Go to  Advanced Search

Total quality management : rational prerequisites & expectations

Show full item record

Files in this item

Files Size Format Description   View
Dubé_Tinina_WOOD_493_Graduating Essay_2008.pdf 183.5Kb Adobe Portable Document Format   View/Open
 
Title: Total quality management : rational prerequisites & expectations
Author: Dubé, Tinina
Subject Keywords TQM; Supply Chain Management; Kaizen
Issue Date: 2009-04-14
Publicly Available in cIRcle 2011-08-05
Series/Report no. University of British Columbia, Forestry Undergraduate Essays/Theses, 2008 winter session, WOOD 493
Abstract: In the early 1920‟s, research into the relationship between statistical theory and quality control had started (Business Performance Improvement Resource 2002). The research was attempting to develop a method to prevent product defects by detecting and correcting issues within the production line. The philosophical bases of this quality research stated that a variation in process would lead to a corresponding variation in product (Business Performance Improvement Resource 2002). By the 1940‟s, Japan and America were ahead of the rest of the world in quality research with developments by now famous Quality Gurus: W. Edwards Deming, Joseph Juran, Kaoru Ishikawa and A.V. Feigenbaum. Ultimately, Total Quality Management was created and is now commonly practiced by successful companies. TQM is now recognized as a professional discipline and important in every role of every organization: goods and service industries, consumers and academics (The American Society for Quality 1993A). “Total Quality” was initialized in 1969 when Feigenbaum, at a conference in Tokyo, began to address not only production, but issues within organizations (Business Performance Improvement Resource 2002). The concept of “Company-wide Quality Control” quickly spread to become organization-wide quality issue resolution (The American Society for Quality 1993A). Total Quality Management is defined as a practical method of solving problems. It is a management philosophy turned social movement; it includes technical interventions and initiatives which feature (Powell 1995, Zbaracki 1994): 1. Achieving Customer Requirements, Maximize Customer Satisfaction 2. Quality Work - Reduction and Elimination of Rework 3. Employee Empowerment, Team-Based Problem Solving 4. Continuous Improvement and Constant Measurement of Results 5. Improve Relationships Through Supply Chain Management
Affiliation: Forestry, Faculty of
URI: http://hdl.handle.net/2429/36527
Peer Review Status: Unreviewed
Scholarly Level: Undergraduate

This item appears in the following Collection(s)

Show full item record

All items in cIRcle are protected by copyright, with all rights reserved.

UBC Library
1961 East Mall
Vancouver, B.C.
Canada V6T 1Z1
Tel: 604-822-6375
Fax: 604-822-3893