Under the TQM concept, quality is defined and judged by the customer. Therefore, it acknowledges a customer-driven economy. It focuses on continuous process improvement to achieve high quality of product (or service). Its strategy tries to achieve "total quality" throughout the entire business, not just in the product. It suggests that any improvement that is made in the business, be it a better design of a component or a better process of a system, will help to improve the "total quality" of the organization and the quality of the final product.
Using your analysis for the next ten years
Don't do a SWOT analysis once and then never repeat the exercise. Your business environment will be constantly changing, so use SWOT as an ongoing business analysis practice.
Relying on SWOT to provide all the answers
Use SWOT as part of an overall strategy to analyze your business and its potential. It is a useful guide, not a major decision-making tool so doesn't base major decisions on this analysis and nothing else.
Under this philosophy, the view of quality is very different from the traditional one.
Productivity and quality are not conflicting goals
Productivity gains can be achieved through quality improvements. Better quality of product and process will reduce rework, errors, and waste. This, in turn, improves the productivity.
Quality is correctly defined requirements that satisfy user's needs
The ultimate quality of a product is its ability to satisfy user's needs. One should take one step further to get the consumer involved in defining the product requirements. It is plausible to say that quality is defined and judged by the customer.
Quality is measured by user satisfaction as well as by continuous process and product improvement
Just as one would expect, customers prefer to purchase software that fits their needs and performs beyond the quality standards. The TQM practice shuns the old adage of "don't fix it if it ain't broke."
Quality is achieved by effective product design and process controls
Relying on product inspection implies that errors will definitely be made. Quality cannot be achieved by inspection. It should be built in, not added on. To build in quality, one must perform effective product design and process controls.
Defects are prevented through process control techniques
Zero defect and perfection of processes should be the goals if a company wishes to keep improving quality.
Quality is a part of every function in all phases of the product life cycle
It simply does not make sense to go about production haphazardly or without a quality-laden plan and expect a quality good or service and a happy customer for that matter.
Management is responsible for quality
Only management has the authority to change the working conditions and processes, and only management has the knowledge to coordinate quality function in all phases of the product life cycle. Therefore, management should be responsible for quality, not the workers.
Supplier relationships are long-term and quality-oriented
Suppliers are just as an important part of the team as any other members. Since management is responsible for quality, it must also take charge of building long-term and quality-oriented relationships with suppliers.
(source: management programmes)
