total quality management ( tqm )

Total quality

management

(TQM)Don by:Mariya albakri 92465

Amina almakhmari 92176Amira almanthri

94550Halima alkindi

What is TQM?

TQM is the integration of all functions and processes within

an organization in order to achieve continuous

improvement of the quality of goods and services. The goal is

customer satisfaction .

TQM dictates that everything and everybody in the

organization is involved in the enterprise of continuous

improvement.

TQM is about always tryingto do things right first time and every time, rather than occasionally checking if they

have gone wrong.

TQM is a practical but strategic approach to

running an organizationthat focuses on the needs

of its customers and clients. It rejects anyoutcome 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 wantsof customers. It can be

thought of as a philosophy of continual

improvement only achievable by and through

people.

TQM requires Changing cultures

TQM requires a change of culture. This is notoriously difficult to bringabout and takes time to implement.

It requires a change of attitudes andworking methods.

Staff need to understand and live the message if TQM is to make an impact.

However, culture change is not only aboutchanging behaviours. It also requires a change in institutionalmanagement.

Tow things are required for staff to produce quality:

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:

effective internal/externalcustomer-supplier chain.

Keeping close to the customers

The primary mission of a TQM institution is to meet the

needs andwants of its customers.

Excellent organizations, both public and private,

keep ‘close to the customer’.

TOTAL QUALITY MANAGEMENT IN EDUCATION

- 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.

- The customer focus aspect of TQM does not just involve meeting the requirements of the external customers.

- Colleagues within the institution are also customers, and rely upon internal services of others to do their job effectively.

- Internal customer relationships are vitally important if an institution is to function efficiently and effectively.

- The best way of developing the internalcustomer focus is to help individual members of staff to identify thepeople to whom they provide services.

Internal marketing

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 whatis happening in the institution and have the opportunity to feed back

ideas.

Training forteachers in quality concepts and thinking is an

important element in the required culture change.

Staff have to understand how they and theirpupils and students will benefit from a change

to a customer focus.

Totalquality is about more than being ‘nice to

customers and smiling’.

It isabout listening and entering into a dialogue

about people’s fears andaspirations.

The quality of learning

Education is about learning.

If TQM is to have relevance in education it

needs to address the quality of the learners’ experience.

Unless it doesthat, 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 theprimary customer, and unless learning

styles meet individual needs itwill not be possible for that institution to

claim that it has achieved totalquality.

TQM is hard work.

-It takes time to develop a quality culture. By

themselves hard work and time are two of the most

formidable blockingmechanisms to quality

improvement.

Barriers to introducing TQM

- TQM needs a champion in the

face of the myriad of new challenges and

changes facing education.

- Quality improvement is a fragile process.

- If TQM is to work it must have the

long-term devotion of the seniorstaff of the institution.

- Many quality initiatives falter because senior

managers quickly return to

traditional ways of managing.

- Fear by seniormanagers of adopting new methods is a major barrier.

- sheer volume of external pressures also stands in the

way ofmany organizations

attempting TQM

- Many staff fear the consequences of

empowerment, especially if things go

wrong. They are often comfortable with sameness.

They need to havethe benefits demonstrated to

them.

- Fear of the unknown, of doing things differently,of trusting others, and of

making mistakes, are powerful defence and

resistance mechanisms. Staff cannot give of their

best unless they feelthat they are trusted and

their views listened to.

Deming argues that it isessential when

undertaking the quality revolution to ‘drive out

fear’, andit is imperative to take this message seriously when

building a qualityinstitution.