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Us Army Total Quality Management

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Throughout their military careers military personnel will always face some type of inspection, whether it's internal or external. Today, some units are inspected at

least four times a year in supply operations, for example, Command Supply Discipline Program, Command Inspection Program, Command Logistics Review Program, and maybe the Supply Excellence Award. How does the unit prepare for all these inspections? The unit faces many great challenges. There are a lot of steps taken to prepare for inspections. There are many checklists to follow but not enough time and personnel to accomplish these many tasks. There are many subjects areas which, the unit must cover that might be inspected. AR 11-l (Command Logistics Review Program), AR 735-5 (Policies and Procedures for Property Accountability), DA PAM 710-2-l (Using Unit Supply System Manual Procedures), and AR 710-2 (Supply Policy Below the Wholesale Level) are the governing policy documents and should be understood prior to an inspection. There are a lot of non value added procedures and many tasks that overlap, where in some cases the distribution of soldiers is not according to the need of each work place. There are many soldiers assigned to tasks different from what 1 they are supposed to do, which results in no incentive for performing better. In other words, the soldiers consume their energy striving to overcome problems inherent in the supply system instead of trying to maximize the effectiveness of supply operations. A transformation in the supply operations in the units could be achieved by the adoption of a new management philosophy that could help provide greater efficiency. Currently, one of the most advanced philosophies in the managerial field is the Total Quality Management (TQM) concept. But how compatible is the TQM philosophy to the units under the current circumstances? Can the adoption of this concept help the units to overcome their problems? What changes are necessary for a successful implementation? There is a need to examine the applicability of the TQM concept to supply operations.


The purpose of this research is to evaluate potential of TQM for improving the effectiveness and efficiency of supply inspections.

What is Total Quality Management?

Total Quality Management is the process of improving the organization performance at every level of operations by using all possible human and capital resources. TQM involves every member of the organization utilizing the principles of continuous improvement. By recognizing that people are a company's most important resource, the TQM philosophy gets people at all levels to meet on a committee like equals to discuss needs and desires that the company should strive for. Each source used in this research begins with the people as its basis. Then by creating a committee, a "team" has formed to make the company's goal of success the same as the "team's" goal. Everybody wants their team to win. Society teaches us to compete with each other and at times when working for a company on an individual basis, people work against each other therefore hindering the company's goal. The TQM "team" concept gets people to work together in the same direction. That is when goals may be achieved in quality control of products, and in customer satisfaction. It does not work unless everybody works together. The sources describe TQM implementation point by point over a time-table and what positive and negative effect comes from a TQM turnover. TQM requires that leadership, employees are committed to improve management, and the organization. They must create a working environment which capitalizes on the creativity and ingenuity of all employees. TQM organization focuses on the needs and expectations of customers, both

internal and external. Emphasis is placed on prevention of the causes of defects rather than the correction of defects. The organization must build a long-term relationship with

suppliers based on mutual trust and respect. TQM encourages innovation and application of new technology and procedures to enhance quality improvement. The process of continuous improvement applies to all aspects of the organization including administrative and production functions. TQM is the process of several fundamental concepts. These concepts include the definition and assignment of responsibilities, the importance of teamwork, understanding requirements and expectations, and principles of good communication. The implementation of Total Quality Management involves

the application of the principles of continuous improvement. These principles include constancy of purpose, commitment to quality, customer focus and involvement, process orientation, continuous improvement, system-centered management, teamwork,

conservation of human resources, total involvement and perpetual commitment.

Top management must spearhead the movement toward continuous improvement and actively participate in the TQM process. Former Vice President Dan Qualyle said, "President " Bush believes we must establish a firm commitment to Total Quality Management and the principle of continuous quality improvement . . . the taxpayers have every right to expect and demand high quality and that is what we must deliver."


TQM is what catapulted Japan into the industry lime-light. Since World War II, America has watched Japan pass us by in industry.


By reestablishing team work values this nation can manufacture high quality products. We can again become number, one in industry. B. Two Pioneers of Total Quality Management Notable authors on quality, whom recommend principles of

effectively managing TQM, include Dr. W. Edwards Deming and Dr. Joseph M. Juran. Both of these authors discuss the 14 ideals of top management commitment, education, continuous improvement, and employee involvement. Examination of these and other principles provides a foundation of recognizing areas critical to and change in quality focus. Deming's Fourteen TQM points for Organization Improvement According to Brocka's book on TQM, Deming defines "quality is a predictable degree of uniformity and dependability, at low cost, suited to the market." lo What Deming is saying is, whatever the customer needs and wants process quality. Since customer needs and wants change constantly, quality must meet customer's requirements constantly.



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