期刊名称：International Journal of Economics & Management Sciences
电子版ISSN：2162-6359
出版年度：2017
卷号：6
期号：3
DOI：10.4172/2162-6359.1000420
语种：English
出版社：OMICS International
摘要：TQM is described as a collective, interlinked system of quality practices that is associated with organizational performance and customer satisfaction [1-3]. Some authors have argued that TQM has little to do with the actual improvement of performance and some view TQM as a fad. Total quality management (TQM) principles and techniques are now a well-accepted part of almost every manager's “tool kit” [4]. According to Choi and Eboch, TQM is a pathway to organizational performance and customer satisfaction. There are four areas of management practices within the TQM system to assess: management of process quality, human resources management, strategic quality planning, and information and analysis. An integrated TQM can be viewed as a composite of the following seven constructs ie. top management commitment; quality measurement and benchmarking; process management; product design; employee training and empowerment; supplier quality management and customer involvement and satisfaction. TQM is a proven systematic approach to the improvements of the organization’s overall business process, including quality of products and services [5]. The transformation to a TQM organization depends on the extent to which firms successfully implement certain quality management practices. TQM practices include top management support; customer relationship, supplier relationship, workforce management, quality information, product/ service design, and process management [6]. CSFs are those which are critical to success of any organization in the sense that, if objectives associated with the factors are not achieved, the organization will fail perhaps catastrophically. CSFs represent the essential ingredients without which a project stands little chance of success [7]. Critical success factor are: the role of management leadership and quality policy, supplier management, process management, customer focus, training, employee relations, product=service design, quality data, role of quality department, human resource management and development, design and conformance, cross functional quality teams, bench marking and information and analysis [8]. Improving the quality of products and services is fundamental to a firm’s business success. In an attempt to improve quality, firms have pursued many continuous improvement programs, most notably total quality management and more recently, Six Sigma. According to Coronado and Antony Six Sigma is defined as a business improvement strategy used to improved business profitability, drive out waste’ to reduce cost of poor quality and to improve the effectiveness and efficiency of all the operations, so as to meet or even exceed the customers’ needs and expectations. Six Sigma principles and methods involve six sigma role structure, Six Sigma structured improvement procedure, and Six Sigma focus on metrics. The definitions of both quality and TQM have been debated for many years by quality management researchers and a number of definitions have emerged [9]. Many firms have found that adding a six- sigma program to their current business gives them all, or almost all, of the elements of a TQM program. However, there is still no universal agreement on these definitions. Quality management consists of a set of components: critical factors, tools, techniques and practices. TQM is rather than a mere set of factors, a network of interdependent components, a management system consisting of critical factors, techniques and tools.
