Total Quality Management

The Quality-Centred Management Approach

Over the past two decades, the global market has imposed increasingly high quality standards on companies in terms of products and services. This has meant that factors such as quality, speed and delivery methods have all become critical to a company's success, hence the need to be able to simultaneously increase all performance elements in a given industry.

TQM (Total Quality Management) is a quality-centred management approach based on the participation of all members of an organisation in order to achieve long-term success through customer satisfaction and benefits for both employees and the company.

For the Japanese, Total Quality Management consists of four processes:
focusing on continuous improvement
Atarimae Hinshitsu
focusing on the fact that things must work exactly as they are expected to, on the intangible effects of processes and how to optimise them
through the analysis of how a user uses a product, leading to the improvement of the product itself
Miryokuteki Hinshitsu
i.e. the idea that objects should also have an aesthetic quality

Principles and Application of Total Quality Management

Total Quality Management is a system that is based on cotinuos improvement: it introduces into the company and establishes permanently a climate in which employees are stimulated to continuously improve their skills and production methods, and managers to make decisions for the continuous improvement of the company.

The Total Quality Management is bases on six pillars, the 6Cs: Control, Culture, Commitment, Cooperation; Customer Focus and Continuous Improvement.
Principi e Applicazione del Total Quality Management
The benefits of the TQM Model are evident: the comprehensive and structured approach to organisational quality management allows for simplified operations and reduced expenses related to defective products.

Often the cost of quality, but especially of non-quality (non-conformities, complaints, etc.), is difficult to measure and thus also to reduce. In general, COPQ, or cost of non-quality, can also be classified as tangible (easy to see) and intangible (difficult to see). One can think of COPQ as an iceberg. The largest part of the iceberg is underwater, where it cannot be seen.
costo della qualità
Through quality cost analysis, it is possible to prioritise and target quality cost reduction activities.

After the control points have been identified, each one is checked for appropriate documented information on the results to be achieved and on the implementation of monitoring and measurement in the appropriate manner, to verify that the criteria for controlling processes or outputs, and the criteria for accepting products and services, are met with quality and efficiency.

The planned actions will concentrate on the one hand on improving current procedures and implementing new ones, as well as on control methods while maintaining a focus on efficiency; on the other hand, on eradicating/reducing the main causes of defects in order to improve the FPY coefficient.

This approach will reduce the costs of non-quality by progressively achieving the “ideal balance” between prevention and failure costs (quality level for minimum quality costs).
bilanciamento costi qualità
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Our goal is to help increase business competitiveness through an industrial strategy that comes to life from high Lean training, operational excellence, digital and product innovation. A sustainable growth path thati benefits from the new technological opportunities of Industry 4.0.
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