Total Quality Management
Total quality management (TQM) mainly describes a management tool for a customer-oriented institution that involves all workers in continuous improvement. In general, it utilizes data, strategy, and effective communications to integrate quality discipline into the activities and culture of an organization. TQM offers the quality assurance that clients shall get their expectations and a process for addressing unsatisfied customers, making the necessary corrections, and preventing similar reoccurrences (Abimbola et al., 2021). The primary objective of this research paper is to describe the contributions to the development of total quality management for each of the three contributors of TQM. Secondly, to apply the contributions to a specific situation in the operations of a medical center.
Deming’s Contributions
Quality improvement and management are the core responsibilities of all the organization’s employees. Deming suggests that the top management should adopt a new religion of quality, guide the drive for enhancement, and be involved in every stage (Tiwari & Tiwari, 2018). One of his contributions is that the leadership must eliminate exhortations, slogans, and targets for the human resources that request zero defects and new performance levels. He further states that such exhortations only establish negative associations, as the bulk of the origins of poor quality and reduced productivity is for the system and so lies past the power of the workforce. The suggestion by Deming can be applied in business and medical operations to offer support for work teams (Tiwari & Tiwari, 2018). He further states that the organization’s management should cease dependence on inspection to attain quality. It should strive to eliminate the need for inspection on a mass basis by creating quality in the commodity or service in the first place. His suggestion is applicable in a hospital setup and in businesses to ensure the protection of patient data.
Feigenbaum’s Contributions
The business management should commit themselves to strengthen quality improvement and managing cost and quality as complementary objectives. According to Feigenbaum, significant quality improvement can only be realized in a business through the efforts of everybody in the labor force, that should have a good understanding of what management is trying to achieve (Neyestani, 2017). Medical centers and businesses can apply these contributions by adopting a serious financial approach to quality management. These institutions should learn to categorize quality costs if they want to manage them well. They should develop cost-of-quality data, and tracking it on an ongoing basis is an integral part of the process. The leaders should abandon short-term motivational schemes that produce no long-lasting improvement to achieve this.
Juran’s Contributions
The primary responsibility of quality management lies in the quality professionals who act as consultants to the employees and top leadership. One of its contributions of Juran is that reducing the cost of quality should be the key objective of the business (Tallentire et al., 2019). Hospitals and business organizations should borrow this by identifying the quality control opportunities and projects and creating a quality cost scorecard to measure them. The existing culture of the management should serve as a starting point and advance a quality improvement process from that baseline. Additionally, the task of the workforce is mainly to be involved in the quality development teams.
Juran defines quality as fitness for use, which he further breaks into the quality of conformance, design, field service, and availability. Medical facilities and other businesses should apply this to increase conformance, decrease the costs of quality, and set yearly goals in the objective-setting stage of the program. Being able to yield desired results without wasting materials, money constantly, and time is essential for an institution to make it over the long haul.
References
Abimbola, B. O., Ekpudu, J. E., & Kuye, O. L. (2021). Contributions and theoretical approach to total quality management. UNILAG Journal of Business, 7(2), 1-13. Web.
Neyestani, B. (2017). Principles and contributions of total quality management (TQM) gurus on business quality improvement. Available at SSRN 2950981. Web.
Tallentire, V. R., Harley, C. A., & Watson, S. (2019). Quality planning for impactful improvement: A mixed method review. BMJ Open Quality, 8(4), e000724. Web.
Tiwari, R., & Tiwari, G. (2018). Total quality management: A requisite approach to improve research. Modern Applications in Pharmacy & Pharmacology, 2(1). Web.