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Comprehensive quality management [] or also totally quality management (TQM) designates the constant, continual and all ranges of an organization (enterprise, institution, etc.) seizing noting, sighting, organizing and controlling activity, which serves to introduce and durably guarantee quality as a system goal. TQM was developed further in the Japanese automobile industry and finally made the success model. TQM needs the full support of all coworkers over for success to lead.
Among the substantial principles of the TQM philosophy rank:
The most common TQM concept in Germany is the EFQM model for Excellence of the European Foundation for quality management. This model has holistic, result-oriented Ansatz.Die criteria of this model for the assignment most important German quality price, the Ludwig Erhard price is consulted.
See also: Kaizen
As a pioneer William Edward Deming researched into the 1940er years within the range quality management. But in the USA after completion of the Second World War nobody gave it attention, since the maximization of the production volume stood in view of world-wide the production capacities altogether reduced after the war in the focus. In war-destroyed Japan its work had against it more success. Totally quality the management became here fast a much considered management philosophy; 1950 were already distinguished for the first time a Japanese enterprise with the Deming price in such a way specified for particularly high quality requirements.
The Japanese conquered market shares in the whole world in the following decades with qualitatively high-standing and nevertheless low-priced products. This went so far that even the proud US enterprises threw a view to Japan and Deming quality philosophy encountered. In and the eighties seventies this was finally used also with considerable US-American enterprise. From national side above all Malcolm Baldrige, which acted from 1981 to 1987 as Secretary OF Commerce, for quality used itself in the enterprises. Congress of US brought 1987 a reward program for organizations with high requirements at quality and achievement into being. The Baldrige Award is lent until today annually. It is based on a quality model, which is based on the ideas of Deming and is constantly developed further by the questioning by numerous enterprises
The concept of this price sloshed also on Europe over. 1988 created 14 large enterprises (under them Ciba-Geigy and Sulzer) the European Foundation for quality management (EFQM), which was written the development of a European model for quality management on the flag. The EFQM model in such a way specified for Business Excellence is cared for until today by the organization and adapted with the help of practice continuously. 1992 were lent for the first time a price for quality on European level.
The basic idea is with all models the same: Quality management is to be limited not to the technical functions for the Sicherstellung of the product quality, but to the relationship between the enterprise and its customer is defined. Quality is the fulfilment of requirements, says Philip Crosby, one of the American quality gurus. A highest goal is the customer satisfaction, which is durably ensured only by a lasting development of the enterprise. The EFQM model is a kind large check list, which is to point the effect connections out in an enterprise. The model covers nine criteria:
These are to be converted in the sense of the radar concept in such a way specified (Results, Approach, Deployment, Assessment and Review). An enterprise must intend thus first the desired results, plan then the procedure for the conversion, accomplish the conversion and finally both the procedure (it was like also the conversion (it was evaluate and examine. A substantial thought of the model is constantly that, own acting and the own results with the competition, with the best ones in the competition to compare.
The model can be used in principle by all enterprises. It is industry and size-independently. In Switzerland according to Liedtke however it showed itself that KMU can convert the model faster. Large companies would have to count with more than six years, until they developed to organizations, which exhibit a comprehensive quality with appropriate results. The finalists of the Esprix price was also predominantly in the past years KMU; this year were for the first time four of the five finalists large-scale enterprises. In addition, at large companies can use individual sections, divisions or departments the Excellence model individually. Decisive for the successful conversion of the model above all the personal commitment of the highest guidance is according to Liedtke.
The use of the EFQM model was not analyzed exactly yet, that of its counterpart beyond the Atlantiks meanwhile already. In the USA scientific studies showed that enterprises, which after-live the Excellence model prove higher conversions and profits, a higher productivity, a better share performance and a faster growing number of jobs than its Konkurrenten.Den most convincing proof supplied the long-term study of Dr. Vinod Singhal of the Georgia of institutes OF Technology and Dr. Kevin Hendricks of the University OF Western Ontario from the year 2000, in which the achievement by almost 600 winners of quality prices five years were long pursued. The result: The share price of the winners was appropriate for 44%, the operating yield was appropriate for 48% and the conversion around 37% more highly than in the group of comparisons. Detail http://www.efqm.org/
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