Toplam kalite yönetimi ve Türkiye'de uygulaması üzerine bir araştırma
Toplam kalite yönetimi ve Türkiye'de uygulaması üzerine bir araştırma
Dosyalar
Tarih
1994
Yazarlar
Erertem, Dilek
Süreli Yayın başlığı
Süreli Yayın ISSN
Cilt Başlığı
Yayınevi
Fen Bilimleri Enstitüsü
Özet
Bu çalışmada "Toplam Kalite Yönetimi" ele alınmaktadır. Toplam kalite yönetiminin prensipleri, uygulanması ve sağladığı sonuçlar konusunda bilgi verilerek, toplam kalite yönetiminin Türkiye'de uygulanması üzerine bir araştırma yapılmakta, araştırmadan elde edilen sonuçlar değerlendirilmekte ve öneriler sunulmaktadır. Birinci bölümde, kalite anlayışının tarihsel gelişimi incelenmekte, ilk çağlardan başlayarak günümüze kadar geçen süre içinde kalite konusunda yapılan çalışmalar ve gelişmeler anlatılmaktadır. İkinci bölümde, kalite kavramı ve kalite ile ilgili diğer kavramlar incelenmekte ve kalite ile verimlilik arasındaki ilişkiler açıklanmaktadır. Üçüncü bölümde, toplam kalite yönetiminin genel hatlarıyla tanıtımı yapılmakta, klasik yönetim tarzından farklılıkları ve stratejik yönü ortaya koyulmakta ve toplam kalite felsefesinin öncülerinden olan Deming ve Crosby'nin yönetim ilkeleri açıklanmakta ve karşılaştırılmaktadır. Dördüncü bölümde, toplam kalite yönetiminin prensipleri olan, yönetimin bağlılığı ve liderliği, çalışanların katılımı, sürekli gelişim ve müşteri tatmini yer almakta ve herbiri ayrı ayrı incelenmektedir. Beşinci bölümde, toplam kalite yönetiminin uygulamada başarılı olabilmesi için göz önünde bulundurulması gereken, organizasyonun kendi iç yapısında ve dışında yer alan başarı faktörleri anlatılmaktadır. Altıncı bölümde, toplam kalite yönetiminin bir firmada uygulanabilmesi için gerçekleştirilmesi gereken faaliyetler birbirini takip eden adımlar halinde verilmiş ve her adımda yapılması gerekenler açıklanarak bir uygulama modeli ortaya koyulmuştur. Yedinci bölümde, toplam kalite yönetiminin uygulanması ile hem bu yönetim tarzını uygulayan organizasyonların elde edecekleri sonuçlar, hem de toplam kaüte yönetiminin topluma yansıyan sonuçları ele alınmakta ve açıklanmaktadır. Sekizinci bölümde, Türkiye'de toplam kalite yönetimini uygulayan, uygulamaya yeni başlamış olan ve uygulamayan bazı firmaların incelenmesi ile elde edilen, toplam kalite yönetimine geçiş nedenleri, toplam kalite yönetiminden beklenen sonuçlar, elde edilen sonuçlar, bu sonuçların alınmasında rol oynayan başarı faktörleri, uygulamada karşılaşılan zorluklar, toplam kaüte yönetimini uygulamama nedenleri ve ilave bilgiler yer almaktadır. Sonuçlar ve öneriler kısmında ise, yapılan araştırmadan elde edilen bilgiler de değerlendirilerek sonuçlar çıkartılmakta ve önerilerde bulunulmaktadır.
The subject of this study is "Total Quality Management". The principles, implementation and results of total quality management are explained, the results of the total quality management implementation in some companies in Turkey are evaluated and some suggestions are brought forward. In Chapter 1, the evolution of quality and quality control are explained. Quality concept and quality control are as old as the human race. Archaeological findings and the remains of ancient structures indicate by the time of the construction of Egypt's pyramids, conscious efforts at quality had emerged. Contributions of Egyptians, ancient Greeks and ancient Romans to quality can not be denied. In the middle ages and up to the 1800s, the supply of services and the production of goods were limited to single individuals or, to a group of several persons. The individual was both the producer and the inspector. In this period, craft guilds were specifying standarts for the quality of goods and regulating every detail of manufacture, from raw material to finished product. These were the direct efforts to quality control in these ages. Up to the end of the nineteenth century, one worker or a very small number of workers was responsible for the manufacture and control of the entire product. This stage identified as 'operator quality control'. In the early 1900s, many individuals performing similar tasks in a factory were grouped so that they could be directed by a foreman. Foremans were responsible for the quality of the work of their groups. This stage identified as 'foreman quality control'. During World War I, the manufacturing system became more complex and the numbers of workers reporting to each foreman increased. That's why full-time inspectors were needed and these inspectors became responsible for the quality of product. This stage identified as 'inspection quality control'. By the effect of World War II, the need of statistical control occured. Inspectors were provided with a few statistical tools, such as sampling and control charts. This stage identified as 'statistical quality control'. During 1960s, total quality control concept was born. 'Zero defect' programs were begun to use in defence and aerospace industries. This stage identified as 'total quality control'. After 1970s company wide quality control concept was born and begun to use in companies. This concept depends on 'quality control is the responsibility of every person in the organization'. This stage identified as 'companywide quality control'. Today, total quality concept and total quality management is on the scene. In chapter 2, quality and the concepts related with quality are explained. Quality can be defined as follows : 1. Conformity to reasonable standarts and specifications 2. Conformity to usage 3. Satisfying customer needs, wishes and expectations with a competitive price 4. Meeting customer's needs and reasonable expectations Quality Control refers to the broad administrative and technical area of developing, maintaining and improving product and service quality. Quality control activities can be classified as follows : 1. New-design control 2. incoming-Material control 3. Product control 4. Special proses studies Total Quality control is an effective system for integrating the quality- development, quality-maintenance and quality-improvement efforts of the varios groups in an organization so as to enable marketing, engineering, production and service at the most economical levels which allow for full customer satisfaction. Both quality and productivity are necessary for success of the companies. Productivity can not be obtained without quality. Total quality concept helps to obtain productivity while improving quality. Quality improving process is a systematic method of developing products and services and providing customer service after the sale based on a thorough understanding of customers' needs and reasonable expectations. In this step, Japan's term 'Kaizen' that means gradual unending improvement by doing little things better and setting and achieving increasingly higher standarts, is the best description for improvement. In chapter 3, total quality management concept and the principles of some quality leaders are explained. Total quality management is a management approach to long-term success through customer customer satisfaction. Total quality management is based on the participation of all members of an organisation in improving processes, products, services and the culture they work in. Total quality management is a matter of survival for companies. It increases the competition position of the organizations. That's why, total quality management is a strategic management style in fact. Two of the total quality management leaders Deming and Crosby, have some principles about total quality management. These principles take part in chapter 3. In chapter 4, the principles of total quality management are explained. The principles of total quality management can be classified as follows : 1. Management's commitment and leadership Total quality management is a transformation and any transformation can not be successful without the managemet's commitment and leadership. In this point, first the top management's commitment and leadership is needed. Then other management levels must be committed to the transformation. 2. Employee Participation Every member of the organization must participate to continuous improvement of the processes and the system which they work in. Quality circles and quality teams are different employee participation groups which can be chosen by the organization. xi 3. Continuous improvement Quality of all products, services, processes and employees must be improved and new objectives and goals must be set continuously. Zero defect concept and education are needed for continuous improvement. 4. Customer satisfaction Every organizations need customers. These are either external customers or internal customers. External customers are the buyer of the ultimate products. Internal customers are employees of company. Satisfying of internal and external customers are very important because, no company can exist without them. The critical success factors of total quality management takes part in chapter 5. These are either internal or external factors which effect the success of the organization. These factors can be classified as follows : 1. Internal factors : - Vision - Mission statement - Leadership style - Delegation - Motivation - Coordination - Corporate culture - Individualism / Team spirit - Quality of working life 2. External factors : - Participation of suppliers to quality - Participation of external customers to quality In chapter 6, a total quality management implementation model are explained. For implementation of total quality management in an organization, there are some steps to follow. These steps are : 1. Realizing the need for improvement 2. Structuring for quality 3. Assessing corporate culture and employee attitudes 4. Assessing customer perceptions and determining customers' needs 5. Defining the quality policy 6. Designing the quality process : - Forming quality improvement teams - Quality planning - Unit level quality 7. Education of all members of the organization 8. Demanding vendor quality and participation of the vendors to quality 9. Recognizing successful employees and quality celebrations 10. Monitoring and measuring performance of total quality management 11. Improving total quality management process continuously These steps are explained detailed in chapter 6. Organizations which implement total quality management get some positive results. These results can be classified as follows : 1. Organizational results : These are the advantages of total quality management to company such as, - Improvement on quality of products and services - Reduction of costs - Increased profits - Increased productivity - Increased effectiveness - Increased competition position and market share xii - Increased quality of working life and higher employee morale - Cultural transformation 2. Social results : These are the advantages of total quality management to society such as, - External customers' satisfaction - Environmental quality concept These results are expalined in chapter 7. A research was made about the implementation of total quality management in some Turkish companies (chapter 8). The objective of the research is to obtain, 1. The reasons of total quality management implementations 2. The expectations of the organizations from this management style 3. The results of the implementations 4. The reasons of their success 5. The difficulties while implementing total quality management We can classify the companies as, 1. Companies which have been implementing total quality management and obtained some results. 2. Companies which have begun to the application of total quality management and haven't obtained some results yet. 3. Companies which do not apply total quality management In this study, three companies from each catagory are examined. The results of the study are as follows : 1. The companies chosen total quality management because of the reasons below : - Competition conditions - Objectives and goals - Institutionalization 2. The expectations of the organizations from total quality management : - Expectations related with the position of the company in the future - Countable /Financial expectations - Expectations related with human resources and the quality of working life - Expectations of external (social) results 3. The critical success factors are as follows : - Top management's commitment and leadership - Other management level's commitment and participation - Good employee-employer relations - Quality of employees and education - Participation of employees - Participation and support of union - Shared corporate mission - Team working - Organizations according to the profit centers - Customer satisfaction 4. The difficulties of the implementation total quality management can be classified as follows : - Reactions of the middle management levels against to the delegation - Advancement expectations of employees - Perception of total quality studies as an extra work - Some individual resistances - Acceptance of internal customer concept reluctantly xiii - Long and dense education and adaptation process - Suppliers' participation to quality can not be provided 5. The results of the total quality management implementations are as follows : - Countable / Financial results : - Quality improvement by the decrease of the defect rates - Reduction of the quality costs and total costs - Increase in productivity - Increase in efficiency - Increase in market share - Reduction of energy consumption - Increase in sales - Increase in profits - Results related with human resources and quality of working life : - Employee happiness - Participation of the employees to the decisions - Rewarding of the successes - Decrease of the work accidents - Improvement of the quality of working life - Transformation of the company culture - External (social) results are : - Increasing customer satisfaction - Increasing importance of the quality for the suppliers - Some studies and applications about environmental protection 6. When the companies which don't apply total quality management were examined, some reasons found about why they don't apply. These reasons are as follows : - These companies believe that most of their employees will resign after the education and will work in other companies, so their education investments will not reach to the objectives. - In some companies which management levels consist of family members, it's too hard to chose a new management style. - These companies declare that they can not give additional monetary rewards and the rewards exept money will not be motivator for the employees. - In these companies, employers have some troubles in the relations with the employees. - It's believed that it's very wrong to give permission to the union to interfere in company's management. - It's believed that the company's competitive position will fall when the employee wages are increased. In this research, it's seen that the companies which are implementing total quality management don't worry about the future and glabalization, because they have got some positive results and the results of total quality management will increase in the future. It's also seen that the companies which don't apply total quality management worry about the future and globalization. To compete is very difficult in 1990's because of the globalization and it is becoming more difficult day by day. So, it's a must to define the first goal as 'customer satisfaction'. To satisfy customers, every organization must design, produce and sell products and services according to the needs and wishes of the customers. In 1990s there is only one way to achieve this, it's total quality management. Total quality management will have an influence on the success of the xiv organizations and the societies in the future and it will be the management style of 21. century.
The subject of this study is "Total Quality Management". The principles, implementation and results of total quality management are explained, the results of the total quality management implementation in some companies in Turkey are evaluated and some suggestions are brought forward. In Chapter 1, the evolution of quality and quality control are explained. Quality concept and quality control are as old as the human race. Archaeological findings and the remains of ancient structures indicate by the time of the construction of Egypt's pyramids, conscious efforts at quality had emerged. Contributions of Egyptians, ancient Greeks and ancient Romans to quality can not be denied. In the middle ages and up to the 1800s, the supply of services and the production of goods were limited to single individuals or, to a group of several persons. The individual was both the producer and the inspector. In this period, craft guilds were specifying standarts for the quality of goods and regulating every detail of manufacture, from raw material to finished product. These were the direct efforts to quality control in these ages. Up to the end of the nineteenth century, one worker or a very small number of workers was responsible for the manufacture and control of the entire product. This stage identified as 'operator quality control'. In the early 1900s, many individuals performing similar tasks in a factory were grouped so that they could be directed by a foreman. Foremans were responsible for the quality of the work of their groups. This stage identified as 'foreman quality control'. During World War I, the manufacturing system became more complex and the numbers of workers reporting to each foreman increased. That's why full-time inspectors were needed and these inspectors became responsible for the quality of product. This stage identified as 'inspection quality control'. By the effect of World War II, the need of statistical control occured. Inspectors were provided with a few statistical tools, such as sampling and control charts. This stage identified as 'statistical quality control'. During 1960s, total quality control concept was born. 'Zero defect' programs were begun to use in defence and aerospace industries. This stage identified as 'total quality control'. After 1970s company wide quality control concept was born and begun to use in companies. This concept depends on 'quality control is the responsibility of every person in the organization'. This stage identified as 'companywide quality control'. Today, total quality concept and total quality management is on the scene. In chapter 2, quality and the concepts related with quality are explained. Quality can be defined as follows : 1. Conformity to reasonable standarts and specifications 2. Conformity to usage 3. Satisfying customer needs, wishes and expectations with a competitive price 4. Meeting customer's needs and reasonable expectations Quality Control refers to the broad administrative and technical area of developing, maintaining and improving product and service quality. Quality control activities can be classified as follows : 1. New-design control 2. incoming-Material control 3. Product control 4. Special proses studies Total Quality control is an effective system for integrating the quality- development, quality-maintenance and quality-improvement efforts of the varios groups in an organization so as to enable marketing, engineering, production and service at the most economical levels which allow for full customer satisfaction. Both quality and productivity are necessary for success of the companies. Productivity can not be obtained without quality. Total quality concept helps to obtain productivity while improving quality. Quality improving process is a systematic method of developing products and services and providing customer service after the sale based on a thorough understanding of customers' needs and reasonable expectations. In this step, Japan's term 'Kaizen' that means gradual unending improvement by doing little things better and setting and achieving increasingly higher standarts, is the best description for improvement. In chapter 3, total quality management concept and the principles of some quality leaders are explained. Total quality management is a management approach to long-term success through customer customer satisfaction. Total quality management is based on the participation of all members of an organisation in improving processes, products, services and the culture they work in. Total quality management is a matter of survival for companies. It increases the competition position of the organizations. That's why, total quality management is a strategic management style in fact. Two of the total quality management leaders Deming and Crosby, have some principles about total quality management. These principles take part in chapter 3. In chapter 4, the principles of total quality management are explained. The principles of total quality management can be classified as follows : 1. Management's commitment and leadership Total quality management is a transformation and any transformation can not be successful without the managemet's commitment and leadership. In this point, first the top management's commitment and leadership is needed. Then other management levels must be committed to the transformation. 2. Employee Participation Every member of the organization must participate to continuous improvement of the processes and the system which they work in. Quality circles and quality teams are different employee participation groups which can be chosen by the organization. xi 3. Continuous improvement Quality of all products, services, processes and employees must be improved and new objectives and goals must be set continuously. Zero defect concept and education are needed for continuous improvement. 4. Customer satisfaction Every organizations need customers. These are either external customers or internal customers. External customers are the buyer of the ultimate products. Internal customers are employees of company. Satisfying of internal and external customers are very important because, no company can exist without them. The critical success factors of total quality management takes part in chapter 5. These are either internal or external factors which effect the success of the organization. These factors can be classified as follows : 1. Internal factors : - Vision - Mission statement - Leadership style - Delegation - Motivation - Coordination - Corporate culture - Individualism / Team spirit - Quality of working life 2. External factors : - Participation of suppliers to quality - Participation of external customers to quality In chapter 6, a total quality management implementation model are explained. For implementation of total quality management in an organization, there are some steps to follow. These steps are : 1. Realizing the need for improvement 2. Structuring for quality 3. Assessing corporate culture and employee attitudes 4. Assessing customer perceptions and determining customers' needs 5. Defining the quality policy 6. Designing the quality process : - Forming quality improvement teams - Quality planning - Unit level quality 7. Education of all members of the organization 8. Demanding vendor quality and participation of the vendors to quality 9. Recognizing successful employees and quality celebrations 10. Monitoring and measuring performance of total quality management 11. Improving total quality management process continuously These steps are explained detailed in chapter 6. Organizations which implement total quality management get some positive results. These results can be classified as follows : 1. Organizational results : These are the advantages of total quality management to company such as, - Improvement on quality of products and services - Reduction of costs - Increased profits - Increased productivity - Increased effectiveness - Increased competition position and market share xii - Increased quality of working life and higher employee morale - Cultural transformation 2. Social results : These are the advantages of total quality management to society such as, - External customers' satisfaction - Environmental quality concept These results are expalined in chapter 7. A research was made about the implementation of total quality management in some Turkish companies (chapter 8). The objective of the research is to obtain, 1. The reasons of total quality management implementations 2. The expectations of the organizations from this management style 3. The results of the implementations 4. The reasons of their success 5. The difficulties while implementing total quality management We can classify the companies as, 1. Companies which have been implementing total quality management and obtained some results. 2. Companies which have begun to the application of total quality management and haven't obtained some results yet. 3. Companies which do not apply total quality management In this study, three companies from each catagory are examined. The results of the study are as follows : 1. The companies chosen total quality management because of the reasons below : - Competition conditions - Objectives and goals - Institutionalization 2. The expectations of the organizations from total quality management : - Expectations related with the position of the company in the future - Countable /Financial expectations - Expectations related with human resources and the quality of working life - Expectations of external (social) results 3. The critical success factors are as follows : - Top management's commitment and leadership - Other management level's commitment and participation - Good employee-employer relations - Quality of employees and education - Participation of employees - Participation and support of union - Shared corporate mission - Team working - Organizations according to the profit centers - Customer satisfaction 4. The difficulties of the implementation total quality management can be classified as follows : - Reactions of the middle management levels against to the delegation - Advancement expectations of employees - Perception of total quality studies as an extra work - Some individual resistances - Acceptance of internal customer concept reluctantly xiii - Long and dense education and adaptation process - Suppliers' participation to quality can not be provided 5. The results of the total quality management implementations are as follows : - Countable / Financial results : - Quality improvement by the decrease of the defect rates - Reduction of the quality costs and total costs - Increase in productivity - Increase in efficiency - Increase in market share - Reduction of energy consumption - Increase in sales - Increase in profits - Results related with human resources and quality of working life : - Employee happiness - Participation of the employees to the decisions - Rewarding of the successes - Decrease of the work accidents - Improvement of the quality of working life - Transformation of the company culture - External (social) results are : - Increasing customer satisfaction - Increasing importance of the quality for the suppliers - Some studies and applications about environmental protection 6. When the companies which don't apply total quality management were examined, some reasons found about why they don't apply. These reasons are as follows : - These companies believe that most of their employees will resign after the education and will work in other companies, so their education investments will not reach to the objectives. - In some companies which management levels consist of family members, it's too hard to chose a new management style. - These companies declare that they can not give additional monetary rewards and the rewards exept money will not be motivator for the employees. - In these companies, employers have some troubles in the relations with the employees. - It's believed that it's very wrong to give permission to the union to interfere in company's management. - It's believed that the company's competitive position will fall when the employee wages are increased. In this research, it's seen that the companies which are implementing total quality management don't worry about the future and glabalization, because they have got some positive results and the results of total quality management will increase in the future. It's also seen that the companies which don't apply total quality management worry about the future and globalization. To compete is very difficult in 1990's because of the globalization and it is becoming more difficult day by day. So, it's a must to define the first goal as 'customer satisfaction'. To satisfy customers, every organization must design, produce and sell products and services according to the needs and wishes of the customers. In 1990s there is only one way to achieve this, it's total quality management. Total quality management will have an influence on the success of the xiv organizations and the societies in the future and it will be the management style of 21. century.
Açıklama
Tez (Yüksek Lisans) -- İstanbul Teknik Üniversitesi, Fen Bilimleri Enstitüsü, 1994
Anahtar kelimeler
Toplam kalite yönetimi,
Total quality management