toplam kalite yönetimi

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(Ticaret) total quality management
A strategic approach to management aimed at embedding awareness of quality in all organizational processes
A management philosophy that attempts to achieve zero defects, emphasizes responding to customers' needs, gives workers more responsibility for making decisions, fosters continuous improvement in both an organization's product and the processes for creating it, and uses statistical control techniques to improve its products and processes
Total quality management is a set of management principles aimed at improving performance throughout a company, especially by involving employees in decision-making. The abbreviation TQM is also used. He is a firm believer in total quality management. Management practices designed to improve the performance of organizational processes in business and industry. Based on concepts developed by statistician and management theorist W. Edwards Deming, TQM includes techniques for achieving efficiency, solving problems, imposing standardization and statistical control, and regulating design, housekeeping, and other aspects of business or production processes. See also International Organization for Standardization (ISO); Total Quality Control (TQC)
Co-ordinated efforts directed at improving all aspects of a business-from product and service quality to customer and employee satisfaction p 734
An attitude to providing quality products and services in which everyone in the organisation from senior manager to shopfloor worker is committed to quality Most books on TQM provide techniques which, like ISO 9000, are only effective if there is senior management commitment not just to the ideas but to the investment required to develop the people and processes of the organisation
a philosophy that tries to generate both individual and collective responsibility for quality at every level of the organisation
A business improvement philosophy that comprehensively and continuously involves all of an organization's functions in improvement activities
an approach that motivates, supports, and enables quality management in all activities of the organization, focusing on the needs and expectations of internal and external customers
Also called continuous quality improvement (CQI) and uses the concepts originally developed by W Edward Deming to study systems and processes to identify and improve sources of error, waste or redundancy Uses input and feedback from staff and patients to understand and improve processes in health care
An organizational philosophy that emphasizes (1) customer focus (2) employee involvement (3) continuous improvement (4) measurement
a term initially coined by the Naval Air Systems Command to describe its Japanese-style management approach to quality improvement Since then, total quality management (TQM) has taken on many meanings Simply put, TQM is a management approach to long-term success through customer satisfaction TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture they work in TQM benefits all organization members and society The methods for implementing this approach are found in the teachings of such quality leaders as Philip B Crosby, W Edwards Deming, Armand V Feigenbaum, Kaoru Ishikawa, and J M Juran
An organizational management approach noted for making all individuals responsible for improving the quality of goods and services supplied Activities in TQM include a rigorous program of on-going internal organizational analysis, benchmarking against competitors, explicit change control and meaningful progress measurement in all areas TQM techniques are called out in the QML program
The application of industrial management practice to systematically maintain and improve organization-wide performance Effectiveness and success are determined and assessed by quantitative quality measures [79] {1} Use your browser's "BACK" button to return to the page you were viewing previously
A management philosophy based on the idea that successful companies should continuously improve the quality of their products and that quality is defined by the customer
An approach to business management that focuses on quality and typically has: a strong customer orientation, total involvement, measurement systems, systematic support, and continuous improvement
A methodology for continuous monitoring and incremental improvement of a supply-line process by identifying causes of variation and reducing them Originated by Deming in the 1950's, and widely applied in the Federal government, where it was sometimes called Total Quality Leadership (TQL)
A system that is implemented in every aspect of an organization with the focus of providing quality; that is, highly valued products The system provides a framework for planning, documentation, communication, etc and strongly emphasizes a client-oriented perspective "The process whereby an entire organization, led by senior management, commits to focusing on quality as a first priority in every activity TQM implementation creates a culture in which everyone in the organization shares the responsibility for continuously improving the quality of products and services in order to satisfy the customer" (QAMS 1993, 26)
Total Quality Management is a structured system for satisfying internal and external Customers and suppliers by integrating the business environment, continuous improvement and breakthroughs with development, improvement, and maintenance cycles while changing organisational culture
A strategic, integrated management system for customer satisfaction that guides all employees in every aspect of their work A common approach to implementing a quality improvement program within an organization
Industrial practice based on the principle that an entire system can and should be continuously improved (a process known in Japanese as Kaizen) A practitioner of total quality management (who might be anyone in an industrial plant) will continuously analyze the flow of work, seeking ways to make the process more consistent, less variable, less wasteful, and more serviceable than it was before Statistical process control is an integral part of this practice (Source: Mintzer, 1992)
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