to define the value of an organization and encourages it to strive for the epitome of customer satisfaction. "All
quality-improvement initiatives must begin with an understanding of customer perceptions and needs" (Spencer, 1994, p. 446). In this day and age of striving
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