Total quality management (TQM) in manufacturing involves involving everyone in pursuing quality control, promoting a personally owned company culture, and training employees to think proactively. TQM depends on a team approach, and organizational systems have the greatest impact on productivity. Engaged employees take pride in their workmanship and are highly valued collaborators for TQM.
The best advice for total quality management (TQM) in manufacturing is to involve everyone in the organization in the pursuit of quality control and to promote a personally owned company culture among staff. Academic staff’s understanding that it is typically systems and not individuals that cause quality degradation is also a crucial component. Training employees to think proactively while on the job, rather than passively waiting for directions, also tends to increase the overall quality of a manufacturer’s products.
Total quality management, whether applied in manufacturing environments or in the service sectors, depends heavily on the company’s people, knowing that a team approach guarantees superior quality performance. If someone working within one department of the company doesn’t feel accountable to another part of the company, this results in less engagement among staff. When employees don’t take pride in their workmanship, production accidents occur and downtime can occur. Employees involved in total quality management in manufacturing will tend to feel a greater sense of responsibility towards the overall operation. This has been shown, in many cases, to increase productivity.
A common misperception in TQM is that individual workers are responsible for errors in quality control. Managers may focus on a slow performer, while missing much larger causes of productivity declines. It is often organizational systems that have the greatest impact on productivity.
If a worker lags behind in his personal productivity, this has a negative impact on the productivity of a company. If, however, an assembly operation is organized in such a way that five workers spend an average of 15 extra minutes each per day on unproductive tasks, this will have a much greater impact on productivity. In lean manufacturing operations, people are often rewarded for pointing out the inefficient aspects of the operation.
Helping employees go from simply reacting to a problem to proactively solving or even preventing a problem is another very important tip for total quality management in manufacturing. When an employee feels a sense of ownership of their job responsibilities, productivity generally increases. An engaged employee will tend to take pride in the workmanship.
Often, the busy employee will feel a greater sense of responsibility to talk to management about anything that could negatively impact productivity. Such proactive attitudes usually increase a sense of engagement among employees. Those who are actively engaged in the work process are often highly valued collaborators for total quality management in production.
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