Institutions that improve their processes with Total Quality Management raise their productivity to the highest levels. Total Quality Management, which was first used in Japan and expresses a collective management approach, is based on the principle of creating a quality chain by eliminating errors. Firms that improve the quality of all their outputs, including goods and services, through continuous improvement of in-house practices, hold the key to success. The Turkish Quality Association (KalDer), the representative of contemporary quality philosophy in our country, offers companies a holistic management approach with the principles of Total Quality Management.
“How should an organization ideally be managed?” Turkish Quality Association (KalDer), which seeks answers to the question and conveys the ideal management approach to institutions through various channels, works to contribute to raising the competitiveness and welfare level of our country by transforming the culture of excellence into a lifestyle. In this context, adopting the principles of Total Quality Management, KalDer guides companies of all sizes to improve their processes and gain competitive advantage through efficiency. Drawing attention to the importance of carrying out all production and management activities within a system, Turkish Quality Association Chairman of the Board Yılmaz Bayraktar stated that Total Quality Management acts as a lifeline at this point.
Based on the evaluation and development of all activities of the organization
Yılmaz Bayraktar, who gave information about Total Quality Management, which provides improvement in all functions of their organizations, regardless of production or service, said: approach, with the participation of all employees and stakeholders, by providing target and idea unity. We can briefly define this approach as a modern management philosophy that provides a holistic perspective from traditional management to corporate management, from competition to customer satisfaction. Moreover, this contemporary understanding does not only include a managerial transformation, Total Quality Management requires a collective change in the organizational culture. It is possible to increase the competitive power in a healthy way, by integrating all employees, processes, all production tools and products, and by placing the "Continuous Development-Kaizen" understanding in the organization. Within the scope of this philosophy; There are many goals such as ensuring the quality of management, eliminating losses, reducing costs, and ensuring excellence by preventing possible mistakes. Total Quality Management, which envisages the continuous evaluation and development of all activities of an organization, provides continuity and sustainability thanks to the Japanese quality understanding “Deming Cycle”, which is the basic building block.”
It strengthens the competitiveness of businesses
Bayraktar stated that Total Quality Management is handled with different methods in each enterprise; “The content of Quality Management, which includes objectives such as operating in line with the goals and objectives determined independently of individuals, working in accordance with standards and processes, forming its organizational structure with approaches that monitor changing environmental conditions, also differentiates the methods to be applied and the resources to be allocated. What is critical here is the continuous improvement of well-defined processes of the product or service, and the main goal is to produce quality at low cost. In order for all these processes to be successful, it is important to implement the cycle of Planning, Implementation, Control, and Prevention. Organizations that successfully implement this cycle organize their business activities and contribute to their development, as they can achieve continuous improvement. As the quality awareness within the organization increases, the work quality of each process also increases. With the emergence of innovative and development-oriented processes, an efficient order is formed. Better cost management is achieved with lower expenses. The institution and its structure adapt to changing market conditions. While customer loyalty develops, customer satisfaction is also carried to a higher level depending on the increased quality. All these variables add strength to the competitiveness of businesses.
He started the National Quality Movement for the dissemination of Total Quality Management.
Pointing out that achieving quality is a matter of culture and that access to quality will be possible through a massive transformation, Bayraktar said: “With the National Quality Movement program that we started in 1998, we can quickly respond to the needs for institutional development within the scope of long-term perspective, stakeholder-oriented approach and the importance of cause-effect relationship. We continue our work. The National Quality Movement, which started with the slogan of quality in all areas of life, aims to ensure that the approach of excellence becomes widespread in every part of the society so that our country can reach a sustainable high competitive power. With this program, it is aimed that organizations plan and implement continuous improvement in line with the findings by determining their strong and open areas for improvement at regular intervals with self-assessment methods based on the EFQM Excellence Model as a performance improvement strategy.