--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

1. According to the five performance objective of operation-the quality, the speed, the dependability, the flexibility, and the cost objective, the cost is affected by the other performance objective. Inside the operation, therefore, one important way to improve cost performance is to improve the performance of other operations objectives, especially, the quality objective through the TQM implemented.

2. According to the model of operations improvement showing that the issues covered in TQQ, the operation manager should develop the system and procedures which support quality and improvement and develop a continuous process of improvement.

3. The operating manager should know TQM meets the needs and expectations of customs.

4. Because TQM covers all parts of the organization, and every person in the organization contributes to quality, so the operation manager should takes an organization-wide perspective to design, plan, implement, training, and improving.

5. Operation manager should know two board type of failure which affect TQM implementation:

the TQM initiative is not introduce and implemented effectively.

After the TQM has been introduced successfully its effectiveness fades overtime.

For overcoming these failures, typically these prescriptions include the following:

1. Don't define quality in TQM narrowly; it includes all aspects of performance.

2. Made all quality improvement relate to the performance objective of operation. TQM is not an end in itself'; it is a mean of improving performance.

3. TQM is not a substitute for the responsibilities of normal managerial leadership.

4. TQM should be integrated with and indistinguishable from everyday activities.

5. According to the responsibilites of operation manager, the operating manager should adopt and understand the TQM very well and implement it through in their business. A number of factors appear to be influential in ensuring the success of TQM there are: the existence of fully worked-out quality strategy; top-management' support

A steering group to guide the initiative; group-based improvements

An adequate recognition and reward scheme; an emphasis on appropriate training, training is the heart of quality improvement.

The differences between traditional and TQM view on the cost of quality

2.1 The traditional views on the cost of quality

The emphasis was placed on finding a optimum amount of quality effort which minimized the costs associated with quality.

2.2 The TQM views on the cost of quality

The emphasis the balance between different types of quality cost, it argue that increasing the expenditure and effort on prevention will give more than-equivalent reduction in other costs. This idea id often summarized in the phase 'right first time'

2.3 The difference between traditional and TQM views on the cost of quality.

a)--traditional views that failure and poor quality are acceptable

--TQM challenges the whole concept of the acceptable quality level(AQL) which was a zero-defect standard, even if they so not always achieve it.

b)--traditional views assumes that the most are known and measurable obtaining precise cost of quality is not straight forward.

--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

e

4. Because TQM covers all parts of the organization, and every person in the organization contributes to quality, so the operation manager should takes an organization-wide perspective to design, plan, implement, training, and improving.

5. Operation manager should know two board type of failure which affect TQM implementation:

the TQM initiative is not introduce and implemented effectively.

After the TQM has been introduced successfully its effectiveness fades overtime.

For overcoming these failures, typically these prescriptions include the following:

1. Don't define quality in TQM narrowly; it includes all aspects of performance.

2. Made all quality improvement relate to the performance objective of operation. TQM is not an end in itself'; it is a mean of improving performance.

3. TQM is not a substitute for the responsibilities of normal managerial leadership.

4. TQM should be integrated with and indistinguishable from everyday activities.

5. According to the responsibilites of operation manager, the operating manager should adopt and understand the TQM very well and implement it through in their business. A number of factors appear to be influential in ensuring the success of TQM there are: the existence of fully worked-out quality strategy; top-management' support

A steering group to guide the initiative; group-based improvements

An adequate recognition and reward scheme; an emphasis on appropriate training, training is the heart of quality improvement.

The differences between traditional and TQM view on the cost of quality

2.1 The traditional views on the cost of quality

The emphasis was placed on finding a optimum amount of quality effort which minimized the costs associated with quality.

2.2 The TQM views on the cost of quality

The emphasis the balance between different types of quality cost, it argue that increasing the expenditure and effort on prevention will give more than-equivalent reduction in other costs. This idea id often summarized in the phase 'right first time'

2.3 The difference between traditional and TQM views on the cost of quality.

a)--traditional views that failure and poor quality are acceptable

--TQM challenges the whole concept of the acceptable quality level(AQL) which was a zero-defect standard, even if they so not always achieve it.

b)--traditional views assumes that the most are known and measurable obtaining precise cost of quality is not straight forward.

--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

3. TQM is not a substitute for the responsibilities of normal managerial leadership.

4. TQM should be integrated with and indistinguishable from everyday activities.

5. According to the responsibilites of operation manager, the operating manager should adopt and understand the TQM very well and implement it through in their business. A number of factors appear to be influential in ensuring the success of TQM there are: the existence of fully worked-out quality strategy; top-management' support

A steering group to guide the initiative; group-based improvements

An adequate recognition and reward scheme; an emphasis on appropriate training, training is the heart of quality improvement.

The differences between traditional and TQM view on the cost of quality

2.1 The traditional views on the cost of quality

The emphasis was placed on finding a optimum amount of quality effort which minimized the costs associated with quality.

2.2 The TQM views on the cost of quality

The emphasis the balance between different types of quality cost, it argue that increasing the expenditure and effort on prevention will give more than-equivalent reduction in other costs. This idea id often summarized in the phase 'right first time'

2.3 The difference between traditional and TQM views on the cost of quality.

a)--traditional views that failure and poor quality are acceptable

--TQM challenges the whole concept of the acceptable quality level(AQL) which was a zero-defect standard, even if they so not always achieve it.

b)--traditional views assumes that the most are known and measurable obtaining precise cost of quality is not straight forward.

--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

The emphasis was placed on finding a optimum amount of quality effort which minimized the costs associated with quality.

2.2 The TQM views on the cost of quality

The emphasis the balance between different types of quality cost, it argue that increasing the expenditure and effort on prevention will give more than-equivalent reduction in other costs. This idea id often summarized in the phase 'right first time'

2.3 The difference between traditional and TQM views on the cost of quality.

a)--traditional views that failure and poor quality are acceptable

--TQM challenges the whole concept of the acceptable quality level(AQL) which was a zero-defect standard, even if they so not always achieve it.

b)--traditional views assumes that the most are known and measurable obtaining precise cost of quality is not straight forward.

--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

--TQM stress the relative balance between different types of quality costs, e.g. costs of prevention and appraisal are open to managerial influence; internal costs and external costs of failure show the consequences of changes in the first two/

c-traditional views adopt the 'optimum-quality level', failure costs in traditional model are greatly underestimated.

--TQM strive to reduce all known and unknown failure costs by preventing errors and failure taking place. TQM emphases prevention.

d-traditional model implies that prevention cost, the cost of getting towards zero defects, are enevitably high.

--TQM initially total quality costs may rise as investment in some aspects of prevention-mainly training-is increasing, however, some reduction in total cost can quickly follow.

e---traditional views accept the 'optimum-quality level' approach, by accepting compromise, so little to challenge operations managers and staff to find ways of improving quality.

--TQM approach, by stressing the important of quality to every individual, make quality an integration part of every one's work.