Introduction
China is increasingly becoming a great manufacturing country. To become a great manufacturing company and to compete globally, China has had to stress quality in production. Chinese plants have been focusing on quality and Total Quality Management (TQM) since about 1978. Since that time China has made vast improvements in manufacturing. China gains ground due to low labor costs, but it will not be able to stay competitive if they do not continue to improve quality of their products.
China has been improving quality through TQM, training, and implementing systems. TQM and training have helped them improve first-pass quality yields, delivery rates, order lead times, and capacity utilization. However, there is still room for continuous improvements in lean manufacturing, supply chain management, and ways to reduce per unit costs.
Inputs to Quality
Zhang wrote in his dissertation, "The Deming approach to TQM concerns the creation of an organizational system that fosters cooperation and learning for facilitating the implementation of process management practices, which, in turn, leads to continuous improvement of processes, products, and services as well as to employee fulfillment, both of which are critical to customer satisfaction, and ultimately, to firm survival" (Chapter 2, p. 9).
The Chinese, with the help of international partners, began to implement TQM in 1978. Zhang points out that the success of Beijing Internal Combustion Engine Factory and the Qinghe Woollen Mill prompted China to establish the China Quality Control Association to promote TQM throughout the country. This association provided training courses to workers and managers at all levels. By 1985 38,000 firms implemented TQM while 5 ...