품질에 대한 사고의 진화

• 영문명: The Evolution of the Mental Framework about Quality
• 발행기관: 한국외국어대학교 지식출판콘텐츠원 글로벌경영연구소
• 저자명: 이명호
• 간행물 정보: 『글로벌경영연구』제22권 제2호, 1~11쪽, 전체 11쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2010.08.30

영문 초록

This paper is mainly concerned about the evolution of TQM(Total Quality Management). In order to better understand TQM in general, it could be a first step to scrutinize the TQM Gurus’ philosophy. Although Deming, Juran, and Crosby are the most wellknown TQM gurus in the United States, it could be argued that Feigenbaum, Ishikawa, and Taguchi have been as influential as they in defining the scope of TQM. In broad terms, they all agree with each other. TQM seeks to improve productivity, and it does so by focusing on satisfying the customer and by involving employees in this process. TQM has the practical goal of improving the bottom line and at the same time raising employee morale. In recent years, many of these thinkers have begun to view TQM as a philosophy of work. Feigenbaum calls it an ethic for workers. Crosby suggests that managers need a “full understanding,” and Juran wants all employees to internalize the desire for continuous improvement. Deming is perhaps the closest to stating it is a philosophy when he equates TQM with “profound knowledge.” Clearly, over the years TQM has evolved beyond being a set of tools that ensures a product of good quality. Taguchi’s approach to quality focuses on conformance, and in this regards his philosophy is similar to Crosby’s. Kano’s diagram has been introduced to explain “Fitness to Latent Requirement” concept. Over time TQM becomes a way of life and part of the company culture. Gradually, the emphasis of TQM shifts from managing quality to ensuring quality management. Today the more progressive companies use TQM as a management philosophy.

목차

Ⅰ. 품질의 전통적 정의

Ⅱ. 다구찌의 품질 정의

Ⅲ. TQM(Total Quality Management)에 대한 조망

참고문헌