A Step toward Total Quality Management (TQM): Fork Quality Management Model (in Persian)

Since the 1950s, goods and service providers and customers worldwide have attached mounting importance to quality. Advancements in science and technology have boosted consumer expectations for higher quality goods and services. Consumers no longer accept just any kind of goods or services. As such, the need to present high quality goods and top services to outpace the competition automatically eliminates those organizations that fail to meet their clients' demands and expectations. Also those producers whose products fail to meet international standards will find it extremely hard to survive in the competitive global market. Total Quality Management (TQM) strives to meet the clients' demands. TQM is an organizational strategy which uses qualitative and quantitative methods to provide high quality goods and services to the customers. Various models and techniques have been presented to elaborate on the philosophy of TQM. One of the primary duties of a senior manager is to go through all the different TQM theories, models and techniques and to then devise a quality management model that best suits his own organization.This is because TQM models differ from one organization to another. The Fork Quality Management Model is theoretically based on the Deming system and practically based on Japan's TQM systems. This model illustrates the sequence of activities that should be undertaken in each organization to boost quality. The TQM model resembles a fork: It has a handle stands for "the managements's commitment" to uplift quality the neck stands for" management training" the first prong stands for (routine)" daily management" the second for "management of overlapping duties" the third for "policy-marking management". The model's resemblance to a fork is metaphorical. TQM actually serves as nourishment for on organiaztion. Just as a fork is used for eating, TQM feeds and nourishes the entire organization, allowing the employees to gain the needed energy to launch the quality enhancement process and pursue the unending objective of quality improvement.