Менеджеры и менеджмент (Executives and Management). Коломейцева Е.М - 38 стр.

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and into the 1990s, the quality revolution spread as U.S. executives saw quality improvement as the route to restoring
global competitiveness, and many companies recommitted themselves to quality.
The term used to describe this approach is total quality management (TQM), which infuses quality throughout
every activity in a company. This approach was successfully implemented by Japanese companies that earned an inter-
national reputation for high quality. As we saw in Chapter 2, much of the foundation for the Japanese system was laid
by U.S. educators and consultants following World War II. The Japanese eagerly adopted the quality ideas of Ameri-
cans such as Deming, Juran, and Feigenbaum. The sounding of the quality alarm in North America and the publication
of such books as Quality Is Free: The Art of Making Quality Certain by Philip Crosby and The Deming Management
Method by Mary Walton helped reawaken managers to the need for quality throughout U.S. companies.
Total quality management (TQM)
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is a philosophy of organization-wide commitment to continuous improve-
ment, with the focus on teamwork, increasing customer satisfaction, and lowering costs. TQM works through horizontal
collaboration across functions and departments and extends to include customers and suppliers. Teams of workers are
trained and empowered to make decisions that help the organization achieve high standards of quality. This is a revolu-
tion in managerial thinking, because quality control departments and formal control systems no longer have primary
control responsibility. Companies that really want to improve quality are urged to stop inspecting every part and to get
rid of their quality control departments. These companies are then told to train the workers and trust them to take care of
quality.
This approach can give traditional executives several sleepless nights as their traditional means of control vanish.
Total quality control means a shift from a bureaucratic to a decentralized method of control.
American Airlines is cited frequently by customers for the high quality of its service. Chairman Robert L. Crandall
explains how it goes back to a policy decision to improve the traditionally adversarial relationship between labor and
management.
The airline business has historically had a strong military bent and developed as a rather rigid, procedures-based
and confrontational workplace. On top of that, the industry became heavily unionized. Very early in the deregulation
process, we made the decision to make a sustained, long-term effort to change the confrontational, non-cooperative,
non-participative environment into an environment based on trust and mutual respect.
Company-wide participation in quality control requires quite a change in corporate culture values as described in
Chapter 12. The mindset of both managers and employees must shift. Companies traditionally have practiced the West-
ern notion of achieving an "acceptable quality level."
This allows a certain percentage of defects and engenders a mentality that imperfections are okay. Only defects
caught by a quality control department need be corrected. Total quality control not only engages the participation of all
employees but has a target of zero defects. Everyone strives for perfection. A rejection rate of 2 percent will lead to a
new quality target of 1 percent. This approach instills a habit of continuous improvement rather than the traditional
Western approach of attempting to meet the minimum acceptable standard of performance.
Recent books and articles advocating a systematic quality effort suggest that to be successful, company-wide qual-
ity control programs:
1. Reflect total commitment to quality by management.
2. Be devoted to prevention rather than appraisal and correction.
3. Focus on quality measurement (using feedback).
4. Reward quality (employing incentives and penalties).
5. Focus on quality training at all levels.
6. Stress problem identification and solution (using teams).
7. Promote innovation and continuous improvement.
8. Promote total participation.
9. Stress high performance standards with zero defects.
10. Provide calculations and reports of cost savings.
Quality control thus becomes part of the day-to-day business of every employee. Management needs to evaluate
quality in terms of lost sales and total company performance rather than as some percentage indicator from a manage-
ment control system. Each employee must internalize the value of preventing defects. When handled properly, the total
quality approach really works. Standout companies using these techniques include Ford Motor Company, Motorola,
Westinghouse, and Florida Power & Light.
The implementation of total quality control is similar to that of other control methods. Targets must be set for em-
ployee involvement and for new quality standards. Employees must be trained to think in terms of prevention, not de-
tection, and they must be given the responsibility and power to correct their own errors and expose any quality prob-
lems they discover. Top management should provide the training, information, and support employees need to meet
quality standards.
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Total quality management (TQM) A philosophy of organization-wide commitment to continuous improvement, focusing
on teamwork, customer satisfaction, and lowering costs.

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