Total quality management process time

Chisholm, R. S. (2001),TQMS, statistically based in-process control with real time quality assurance, the AstraZeneca total quality management strategy, paper presented at the Science Board Presentations to FDA, Rockville, MD. 

In this period, production paradigms developed in the Japanese manufacturing industry became largely widespread. Among these, the known kaizen, aimed at the continuous improvement of products and processes, the just-in-time (jrr) approach, supporting the elimination or minimization of inventory as the ideal target to reduce costs, total quality management (TQM), focused on increased and faster communications with customers in order to be able to better meet their requirements. 

Total Quality Management (TQM) is a way of managing an organization so that every job, every process, is carried out right, first time and every time and affects everyone. Many books have been written on TQM [39-48] and much advice has been delivered by the Gurus, not always in consensus. TQM involves three major components ... 

Total quality management is an approach that seeks to improve the quality of the value proposition that the organisation delivers to the customer in the most effective and efficient way possible. Based on the ideas of continuous improvement it requires the whole organisation to embrace the concept and cannot be undertaken by a department or group of managers alone. It requires the company to work as one team to focus on quality improvement in all systems and processes. Some times referred to as the Deming philosophy. 

Measurement of performance. Quality Management requires that measures of performance be established for every activity. These measures include end-of-pipe measurement, such as amounts of material released into the environment or injury rates, and in-process measures of how efficiently you are managing, such as time to review safety improvement proposals or total resources expended on PSM. Each team should be required to identify potential performance measures for the processes they are developing and the activities these processes manage. Many of the end-of-pipe measures will already exist these should be critically examined to ensure that they truly measure performance and are not unduly influenced by other factors. For example, the number of accidents in a fleet of road vehicles is almost directly dependent on the number of miles driven with no improvement in performance, a reduction in miles driven would reduce the number of accidents. 

The diversity of products, organizations, culture, and social and political frameworks focusing on a product-specific absolute quantity seemed to make it virtually impossible to achieve a uniform and globally accepted definition of Quality. However, in the 1970s, the term Quality was normed for the first time as a term in the concept of quality management (European Organization for Quality Control 1972). In the 80s the ISO 9000-Standard was established and defined quality based on former definitions like the compliance of requirements to test nominal and actual conditions of a product. After revisions the norm ISO 9000 2000 came up with a definition, which was adopted by the CIRP Dictionary of Production Engineering 2004, that defined quality as the totality of properties and characteristics of an entity that bear on its ability to satisfy stated and implied needs. The present definition set by the ISO 9000 2005 states that quality represents the level in which a set of inherent product characteristics meets the customers demands. This definition includes, but is not limited to, physical products or immaterial services and addresses processes and systems as well (Eig. 1). 

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