Total Quality Management (TQM) would not be what it is today without Toyota Motors.
Renowned for its lean production system, Toyota Motors is the tenth most important company in the world according to Fortune Global 500 and one of the only companies on the list to directly address TQM.
Established in 2001 due to the company’s global expansion, Toyota sums up its aim for quality in “The Toyota Way”.
Comprised of two main pillars –“Continuous Improvement” and “Respect for People” — Toyota clarified this new philosophy because it felt it needed to present new guidelines, values and business methods for its employees who are now working all over the world and represent different cultures. Continue reading …
The aim of TQM is to obtain zero defects. The larger the company, however, the more difficult it is to pin-point glitches in the production system. Why is it, then, that the overriding lower-level employees have the least say in the company’s management, when they’re the most likely to spot a problem?