3 Principles of tqm

Any discussion of TQM has to begin with the description of fourteen universal principles of Edward Deminga directed on quality management.

1. Establish compliance of the purposes with the plan of improvement of quality. The top management has to create and publish for all employees of the company the document on intentions with the plan and clear definition of the purposes. The objectives have to be surely achieved.

2. Accept new philosophy of quality. Everyone, from the top management to the lowest worker on a position, has to accept a call of improvement of quality, acquire the duties and adhere to requirements of new philosophy. Production of bad quality never has to reach the customer. The organization has to make it a rule that defects on quality of production can arise, but defective production never has to arrive to the customer.

3. Put an end to negative dependence on too frequent inspections and audit of quality. The purpose of inspections - improvement of processes and decrease in expenses, but not simply search of defects. The need for frequent inspections can disappear due to ensuring initial quality of work.

4. Stop practice of a choice of suppliers, being based only on the cost of their goods and services. It is necessary to exclude the contracts promising the lowest expenses (and meaning the worst result); instead it is necessary to care of minimization of an overall cost of projects. Than constantly to look for the cheapest seller, and then to have problems with poor quality of production, it is worth seeking for work with the constant supplier. Then it is possible to build the long relations based on loyalty and trust.

5. Identify problems and work continuously to improve the quality monitoring system. The organizations have to improve constantly a control system and quality control. Many managers are inclined to think that in structure of such programs there is a beginning, the middle and the end. General quality management has no end, it is continuous process. The phrase "continuous improvement" has to become the general care within the organization.

6. Found training. It is necessary to enter modern methods of formal training, especially for new employees. Training in the course of work is not acceptable as the new worker, most likely, will begin "to study" on a nakatanny way, performing work near kondovy "veterans" who can oppose to TQM innovations. Training is possible and for external customers if it focuses them on the purposes to which the company aspires. Later, when the company will wait from these external customers of quality of inquiries of a certain level, their former training will be useful.

7. Train and found the management. Instructions on should not be the purpose of the management only what work to perform, but also the help in better to perform this work. The management has to be trained skillfully, and the organizations have to train the managers to be good leaders.

8. Eradicate fear at work. In the company the atmosphere of trust and innovation that each employee could work effectively for the benefit of improvement of the organization in general has to be created. The set of fears at work is caused by quantitative estimates of quality of work. Workers seek to do demanded to receive these good marks which do not have any relation to quality. Employees should not be afraid to bring new ideas, and the organization has to treat failures when workers experiment new ideas tolerantly.

9. Eliminate barriers between divisions. The top management has to establish between divisions interaction, but not the competition. It has to optimize efforts of teams in the direction of intentions and is more whole than the organization instead of kindling between divisions of the competition.

10. Avoid empty slogans on workplaces. The management should exclude slogans and appeals to full eradication of defects and mistakes, increase of efficiency without granting to workers means and the description of methods of achievement of such heights. Similar admonitions only create conflict relationship. The majority of the reasons of poor quality and unproductiveness of work in the organizations belongs to a control system and therefore something exceeds possibilities of employees in it to change.

11. Minimize (or optimize) working standards and quantitative indices on production. The top management has to put improvement of quality of services above, than quantitative indices. Exclude such individual " monitoring systems a punishment/award" as, for example, bonus payments and penalties. Exclude the management founded on aspirations. That achievement of the objectives did not depend only on aspirations, managers have to develop methods of improvement of quality, and also attract the management to the help to workers in achievement of their personal purposes.

12. Give the chance to employees to be proud of the skill. The organizations have to cancel system of rating estimates of merits and not accuse workers of refusals of systems which are out of their control.

13. Encourage and stimulate the developed educational programs, programs a feather - and professional development. Involve the leading specialists instructors, to training and education of employees. Enter the training relating to statistical idea of the organization and then expand it to the general vision of processes. It will give an idea of the organization in general, as of a uniform organism.

14. Transform. Aim each employee at introduction let of small transformations, but for improvement of all company. Transformation is a work of each employee, and not just the management. Create something like information center to inform all employees on this progress.

These fourteen principles form a basis of General quality management and for introduction of the program of comprehensive quality management it is necessary to take the following measures:

Formation of accurate commitment of the purpose of improvement of quality of products and services. Constancy of such purpose demands innovations, investments into researches and training, continuous improvement of production and services, maintenance in a due condition of the equipment, equipment and everything that is necessary for production.

Adaptation to new philosophy. The operating structure of the enterprise should be transformed and believe in the unique qualitative products and services.

To eliminate dependence on mass inspection. It is necessary to inspect production and services only in that volume which gives the chance to reveal ways for process improvement.

The production supply practice termination, being guided by only one price tags. Goods at low prices are seldom identified with high quality. The supplier should be chosen on the basis of marks about improvement of indicators of its work, and only after that it is possible to pass to long-term cooperation.

Continuous improvement of the vital products and services. Improvement cannot have single character. The management is responsible for development in the organization of practice of periodic improvements of quality and productivity.

Training. Workers have to know how it is correct to carry out the duties even if new knowledge is necessary for them for this purpose.

Leadership. Leadership cultivation - a problem of the operating personnel. Managers have to have rights to reveal barriers which prevent the personnel to be proud of that they do. Usually workers know that it for barriers.

Fear elimination. Usually people are afraid openly to state concern about problems known for it - it is possible to get in the heat of the moment the chief. Managers need to create the atmosphere of trust in which workers freely express the concern about something.

Demolition of barriers between regular structures. Managers should call all for team work. For this purpose it is necessary to help to work to the personnel from different sites or departments with one collective. Improvement of interaction of departments promotes better decision-making.

Cancellation of the slogans and appeals addressed to workers. Use only of one slogans, without understanding of the processes happening on a workplace can offend workers - they can take it for a hint that it would be generally possible to work much better. Managers should reflect on other ways of motivation of people in the organization.

Cancellation of quotas. Quotas harm to quality not less, than other working conditions. Near them simply does not remain places for introduction of improvements. Flexibility is necessary for workers for ensuring such level of service which is required to consumers.

Elimination of the barriers disturbing to formation of professional pride. It is necessary to create all conditions that the worker was proud and was held in general respect how he is able to work.

Development of perfect programs of training and retraining. In the conditions of continuous updating, there will be changes in requirements for separate works. Thus, it is necessary to provide training and retraining of workers that those could cope with the updated functions successfully.

Active actions for achievement of transformation. Management has to work with one team for performance of the previous actions.

The most important TQM elements are:

- Involvement of the top management: strategy of quality has to provide continuous, continuous and personal participation of the top management (head) of the company in the questions connected with quality in the companies (organization). This one of the main and indispensable conditions of successful introduction of TQM which is pledge of successful work of the enterprise in questions of ensuring quality.

- Emphasis on the consumer: to focus all activity of the enterprise for needs and wishes of both external, and internal consumers

- Universal participation in work: to provide opportunities for real participation of everyone in the course of achievement of a main goal - to satisfy inquiries of the consumer

- Attention to processes: to focus attention on processes, considering them as optimum system of achievement of a main goal - maximizing value of a product for the consumer and minimization of its cost as for the consumer, and the producer

- Continuous improvement: constantly and continuously to improve quality of a product

- Basing of decisions on the facts: to base all decisions of the enterprise only on the facts, but not on intuition or experience of her workers