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    Question 4.1

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    LOMA, ABIGAIL JOY C.
    PDCA, Kaizen, and Total Quality Management are models for continuous improvement. [PDCA involves planning, doing, checking, and acting in cycles to evaluate strategies. Kaizen focuses on ongoing, gradual process improvement through feedback, efficiency, and development. Total Quality Management consists of customer focus, employee involvement, process-centered work, strategic planning, continual improvement, fact-based decisions, and communication across all employee levels.]

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    Question 4.1

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    LOMA, ABIGAIL JOY C.
    14 views2 pages
    PDCA, Kaizen, and Total Quality Management are models for continuous improvement. [PDCA involves planning, doing, checking, and acting in cycles to evaluate strategies. Kaizen focuses on ongoing, gradual process improvement through feedback, efficiency, and development. Total Quality Management consists of customer focus, employee involvement, process-centered work, strategic planning, continual improvement, fact-based decisions, and communication across all employee levels.]

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    QUESTION 4.1

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    PDCA, Kaizen, and Total Quality Management are models for continuous improvement. [PDCA involves planning, doing, checking, and acting in cycles to evaluate strategies. Kaizen focuses on ongoing, gradual process improvement through feedback, efficiency, and development. Total Quality Management consists of customer focus, employee involvement, process-centered work, strategic planning, continual improvement, fact-based decisions, and communication across all employee levels.]

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    14 views2 pages

    Question 4.1

    Uploaded by

    LOMA, ABIGAIL JOY C.
    PDCA, Kaizen, and Total Quality Management are models for continuous improvement. [PDCA involves planning, doing, checking, and acting in cycles to evaluate strategies. Kaizen focuses on ongoing, gradual process improvement through feedback, efficiency, and development. Total Quality Management consists of customer focus, employee involvement, process-centered work, strategic planning, continual improvement, fact-based decisions, and communication across all employee levels.]

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    LOMA, ABIGAIL JOY C.

    BSACC 1-YB-4
    BUSINESS ELECTIVE 2

    Continuous improvement is an ongoing effort to improve products, services or


    processes. These efforts can seek incremental improvement over time or’
    breakthrough/ transformational improvement all at once. Models include PDCA,
    Kaizen, Total Quality Management.

    Provide a brief description for each of the following:


    PDCA
    Kaizen
    Total Quality Management

    1. PDCA
    - Planning, acting, checking and studying are all interwoven in a continuous cycle.
    For problem-solving and change management, it offers a straightforward and efficient
    method. The model may be used to evaluate improvement strategies on a small scale before
    revising working methods and processes. The method starts with a "Planning Phase" when
    issues are clearly described, comprehended, and a hypothesis for change is created.
    Potential solutions are trialed on a limited scale in the "Do phase," and the results are then
    investigated and "Checked.".
    2. Kaizen
    - Its root words are kai, which means change, and zen, which means excellent.
    Together, they make up the compound word. Its origins as a strategy may be found in the
    book Kaizen which is the secret to Japan's Competitive Success by Japanese management
    consultant and organizational theorist Masaaki Imai. The feedback, efficiency, and
    development are the three key kaizen concepts that Ima wrote about. In the process of self-
    reflection, feedback is a fundamental concept. Efficiency is achieved through locating,
    minimizing, or getting rid of any impediments to the process. Where Kaizen relies on
    ongoing, gradual improvement rather than a significant advance is in evolution.
    3. Total Quality Management
    - It consists of the followings:
    a) Customer focused - the level of quality is ultimately decided by the client.
    b) Total employee involvement - when pursuing shared objectives, all
    employees take part.
    c) Process-centered - the steps necessary to complete the process are
    specified, and performance indicators are regularly watched in order to
    spot unexpected deviations.
    d) Integrated system - the focus of TQM is on the horizontal processes
    linking these functional specialists, despite the fact that an organization
    may consist of many distinct functional specializations that are frequently
    organized into vertically structured departments.
    e) Strategic and systematic approach - the creation of an integrated strategy
    plan with quality at its center.
    f) Continual improvement - it encourages an organization to be both
    analytical and imaginative in seeking methods to improve its
    effectiveness and competitiveness.
    g) Fact-based decision making - it continuously gathers and analyzes data to
    increase the precision of decision-making, reach agreement, and enable
    prediction based on historical data.
    h) Communications - employees of all ranks are encouraged and morale is
    maintained.

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