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Essay / Research Paper Abstract
This 9 page paper is written in two parts. The first part of the paper looks at Total Quality Management (TQM), what it is and how TQM firms differ from non-TQM firms. The second part of the paper looks at the EFQM excellence model, which it is and how it is applied. The bibliography cites 8 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TETQMEMFQ.rtf
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Unformatted sample text from the term paper:
however firms that have not adopted TQM are also likely to have undertaken changes and improvements in the way that they operate. Improvements are seen in all companies, so how,
when looking at quality improvements, to TQM firms differ from non TQM firms. The are many perceptions regarding TQM; what it
is, what it means and what results may be realized from its introduction. The meaning may be different to the various people or organization that implement or study it as
there is no set consensus to the entire meaning of the model (Gehani, 1993). In practical terms TQM is a business stratagem, and as such, in line with any other
type of strategy, TQM is only made up of components that may facilitate the creations of a successful organization or the improvement of performance, alone it is not a transformation
device that will automatically result in improvements (Reed et al, 1996). This idea has been further divided down into three complimentary aspects
in a study by Haigh and Morris (1994). Total is seen as being the entire organization or company, from board level through to the tea lady. Quality is seen
as the establishment of goals that reflect and determine quality in the product manufacture and delivery or the service delivery "so as to meet customer needs and expectations first time
and on every subsequent occasion" (Haigh and Morris, 1994). The final aspect is that of management as this needs to be backed up by total commitment by active participation
and pursuit of those goals (Haigh and Morris, 1994). Here we can see that the two definitions can be seen as very similar.
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