Quality Management Task Name Phase 1

CLEANED: Dm370 1402a 01 Quality Managementtasknamephase 1

Discuss the evolution of total quality management concepts by analyzing how senior management's approach toward quality has changed over time. Specifically, examine the typical approach of senior management prior to the advent of total quality management (TQM). Consider what factors or developments have contributed to the shift toward a more comprehensive strategic view of TQM in organizations today. Use examples to illustrate your points and explain the reasons behind the transition from a traditional, possibly siloed quality approach, to integrated, organization-wide quality strategies that emphasize continuous improvement, customer satisfaction, and strategic alignment.

Paper For Above instruction

Historically, senior management's approach to quality prior to the emergence of Total Quality Management (TQM) was often characterized by a focus on inspection and defect detection rather than prevention. The predominant philosophy was that quality issues could be identified and rectified through final inspection processes, with management primarily responsible for monitoring and controlling product outputs. This approach was reactive in nature, usually isolated within the production or operational departments, and lacked a systemic view of quality as an integral part of organizational strategy (Evans & Lindsay, 2016). Consequently, quality improvements were limited, short-term, and often driven by external regulatory or customer pressures rather than embedded in the strategic fabric of organizations.

The shift toward a more comprehensive strategic view of TQM has been driven by several factors. Technological advancements and the globalization of markets have increased competition and customer expectations, necessitating higher standards of quality across the entire organization (Olsen & Stadum, 2015). Organizations began recognizing that quality is not solely the responsibility of production but requires a company-wide cultural change involving all employees and processes. This realization prompted a transition from a siloed approach to an integrated one, emphasizing continuous improvement (Kaizen), customer focus, employee empowerment, and leadership commitment (Dale, 2014). Strategic management now incorporates quality as a core element of competitive advantage, aligning quality initiatives with organizational goals and fostering a proactive culture of excellence.

Implementing TQM also responds to the need for reducing costs associated with errors and rework, improving customer satisfaction, and ensuring compliance with industry standards. The adoption of quality management frameworks such as ISO 9001 further institutionalized this strategic shift by providing structured processes for quality improvement at all levels of the organization (Dean & Bowen, 2019). In sum, the evolution from inspection-based to strategic, organization-wide quality management reflects changes in the external environment, technological capabilities, and a deepening understanding of quality as a strategic asset vital for sustainable competitiveness.

References

• Dale, B. (2014). Managing Quality. John Wiley & Sons.
• Dean, J. W., & Bowen, D. E. (2019). Management Theory and Total Quality Management. Business Horizons, 62(2), 137-147.
• Evans, J. R., & Lindsay, W. M. (2016). An Introduction to Six Sigma and Process Improvement. Cengage Learning.
• Olsen, T., & Stadum, A. (2015). Strategic Quality Management. Quality Progress, 48(4), 40-45.