代写assignment：发展服务质量分析 这项任务使用第一人称的角度，而不是“客观风格”，我相信这将有助于传达和表达我的个人信仰和见解。所有名称和可识别描述符已更改以保护机密性。
许多全球性组织已经接受了持续质量改进的概念。日本人把这个概念称为改善，这意味着改善。改善战略包括持续改进的努力，包括组织中的每一个人，而不仅仅是管理团队。
持续质量改进的最流行的方法是全面质量管理（TQM）、持续质量改进（CQI）。全面质量管理/质量是由戴明在20世纪50年代的日本，并从上世纪80年代末在国际商业界变得更加突出。
然而，尽管大量的杂志文章和书籍的TQM / CQI没有确切的定义。
This assignment has been written using a first person perspective rather than the ‘impersonal style’, as similarly to Hamill (1999) I believe that this will assist in conveying and expressing my personal beliefs and insights.
All names and identifiable descriptors have been changed to protect confidentiality. Numerous global organisations have embraced the concept of continual quality improvement.
The Japanese refer to this concept as Kaizen, which broadly means improvement. Kaizen strategy involves continuous efforts for improvement encompassing everyone in the organisation, not just the management team.
Two of the most popular approaches to continual quality improvement are Total Quality Management (TQM) and Continuous Quality Improvement (CQI). Gustafson and Hundt (1995) state the terms TQM and CQI are now used interchangeably.
TQM/CQI was developed by Deming in Japan in the 1950s, and became more prominent in the international business community from the late 1980s. However, despite a plethora of journal articles and books on TQM/CQI there is no definitive definition.
In 2006, the senior management of the Royal Navy and Royal Marines embraced TQM; albeit it I do not believe that the approach has permeated throughout the Naval Service.
Before studying for this module I had heard the term TQM but had no idea what it involved. One hypothesis for this lack of holistic integration is the relatively short time period since the approach was adopted.
Deming suggested approximately a seven year period would be needed for adequate implementation of TQM/CQI, and perhaps longer in complex organisations, such as the Armed Forces (Counte and Meurer, 2001).
A disadvantage of the TQM concept is that it is predominately a medium to long-term approach, whereas in the military there is often a priority given to short-term approaches.
The key principles of TQM/CQI are measurement and feedback, which are both essential to a successful outcome. This is somewhat different to project management, which is used throughout the Naval Service, where the success is principally measured by schedule, cost and performance.
