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A Quality Principle: Everything You Need to Know about Total Quality Management

By Kate Eby | June 21, 2017 (updated June 28, 2023)

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Today, we take for granted that the items and services we consume should work well as soon as we purchase them. In fact, many Industrial and post-industrial societies have simply discarded what doesn’t work. However, there was a time when quality and effectiveness were not always the priority for goods and service providers. The intense focus on quality developed largely after World War II, in particular in the 1980s, in response to a marketplace that rejected cheap workmanship and consumer demand increased for durable products that considered the user’s needs.

In this article, we’ll discuss the history of one of the preeminent quality management philosophies, total quality management (TQM). We’ll learn how it can help for profits and nonprofits become more effective and cost-efficient. In addition, industry experts discuss how TQM compares to other quality philosophies and methodologies, such as Six Sigma and Kaizen.

What Is Total Quality Management?

Total quality management (TQM) describes a management system wherein a company attains organizational advancement through a commitment to customer requirements. A company meets those requirements when it empowers every employee in every department to maintain high standards and strive for continuous improvement. Total quality management is the predecessor of many quality management systems, such as Six Sigma , Lean, and ISO.

Andy Nichols, Quality Program Manager at the Michigan Manufacturing Technology Center , says that in practical terms, “Total quality management is really a company-wide initiative to get everybody involved in doing the right thing for the customer.”

What Is Quality Management?

First, what is quality? It is a measure of the level of acceptability of a product or service. The ASQ Quality Glossary defines quality management as “the application of a quality management system in managing a process to achieve maximum customer satisfaction at the lowest overall cost to the organization while continuing to improve the process.” Quality management has four parts: quality planning, quality assurance (defect prevention), quality control (which includes product inspection and other elements, such as competence), and quality improvement. Why would it take until the 20th century to apply such seemingly obvious principles like product goals and parts inspection? Perhaps the right historical circumstances didn’t present themselves until the 20th century. Nichols credits new mass-production techniques, such as Ford’s assembly line, and the urgent demand for materials during two world wars for this particular innovation. “The US military demanded to some extent that every product they purchased be good because soldiers lives literally depended on the quality of the products they handled,” says Nichols. “Whether it was for K rations or bullets, these wars spurred a manufacturing revolution to focus on the idea of getting things right every time.” Statistics play an integral part in quality management because being able to predict accuracy through numbers is much less expensive than inspecting parts. Moreover, sometimes inspection is simply inconvenient. “McDonald's needs to know that every burger is right without having to take a bite out of each one,” says Nichols.

Total Quality Management Principles

No single accepted body of knowledge exists for total quality management, as does, for example, the Project Management Body of Knowledge (PMBOK) for the Project Management Institute. Similarly, no prescribed actions exist for implementing TQM methods and tools. Organizations have been free to deploy and adapt TQM as they see fit, giving way to many definitions of the methodology. Despite these challenges to standardization, it’s possible to describe generally accepted principles:

Customer Satisfaction
Employee Commitment: This creates empowerment through training and suggestion mechanisms.
Fact-Based Decision Making: Teams collect data and process statistics to ensure that work meets specifications.
Effective Communications: There should be an open dialogue throughout an organization.
Strategic Thinking: Quality must be part of an organization’s long-term vision.
Integrated System: A shared vision, including knowledge of and commitment to principles of quality, keep everyone in a company connected. Taiichi Ohno recognized that even suppliers are an important part of the system.
Process-Centered: You can deconstruct every activity into processes, and, therefore, locate and repeat the best process.
Continuous Improvement: Every employee should always be thinking about how to better perform their job.

You could sum up the goal of TQM in this way: “Do things right the first time, every time.”

The History of Total Quality Management

There is no single, agreed-upon source for the phrase total quality management. Some experts believe it came from two books by seminal quality management thinkers: Armand Feigenbaum’s Total Quality Control and Kaoru Ishikawa's What Is Total Quality Control? The Japanese Way . Others say the terminology arose from an initiative in the United States Navy to adopt quality management guru William Deming’s recommendations, which they termed total quality management . TQM did not enjoy widespread acceptance until the 1980s. The roots of the principles and practice of TQM extend back to the early 20th century and Frederick Taylor’s Principles of Scientific Management , which advocated a consistent way of performing tasks and inspecting finished work to prevent defective products from leaving the shop. Further innovation came in the 1920s with Walter Shewhart’s elaboration of statistical process controls , which one could apply at any point in the production process to predict quality levels. It was Shewhart who developed the control chart, used today for managing with Kanban and Agile. Throughout the 20s and 30s, Shewhart’s friend and mentee, William Deming, developed statistical process control theories that he would eventually use to help the US Census department in the early 1940s. This was the first use of statistical process control in a non-manufacturing field.

The Beginning of the Quality Era in Japan

After the war, other American quality theorists, including Deming, who would achieve hero status in Japan, advised Japanese industry on how to improve processes and output to rebuild their war-shattered economy. At the time, the term made in Japan was synonymous with shoddy craftsmanship. As early as 1945, such visionaries as electrical engineer Homer Sarasohn spoke about controlling variation and monitoring process to produce better deliverables. As a result, in the 1950s, quality became the byword for Japanese manufacturing. Quality concerned not just management, but all levels of a company. In the 1960s, quality circles began appearing in Japanese workplaces to allow employees the opportunity to discuss problems and consider solutions, which they then presented to management. Starting on the factory floor, quality circles spread to other functional departments. The company-wide focus on quality may also provide a clue to the origin of the phrase total quality .

Total Quality Management in the USA

By the 1970s, the term made in the USA was no longer a badge of pride. Since the end of WWII, the main effort in American factories was to produce a large quantity of items, maintain the production schedule, and save money. Usability and durability seldom mattered until concerns about lack of product quality reached a fever pitch. As Japan successfully challenged the United States for industrial leadership, US industry now took a page from Japan’s quality-improvement book. A new interest in quality management took hold, building on the work of Shewhart’s disciples, such as Deming, Josef Juran , and Kaoru Ishikawa in Japan. Influential businessmen like Philip Crosby championed the trend.

Although the growth of TQM seems to have occurred exclusively within the precincts of industry, the basic outlines of the concept owe much to a 1980s US Navy project that used Shewhart and Deming’s PDCA (plan, do, check, act) model. Navy guidelines articulated the principles that customer requirements should define quality and continuous improvement should pervade an entire organization. Navy success with the methodology led to TQM’s adoption by other armed services, such as the army and coast guard, and eventually the rest of the US government. Congress established the Federal Quality Institute in 1988 to highlight the need for quality management in business and reward organizations for successful implementations.

Total Quality Management Meets the World

Quality management began in manufacturing, and TQM, like it’s subsequent methodologies, adapted well to finance, healthcare, and other fields. Some of the landmark companies to adopt TQM include Toyota, Ford, and Philips Semiconductors.

Worldwide, countries such as Germany, France, the UK, and Turkey established TQM standards. But by the 1990s, TQM was superseded by ISO (International Standards Organization), which became the standard for much of continental Europe, and by another methodological response of the 1980s to quality concerns, Six Sigma. Nevertheless, TQM principles form the basis for much of ISO and Six Sigma. For example, PDCA appears under the Six Sigma method DMAIC (define, measure, analyze, improve, control). And in the 2000s, the ISO governing body recognized TQM as a foundational philosophy. TQM lives on in data-driven methods for a data-driven age.

William Deming and the Origin of Total Quality Management

Much of our current understanding of the value and pursuit of quality traces back to William Deming. This American statistician, engineer, and management consultant laid many foundations for the use of statistics in production and work management. He introduced statistical process methods to the US Census Bureau in the early 1940s, marking the first time they were used in the business or service sector. During WWII, he advised US business and government on statistical methods to help with planning for wartime manufacturing. After the war, Deming was recruited by no less than General Douglas MacArthur to advise Japanese officials on census models to assess war damage and plan for rebuilding.

Deming distinguished himself among many of the occupying forces by showing a genuine interest in Japan and its culture. Perhaps it’s not surprising, then, that the Japanese revere him for his role in midwifing the Japanese economic miracle. Because Japan lacked abundant natural resources, Japanese leaders viewed the exportation of goods worldwide as their main path to financial success. Their post-war reputation for low-quality products posed a particular challenge to this goal. Deming was invited back to Japan by the Union of Japanese Scientists and Engineers (JUSE), whose president was Kaoru Ishikawa, to discuss quality management, ideas that formed the basis for what later became known as TQM. Japanese products were gradually recognized for usability and durability. In 1960, for his efforts on behalf of Japanese industry, Deming received the Second Order Medal of the Sacred Treasure from the Emperor of Japan. By the 1970s, Japanese exports surpassed those of the United States. By contrast, American goods gained a reputation for poor design and defects. As early as 1940, Juran remarked that producing goods and meeting deadlines took priority, with quality being relegated to the final inspection. Deming believed that as soon as the war was over, US industry lost interest in statistical methods for pursuing quality. Ironically, it was Deming who, in the late 70s and early 80s, introduced the US and the UK to the quality management principles he’d taught in Japan 30 years earlier. In 1967, he published the article “What Happened In Japan?” in the journal Industrial Quality Control . Professionals consider it to be an early version of his famous 14 Points and PDCA cycle.

Although well-known in academic quality control circles, he achieved greater prominence when he was interviewed for the 1980 NBC documentary “If Japan Can, Why Can’t We?” In the program, Deming emphasized that, “If you get gains in productivity, it is only because people work smarter, not harder. That is total profit, and it multiplies several times.” The documentary revealed another act in Deming’s life, that of a sought-after quality consultant to American business. He gained a reputation for bluntness and fearlessness in the presence of senior executives. Legend has it he told senior Ford staff that 85 percent of quality issues resulted from poor management decisions. Some companies rejected him. However, on his advice, Ford conducted user surveys before designing and building the Ford Taurus. In 1992, the Taurus became the number one selling car in the US. In his 1986 book, Out of the Crisis , he discussed his 14 Points for Management . The following year, at the age of 87, he was awarded the National Medal of Technology. In 1993, the year of his death, he established the Deming Institute .

Why Is Total Quality Management Important to an Organization?

Nichols says that TQM tools and principles acquire power not when an organization creates a dedicated quality department, but when it includes the whole company in the pursuit of high quality. An example is the quality circle, in which workers directly involved in a process brainstorm to discover solutions. “People are a fabulous resource that is frequently underutilized. The leadership often doesn’t recognize the value that they bring to the everyday workplace. Employees know how to fix problems,” asserts Nichols. In addition to tapping a native resource, implementing a TQM philosophy can help an organization:

Ensure customer satisfaction and customer loyalty
Ensure increased revenues and higher productivity
Reduce waste and inventory
Improve design
Adapt to changing markets and regulatory environments
Increase productivity
Enhance market image
Eliminate defects and waste
Increase job security
Improve employee morale
Reduce costs
Increase profitability

What Are the Costs of Quality?

A fundamental tenet of TQM is that the cost of doing things right the first time is far less than the potential cost of re-doing things. There are also residual losses when customers abandon products and brands for quality reasons. Some schools of thought view quality as having a cost which cannot be recouped. Juran, Deming, and Feigenbaum held a different view. For advocates of TQM, the cost of quality really describes the cost of not creating a quality deliverable. There are four primary cost categories:

Appraisal Costs: Appraisal costs cover inspection and testing throughout the production cycle. This includes verifying that the materials received from the supplier meet specifications and ensuring that products are acceptable at each stage of production.
Prevention Costs: Prevention costs include proper setup of work areas for efficiency and safety, and proper training and planning. This type of cost also includes conducting reviews. Prevention-related activities often receive the smallest allocation of a company’s budget.
External Failure Costs: This category concerns the cost of issues following a product’s market release. They may include warranty issues, product recalls, returns, and repairs.
Internal Failure Costs: Internal failures are the costs of problems before products reach customers. Examples of internal failures include broken machines, which cause delay and downtime, poor materials, scrapped product runs, and designs that require rework.

Total Quality Management Models

Although TQM does not possess one universally recognized body of knowledge, organizations do pattern their efforts after a few formal models, including several industry entities and awards. The Deming Application Prize was created in Japan in 1950 by the Union of Japanese Scientists and Engineers (JUSE) to acknowledge companies and individuals from around the world for their successful efforts at implementing TQM. Winners have included Ricoh, Toyota, Bridgestone Tire, and many others. Congress established The Malcolm Baldrige National Quality Award (MBNQA) in 1987 to raise awareness of quality and reward US companies who pursue it. The National Institute of Standards and Technology (NIST) administers the award. It is given to large and small companies and nonprofit entities that demonstrate excellent performance in the following areas:

Delivery of increasing value to customers and stakeholders, contributing to organizational sustainability
Improvement of overall organizational effectiveness and capabilities
Implementation of organizational and personal learning

Past winners have included the Chugach School District, Concordia Publishing House, and Boeing Mobility. The nonprofit European Foundation for Quality Management (EFQM) was established in 1989 to provide a quality framework for organizations throughout Europe. They maintain the EFQM excellence model, which embraces the following precepts:

Adding value for customers
Creating a sustainable future
Developing organizational capability
Harnessing creativity and innovation
Leading with vision, inspiration, and integrity
Managing with agility
Succeeding through the talent of people
Sustaining outstanding results

Participating organizations can partake of training and assessment tools and may apply for the EFQM Excellence Award. The International Organization for Standards (ISO 9000) publishes guidelines and specifications for parts, processes, and even documentation to ensure that quality is consistent across companies, organizations, and borders.

How Do You Implement Total Quality Management?

PDCA lies at the core of many 20th century quality efforts. PDCA began in the 1920s as a conception by engineer and statistician Walter Shewhart. It was originally called PDSA (plan, do, study, act). Widely disseminated by Deming, who referred to it as the Shewhart cycle, it is now often referred to as the Deming cycle.

Marlon Walters, the Founder and CEO of Horizon Group Consulting, explains each step of PDCA:

“ Plan: The planning phase is the most important. That’s where management, along with the associates, identify the problems to see what really needs to be addressed — the day-to-day things that may be happening on the productivity side that management is not aware of. So they’re trying to determine a root cause. Sometimes, employees do research or high-level tracking to narrow down where an issue may originate.

Do: The doing phase is the solution phase. Strategies are developed to try to fix those problems identified in the planning phase. Employees may implement solutions and if a solution doesn’t appear to work, it’s back to the drawing board. In contrast to Six Sigma, it’s less about measuring gains and more about whether the employees judge the solution to be working.

Check: The checking phase is the before and after. So after you’ve made these changes, you see how they’re doing.

Act: The acting phase is the presentation or the documentation of the results to let everybody know, ‘Hey, here’s how we were doing it. Here’s how it is now. This is the new way, and this is what this should address going forward.’”

Nichols says that in 2000, ISO acknowledged PDCA as a foundational method. It appears again in Six Sigma as the DMAIC method (define, measure, analyze, improve, and control). Walters notes that TQM is much more people oriented, while Six Sigma is process based. He sees, for example, that the term define “takes the human element out” and the term measure focuses on data.

Total Quality Management, Kaizen, and Six Sigma: Which One When?

While TQM’s method of using employees as a source of ideas and solutions can help companies, Six Sigma’s process and measurement focus — which promotes data-driven decisions — offers compelling benefits. Walters uses the example of producing peanut butter and jelly sandwiches. “We’d start out with two pieces of bread, add the peanut butter, add the jelly, and put the two pieces of bread together. But, maybe the edges are smashed together. Maybe the corners are damaged. Or, when our customers get it, they say the bread is soggy. Within that process, we’re not sure whether we’re putting on too much jelly or whether we’re using the wrong type of peanut butter. You just don’t know what it is, so you have these group meetings and brainstorm until your customer response is what you want, and the level of acceptance of your quote unquote quality product is where you desire it to be,” says Walters. With Six Sigma, however, the questioning process would drill down to the details. What kind of bread were you using? What kind of peanut butter? What kind of jelly? “That to me is the benefit because it takes the onus off the people and focuses strictly on the process,” asserts Walters. “So, if we tighten up the process, we can feel like we already have quality people. And after the process is repeating in the same manner, even if there are other performance issues, that automatically sets you back to the human side. But then you can manage the human issue properly because you don’t have to worry about your processes. Your numbers aren’t changing.” Walters states further that most companies want to develop brand loyalty, even if their product is essentially the same as a competitor’s. “If we use TQM, we hope a product is of better quality, so you’ll come back. With TQM, you have to wait for your customers to confirm that it’s good. With Six Sigma, at the end of the day, you don’t guess if your product is better. You know it. If you properly identify your market and your product has the best fit for the niche, you know you have the best product from a process perspective. That leads to the deeper relationships,” he says. If Six Sigma can offer definitive results for an existing process and TQM can help achieve results over time, where does Kaizen fit? Kaizen is a Japanese word meaning philosophy of improvement. It includes the 5 Ss, seiri, seiton, seiso, Seiketsu, and shitsuke , translated loosely into English as sort, set in order, shine, standardize, and sustain. Kaizen is considered more of a philosophy for how to organize your workspace and the larger workplace and how to have the right attitude toward your work and coworkers. Kaizen events are improvement efforts that involve small teams that spend a short time, usually about a week, considering and testing improvements. The team then presents its findings to management. Management periodically reviews the solutions to make sure that they continue to benefit the team. Like TQM, Kaizen approaches efforts from the perspective that the whole company is responsible for quality and that improvement must be continuous. It is generally less methodological than Six Sigma, although Kaizen may inform the lean aspect of Lean Six Sigma.

The Seven Basic Tools of Total Quality Management

According to the experts, the basic tools of TQM allow anyone - even someone without statistical training - to gather data to illuminate most problems and reveal possible solutions. Here are the seven basic tools of TQM:

Check Sheet: This is a pre-made form for gathering one type of data over time, so it’s only useful for frequently recurring data.
Pareto Chart: The chart posits that 80 percent of problems are linked to 20 percent of causes. It helps you identify which problems fall into which categories.
Cause and Effect Diagram or Ishikawa Diagram: This diagram allows you to visualize all possible causes of a problem or effect and then categorize them.
Control Chart: This chart is a graphical description of how processes and results change over time.
Histogram Bar Chart: This shows the frequency of a problem’s cause, as well as how and where results cluster.
Scatter Diagram: This diagram plots data on the x and y axes to determine how results change as the variables change.
Flow Chart or Stratification Diagram: This represents how different factors join in a process.

The Key Players in Total Quality Management: Customers, Suppliers, and Employees

To achieve success with a total quality management program or any other improvement methodology, managers must understand the quality goals for their product or company. They must then communicate those goals, in addition to the benefits of TQM, to the company, as employees play a vital role by contributing their intimate, day-to-day knowledge of product creation and processes. TQM is a philosophy that values comprehensiveness. Therefore, suppliers are a crucial part of TQM execution. Companies must vet new suppliers and regularly audit existing suppliers to guarantee that materials meet standards. Communication with suppliers about TQM goals is also essential. Customers are the most significant part of the TQM equation. After all, they’re the reason for TQM’s existence. Aside from the obvious feedback the sales team provides, customers — product or service users — give information about what they want from the deliverable, whether that deliverable is tangible or a service.

Certifications in Total Quality Management

Since its heyday in the 1980s and 1990s, TQM has been largely superseded by Six Sigma and ISO 9000. “The thing about Lean and Six Sigma is that they have a very definite set of methods to achieve these goals effectively. You go do x, y, and z,” explains Nichols. “ISO is a universal standard, and it’s clear what you have to do.Of course, what goes along with that is that you can be certified, which is outside the scope or remit of TQM,” concludes Nichols. He suggests that TQM lost traction in the UK because Europe adopted ISO in the 1990s. Today, formal TQM training is rare. Nichols suggests that companies with interest in pure TQM may pursue something like the Baldrige award.

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What Is Total Quality Management?
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What Is Total Quality Management (TQM) and Why Is It Important?

Yarilet Perez is an experienced multimedia journalist and fact-checker with a Master of Science in Journalism. She has worked in multiple cities covering breaking news, politics, education, and more. Her expertise is in personal finance and investing, and real estate.

What Is Total Quality Management (TQM)?

Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing. It streamlines supply chain management , improves the customer experience, and ensures that employees are up to speed with training. Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.

Key Takeaways

Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating errors.
Total quality management is used to streamline supply chain management, improve customer service, and ensure that employees are properly trained.
The focus is to improve the quality of an organization's outputs, including goods and services, through the continual improvement of internal practices.
Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service.
There are often eight guiding principles to TQM that range from focusing on customers, continually improving, and adhering to processes.

Investopedia / Katie Kerpel

Understanding Total Quality Management (TQM)

Total quality management is a structured approach to overall organizational management. The focus of the process is to improve the quality of an organization's outputs, including goods and services, through the continual improvement of internal practices. The standards set as part of the TQM approach can reflect both internal priorities and any industry standards currently in place.

Industry standards can be defined at multiple levels and may include adherence to various laws and regulations governing the operation of a particular business. Industry standards can also include the production of items to an understood norm, even if the norm is not backed by official regulations. Acceptance sampling might be used to check the progress toward the TQM goal.

Example of Total Quality Management

Perhaps the most famous example of TQM is Toyota's implementation of the kanban system. A kanban is a physical signal that creates a chain reaction, resulting in a specific action. Toyota used this idea to implement its just-in-time (JIT) inventory process.

The company decided to keep just enough inventory on hand to fill customer orders as they were generated to make its assembly line more efficient. All parts of Toyota's assembly line are therefore assigned a physical card that has an associated inventory number.

The card is removed and moved up the supply chain right before a part is installed in a car, effectively requesting another of the same part. This allows the company to keep its inventory lean and not overstock unnecessary assets. Effective quality management resulted in better automobiles that could be produced at an affordable price.

History of Total Quality Management

TQM's history often dates back to the early 1900s when Walter A. Shewhart introduced modern quality control. Shewhart produced a landmark piece of industrial work entitled Economic Control of Quality of Manufactured Product in 1931. This exposition is considered one of the founding and basic principles of manufacturing quality control.

Further developments in Shewhart's work introduced new standards in quality management decades later. Joseph M. Juran published a book called What Is Total Quality Control? The Japanese Way . in 1954. The work was based on Juran's experience of being invited to Japan by Japanese scientists and engineers. Juran later co-authored Quality Planning and Analysis , another bestseller in TQM.

Another prominent figure in TQM history is W. Edwards Deming. Also posted in Japan after the Second World War, Deming became involved with the Union of Japanese Scientists and Engineers (JUSE). His career work included several TQM frameworks (Deming's 14 Points, Deming's Seven Deadly Diseases of Management, and The Deming Wheel).

The exact origin of the phrase total quality management is not known, but several parties mentioned above are credited for helping develop the general concept.

Primary Principles of Total Quality Management

TQM is considered a customer-focused process that focuses on consistently improving business operations management . It strives to ensure that all associated employees work toward the common goals of improving product or service quality, as well as improving the procedures that are in place for production. There are several guiding principles that define TQM.

Focus on Customers

Under TQM, your customers define whether your products are high quality. Customer input is highly valued because it allows a company to better understand the needs and requirements in the manufacturing process. Customer surveys may reveal insufficient durability of goods. This input is then fed back into TQM systems to implement better raw material sourcing, manufacturing processes, and quality control procedures.

Commitment by Employees

Employees must buy into the processes and system if TQM is going to be successful. This includes clearly communicating across departments and leaders what goals, expectations, needs, and constraints are in place. A company adopting TQM principles must be willing to train employees and give them sufficient resources to complete tasks successfully and on time. TQM also strives to reduce attrition and maintain knowledgeable workers.

Improve Continuously

A company should gradually evolve and strive for incremental, small improvements as it learns more about its customers, processes, and competition. This concept of continuous improvement helps a company adapt to changing market expectations. It allows for greater adaptability to different products, markets, customers, or regions. Continuous improvement also drives and widens the competitive advantage that a company has built over related companies.

Adherence to Processes

TQM's systematic approach relies heavily on process flowcharts, TQM diagrams, visual action plans, and documented workflows . Every member engaged in the process must be aware and educated on their part of the process to ensure proper steps are taken at the right time of production. These processes are then continually analyzed to better understand deficiencies in the process.

Strategic and Systematic Approach

A company's processes and procedures should be a direct reflection of the organization's vision, mission , and long-term plan. TQM calls for a system approach to decision making that requires that a company dedicate itself to integrating quality as its core component and making the appropriate financial investments to make that happen.

Data Utilization

The systematic approach of TQM only works if feedback and input is given to evaluate how the process flow is moving. Management must continually rely on production, turnover, efficiency, and employee metrics to correlate the anticipated outcomes with the actual results. TQM relies heavily on documentation and planning, and only by utilizing and analyzing data can management understand if those plans are being met.

Integrate Systems

One way to utilize data is to integrate systems. TQM strategies believe systems should talk to each other, conveying useful information across departments and making smart decisions. When goods or inventory are used in one area, another department should have immediate access to that ERP information. TQM strives to allow everyone to be on the same page at the same time by linking data sources and sharing information across systems.

Communication

Data may transfer between departments freely, but there is a human element to coordinating processes and making sure an entire production line is operating efficiently. Effective communication plays a large part in TQM to motivate employees, educate members along a process, and avoid process errors whether it is normal day-to-day operations or large organizational changes.

Successful TQM requires a company-wide buy-in of every principle. The benefits of TQM quickly diminish if a company does not receive complete buy-in.

How to Implement Total Quality Management

TQM is a unique process. There is not a specific formula for implementing a system that suits every business and each type of industry. But you can create a checklist of issues that might suit your enterprise and proceed with them in chronological order. Some may suit your business while others will not. Select those that you think will provide an advantage.

Identify your company’s existing culture, its core values, and its systems.
Use this information to create a system that will serve as your master plan.
Establish what your customers and clients want and what they expect from your business. Determine how to best meet these expectations and needs.
Create a team of management and employees to guide and implement your goals and include these efforts in your daily business management process.
Consistently gather feedback from both employees and customers to gauge your progress.

TQM is not a speedy process. Expect to dedicate an extended period of time to your efforts.

Advantages and Disadvantages of TQM

TQM results in a company making a product for less when it's implemented correctly. Companies that engage in TQM provide more consistent products that yield stronger customer loyalty when they emphasize quality and minimize waste.

As TQM touches every department across an organization, a company may reap substantial savings from materials sourcing, production, distribution, or back-office functions. Companies that successfully implement TQM can usually react more quickly to change and proactively plan ahead to avoid obsolescence.

A company must fully engage TQM principles to fully reap the benefits of TQM. This requires substantial buy-in from every department across an organization. This level of commitment is very difficult to achieve, requires substantial financial investment, and necessitates all levels of management to engage in TQM.

The conversion to TQM may be lengthy, and workers may feel resistant to change. A company may be required to replace processes, employees, equipment, or materials in favor of an untested, partially developed TQM plan. More skilled workers may decide to leave the company if they feel TQM processes don't appropriately utilize their skill sets.

Total Quality Management

Delivers stronger, higher quality products to customers

Results in lower company-wide costs

Minimizes waste throughout the entire production and sale process

Enables a company to become more adaptable

May require substantial financial investment to convert to TQM practices

Often requires conversion to TQM practices over a long period of time

May be met with resistance to change

Requires company-wide buy-in to be successful

Industries Using Total Quality Management

TQM originated in the manufacturing sector, but its principles can be applied to a variety of industries. It provides a cohesive vision for systemic change with a focus on long-term change rather than short-term goals. TQM is used in many industries with this in mind, including but not limited to manufacturing, banking and finance, and medicine.

These techniques can be applied to all departments within an individual organization. This helps ensure that all employees are working toward the goals set forth for the company and improving function in each area. Involved departments can include administration, marketing, production, and employee training.

What Does Total Quality Management Do?

TQM oversees all activities and tasks that are necessary to maintain a desired level of excellence within a business and its operations. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement measures.

What Are the Principles of TQM?

Various iterations of TQM have been developed, each with its own set of principles. Certain core elements persist nonetheless. These include good leadership, emphasis on quality, customer priority, error correction and improvement as an ongoing process, and job training.

What Is a TQM Diagram?

A TQM diagram is a visual depiction of the business and process layout. The diagram usually shows different processes or steps, allowing management to see a process, analyze weaknesses or risks in the flow, and strategically adjust how things are done.

Total quality management is the strategic framework that encourages everyone in an organization to focus on quality improvement. The theory holds that customer satisfaction will increase by being operationally excellent. Many principles drive TQM, but the overall purpose is to eliminate errors, streamline processes, and maximize efficiency.

Toyota. " Section 4. Plant Construction and Expansion Item 4. Development and Deployment of the Toyota Production System ."

American Society for Quality. " Walter A. Shewhart ."

American Society for Quality. " Joseph M. Juran ."

British Library. " W Edwards Deming ."

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Total Quality Management (TQM): A Quick Guide

Total Quality Management (TQM) works to maintain success by doing what is necessary to improve customer satisfaction. Of course, that satisfaction is seeded in employees and business processes—long before any product or service reaches its customer.

How does a business or organization make sure that its processes and people are aligned with creating success and customer satisfaction? That’s where total quality management comes in.

What Is Total Quality Management (TQM)?

Total Quality Management is a management approach that focuses on delivering products and services with the highest quality to maximize customer satisfaction and meet regulatory standards. Total quality management is an organization-wide effort for continuous improvement. That improvement can be defined as an employee’s ability to provide on-demand products and services that are of value to their customers, even as their needs change.

That’s the “quality” in total quality management. The “total” indicates that the effort is one that touches every inch of every employee of an organization. As a methodology, however, total quality management has no widely agreed-upon approach. It does, though, draw from other tools and techniques, such as project quality control, quality assurance and testing, and others.

To make sure you’re delivering quality to your customers, you need to be able to monitor the processes you’re using to create the product or service you’re making for them. ProjectManager is online work and project management software that tracks real-time data with its live dashboards, which monitor six project metrics automatically. There’s no setup. It’s ready when you are. Get started with ProjectManager for free today.

Total Quality Management Principles

Just as the definitions of total quality management (TQM) differ, so do its principles. However, we’ve gathered the most important TQM principles for you below.

Customer Focused: The definition of quality lies with the customer, and all efforts to achieve success in the organization lead to customer satisfaction.
Total Employee Involvement: The effort is not isolated to one department of an organization. To be successful in its objective of customer satisfaction, there must be a common goal for all aspects of business and for each employee.
Process Oriented: Process thinking is fundamental to total quality management; the internal steps a company takes directly result in the external output delivered to the customers.
Integrated System: Basically, regardless of the size or complexity of the organization, all its distinct parts must work together.
Strategic and Systemic Approach: Using strategic planning to create a strategic plan that integrates quality as a core component of the company is a way to structure total quality management into an organization’s mission.
Continual Improvement: The mantra for total quality improvement is customer satisfaction, but that is not a one-shot goal: the act of improving quality for the customer is a process without an end.
Fact-Based Decision Making: In order to know if an organization is meeting its objectives, there must be data on performance, and those metrics must be collected and analyzed with accuracy and without prejudice. (For more on this, learn how to use data to be a better manager .)
Communications: It’s impossible to maintain a successful TQM approach without an effective communication plan. Communication plans make sure that every department is aware of what they and others are responsible for, so they can coordinate operations to achieve their common goal.

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Quality Control Template

Use this free Quality Control Template for Excel to manage your projects better.

Total Quality Management Methodologies

Being able to deliver total quality management requires methodology. There isn’t just one way to manage quality in your project . There are several approaches you can take. A few of them are listed below.

Lean Manufacturing

Lean manufacturing is a type of lean projection that comes from Japan, specifically, the car manufacturer Toyota. It’s all about targeting and eliminating what it calls muda or waste, in order to add value and maintain quality.

Six Sigma is another quality management methodology that is directed towards improving current processes, products or services. It does this by finding and removing any defects in order to streamline quality control.

ISO 9000 is a set of international standards focused on quality management and quality assurance. It was created to help companies document quality system elements that they needed to maintain an efficient quality system.

History of Total Quality Management

The roots of total quality management can be traced back to the economic instability of the late 1970s and into the early 1980s. It was at this time that the dominance of North America and Western Europe was challenged by competition from the East, specifically Japan’s skill at making high-quality inexpensive products.

While the origin of the term is not clear, many think it was inspired by the book Total Quality Control by quality control expert and businessman Armand V. Feigenbaum and What Is Total Quality Country? The Japanese Way by the organizational theorist Kaoru Ishikawa.

The Role of the U.S. Navy

It was the United States Navy that promoted the idea in 1984 when it asked its civilian researchers to offer recommendations on improving its operational effectiveness. The recommendation was to use the teachings of engineer and statistician W. Edwards Deming, which the U.S. Navy called total quality management in 1985.

The methodology was employed by the U.S. Environmental Protection Agency’s underground storage tanks program in 1985. The private section soon followed as a way to remain competitive against the growing influence of the Japanese.

Key Concepts in Total Quality Management

The key concepts of total quality management developed by the U.S. Navy include:

Quality is defined by what the customers’ requirements are
Top-tier management is directly responsible for the improvement in quality
It is by systemic analysis and using that data to improve work processes, that an increase in quality occurs
The improvement of quality is a continuous effort and is conducted throughout the entire organization

The U.S. Navy employed certain techniques and tools to achieve those concepts. For example, there’s the Plan Do Check Act or PDCA cycle, which is a four-step management method to control the continuous improvement of processes and products.

Related: How to Implement Business Process Improvement

How to Implement Total Quality Management in 4 Steps

Getting started with total quality management requires that the top management learns about the methodology, and then commits to it as one of the organization’s strategies. The organization writ large must then assess its customer satisfaction and quality management systems.

One of the easiest methods to implement TQM is called PDCA. PDCA stands for Plan, Do, Check and Act. It’s a four-step management method to control the continuous improvement of processes and products.

Planning includes identifying and understanding the problem or opportunity as it relates to TQM. From the information you’ve gathered, come up with ideas and develop the best into an implementation plan.

With a planned solution, you can now test it and build a pilot program to see if you achieve the quality improvements you expected. Document the results.

Here you’ll analyze the results of your pilot program against what you expected to achieve. If you’ve met those criteria move on to the next step. However, if you’ve fallen short, then you need to return to step one.

Once you’ve tested and are satisfied with the solution, you can implement it at full scale. This process is a loop, however, with no beginning or end. The success is only the new baseline of which you’ll again test to improve.

The need for active management participation is critical to the success of any total quality management plan. This is done by creating steering committees to make sure everyone is working together to improve quality.

There is also the formation of ad hoc cross-functional teams that are responsible for addressing the immediate process issues. There are also standing cross-functional teams that have similar responsibilities, only those are over the long term.

Total Quality Management Tools

When it comes to analyzing quality-related issues, the U.S. Navy employed the seven basic tools of quality. This is a fixed set of graphical techniques identified as being most helpful in troubleshooting quality-related issues. These tools are often used in Six Sigma as well.

The seven tools for TQM are:

Check sheet used to collect data in real time
Control chart to determine if a process is in a state of control
Stratification (or flow or run) chart to sample a group
Pareto chart, which is both a bar and line graph that assess the most frequently occurring defects by category
Histogram to roughly assess the probability distribution of a given variable by depicting the frequencies of observations occurring in certain ranges of value
Cause-and-effect diagram
Scatter diagram to display the value for two in a set of data

This quality control template is ideal to document any issues that are found when evaluating the quality of your products or project deliverables. It allows you to describe the quality management issue, who’s responsible for fixing it, its status and the expected date of completion.

Free Templates to Help with TQM

Total quality management is best achieved through the use of project management software, which streamlines processes and helps you capture issues fast and resolve them. However, if you’re not using software or are not ready to upgrade to software, ProjectManager has dozens of free project management templates that can help you maintain the quality your customers expect. Here are a few.

Project Dashboard Template Being able to monitor and track activities in your project is how you make sure you’re meeting your quality expectations. While our real-time dashboard will capture live data, the free project dashboard template for Excel is the next best thing. You have to input the data but then you get the charts and graphs you need to see how your project is performing.

Gap Analysis Template In order to improve the quality of your product or service, you need to know where you are and where you want to be in the future. This is what a free gap analysis template for Excel can do for you. It captures the current and future stats and then shows the gap percentage you have to close, plus the actions and resources you’ll need to do it.

Issue Tracking Template When you find issues that are negatively impacting the quality of your project or service our free issue tracking template for Excel can help you monitor your progress in resolving it. The free template has space for you to describe the issue and its impact, add a priority, date and owner and track its status.

Use ProjectManager for Total Quality Management

ProjectManager is cloud-based work and project management software that delivers real-time data to help you make more insightful decisions when monitoring the quality of your work. Then you have features to plan, track and report on your quality management to implement total quality management.

Control Quality With Task Automation

One way to make sure you deliver quality is by removing as much human error as possible. Our workflow automation allows you to create custom workflows that trigger actions to change status, priority, assignee and much more. You can also add task approval settings so only those authorized to close a task can do so, further ensuring you deliver to your quality expectations.

Plan TQM With Interactive Gantt charts

Once you have a total quality management plan, you need to organize all the tasks and get your team assigned. Our online Gantt chart allows you to link task dependencies to avoid delays, set milestones to help with tracking and even filter for the critical path. Then set a baseline so you can measure project variance between what you planned and where you actually are in the schedule to stay on track.

Track Progress and More With One-Click Reports

To help you make sure you’re meeting deadlines and not overspending on your QTM plan, we have everything from status reports to reports on workload, time, cost and more. Generate them with a keystroke, and each report can be filtered to show only the data you want to see. They can also be easily shared to help keep stakeholders updated.

Our multiple project views allow your team to work how they want, on kanban boards, task lists and more. All data is updated together across the tool so you have a single source of truth to keep everyone working on the same page. Our collaborative platform allows team members to share files, comment and get notified of any updates to let them work more productively—all of which leads to more quality work.

As the name says, total quality management is a systemic change to the strategic goals of an organization. It impacts everyone and every department. Therefore, having the right tools to manage and communicate this process throughout an organization is critical. ProjectManager is a cloud-based project management software that gives managers and teams the control to plan, track and report on the progress of this or any methodology. See for yourself by taking this free 30-day trial.

Click here to browse ProjectManager's free templates

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Total Quality Management: What it is, Principles & Examples

Delivering top-notch goods and services while also increasing customer satisfaction levels is possible with total quality management. It is a popular and effective management approach strategy used in sectors like manufacturing. The leaders outline company objectives and provide training on the process standards to the workforce from various departments as part of the planning process for quality improvement.

TQM assists a company in exceeding customer expectations as well as lowering operational expenses by minimizing resource waste brought on by ineffective procedures. When management and staff stick to the eight principles of total quality management, it gets ingrained in the broader company culture. Learn total quality management, its eight guiding principles, and how it functions across departments.

What is Total Quality Management?

Total Quality Management (TQM) is a management framework based on the idea that a company may achieve long-term success by focusing on quality and customer satisfaction.

Organizations must prioritize continual improvement, according to TQM. Instead of only stressing immediate cash rewards, it focuses on long-term process improvements.

This is an improved method of doing business, and companies may depend on it to stay in operation in today’s quick-paced and fiercely competitive market. It needs management to upgrade and alter its behavior, changing its behavior and culture. Three words make up total quality management:

Total – Whole in it.
Quality – High-quality goods and services.
Management – The method of handling.

Total quality management relies on quantitative methods and human resources to enhance processes, satisfy customers, and gain new requests. This is a method or art of organizing the whole to accomplish a successful goal. Total quality management calls for a more structured strategy, management strategies, updated efforts, and a toolkit.

LEARN ABOUT: Service Recovery

How to implement total quality management

Implementing Total Quality Management (TQM) involves a comprehensive approach to improving the quality of an organization’s products, services, and processes. TQM is not a one-time project but rather a continuous improvement effort to create a quality and continuous improvement culture. Here are the steps to implement TQM:

Leadership Commitment

TQM must be supported from the top down. Leadership commitment is crucial for successful implementation. Leaders need to communicate the importance of TQM, allocate resources, and actively participate in the process.

Create a TQM Team

Establish a cross-functional team responsible for planning, implementing, and overseeing the TQM initiative. This team should include representatives from various departments and levels of the organization.

Develop a TQM Strategy

Create a clear and well-defined strategy outlining the TQM initiative’s goals, objectives, and desired outcomes. This strategy should align with the organization’s overall mission and vision.

Identify Key Processes

Identify the core processes that impact product or service quality most. These could include design, production, customer service, and more.

Define Metrics and Standards

Develop measurable metrics and quality standards that will be used to assess the effectiveness of TQM efforts. These could include defect rates, customer satisfaction scores, process cycle times, etc.

Training and Education

Provide training to employees on TQM principles, methodologies, and tools. This will ensure that everyone understands their role in the quality improvement process.

Continuous Improvement Culture

Foster a culture of continuous improvement where employees are encouraged to identify and address quality issues, suggest improvements, and participate in problem-solving.

Supplier Relationships

Extend the principles of TQM to your suppliers. Collaborate closely with suppliers to ensure the quality of incoming materials and components.

Quality Circles

Form quality circles or teams that focus on specific quality issues. These teams should meet regularly to discuss problems, brainstorm solutions, and implement improvements.

Data-Driven Decision Making

Base decisions on data and analysis rather than assumptions. Collect and analyze quality and customer feedback and process performance data.

Communication

Maintain open and transparent communication channels throughout the organization. Share successes, challenges, and improvements to keep everyone informed and engaged.

Benchmarking

Compare your organization’s processes and performance against industry leaders or best practices. Identify areas where you can learn and improve.

Regular Review

Periodically review the progress of your TQM initiative. Assess whether the goals are being met, and make necessary adjustments to the strategy and implementation.

Principles of total quality management

As with most management systems and practices, implementation and success will differ from company to company. Although there isn’t a single method that everyone agrees on, the most popular TQM definition consists of the following eight concepts.

01. Customer focus

Total quality management (TQM) focuses on current and prospective clients. Customers justify product quality. So, the corporation must guarantee that clients believe they bought a quality product if it can meet expectations. Knowing what a client wants is key to exceeding their expectations. Successful firms match goals with customer demands.

02. Leadership

Leadership maintains staff cohesiveness to accomplish interdependent objectives. Leaders may create an atmosphere where people can work successfully toward the organization’s purpose. So, leadership is a TQM concept. Although there are three leadership styles in the sector, democratic leadership performs best.

03. Involvement of people

People at every level contribute to the organization’s revenues. Total staff dedication helps create goods and boost revenue. So, all personnel must be well-trained, devoted, and determined to meet a deadline. In addition, the sector must establish a responsive workplace where every person is driven to do the job right.

Customer satisfaction may be enhanced by employee motivation, engagement, and retention. People’s attention creates productive teams. Cooperation may be vertical, horizontal, or inter-organizational.

04. Processes Approach

The business needs to improve its procedure to produce high-quality output. Therefore, TQM concentrates on the process method to ensure product or service quality. Customer satisfaction is possible with a successful outcome from the procedure approach.

05. System Approach to Management

The methodical implementation of the plan is emphasized by total quality management (TQM). The sector develops a suitable implementation strategy and gathers data while implementing those procedures.

This concept, according to the International Organization for Standardization (ISO), “contributes to the organization’s effectiveness and efficiency in attaining its goals” by “identifying, analyzing, and controlling interconnected activities as a system.”

06. Continual Improvement

Every industry must continuously enhance its processes to satisfy its customers. TQM helps the business track the system’s ongoing development to improve the industry’s service and goods. Continual improvement, the most important of the eight TQM principles, helps the business gain a competitive edge. The most important principle is also this one.

07. Factual Approach to Decision-Making

Another critical component of TQM is the fact-based strategic and systematic approach to decision-making. Making choices in light of data-based knowledge is made simpler. It is possible to satisfy customers by making decisions supported by facts. This concept employs real data collection and analysis to create judgments that would advance the organization.

08. Mutual Beneficial Supplier Relationship

Whole quality management systems focus on establishing cooperative relationships with suppliers. The word “reciprocity” is another. Although their roles are interconnected, each department is given specific tasks to complete.

The company uses flowcharts and visual tools to understand total employee involvement and performance better. It aids in achieving a common objective for all divisions. Total quality management (TQM) is difficult to execute since it requires a cultural transformation. Thus, the organization must do it carefully.

LEARN ABOUT: Client Management

Total quality management examples

Let’s take a closer look at a few well-known TQM examples.

Healthcare Organization

All hospitals in our society are attempting to increase earnings. TQM is essential for healthcare system improvement. Globally, public and commercial healthcare institutions must increase TQM.

Total quality management principles minimize costs, improve efficiency, and provide high-quality treatment to patients. Customer satisfaction is the most crucial issue; in healthcare, clients may be vital in many ways. A healthcare company must research all areas of profit; only then can both customers and companies benefit from a significant market share.

Multinational Companies

TQM helps MNCs sustain profitability. MNCs employ a great team to look at their graph and implement growth methods. Management keeps TQM in mind and moves quickly to benefit from new technologies.

TQM helps track the company’s growth or decline. The organization cares for workers and consumers; discussions are broad so that every subject can be addressed, and team members share responsibilities. Human resources are confidential; the organization listens to clients’ worries, inquires, and notes what went wrong.

Developing Economies

TQM is used internationally to maximize project revenues. Large companies use it to expand their economies.

After WWII, Japan adopted TQM. Every management has to withstand the Japanese economic recovery. In a competitive setting, managers work rapidly to decrease costs, speed up development and deliveries, and please consumers.

The Japanese are responsive to quality because of their traditional quality and attention to detail. Japan only acquired food because it sold cheap, high-quality items throughout its survival years.

Quality helped the Japanese collect food and supplies throughout their survival years.

The US economy relies on imported items and technology to compete with foreign firms. US corporations use total quality management tools to balance their products, where quality is crucial.

Construction Industry

Construction is an innovative but one-time process, so it is recognized that it is costly and labor-intensive to duplicate a structure (or similar).

TQM may reduce costs, boost productivity, and track efforts when performance is improved. The satisfaction levels of the designer, builder, and homeowners are used in the building business to gauge quality.

Total quality management promotes customer satisfaction by ensuring the regular supply of high-quality goods or services. These Total Quality Management ideas won’t be successfully implemented overnight. Since TQM often involves a significant culture shift, you may wish to adopt these changes gradually to mitigate the effect.

Do you have any worries or inquiries about total quality management? Use the contact form to get in touch with us at Questionpro. We’re looking forward to your call! As an alternative, you may immediately schedule a free demo.

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Total Quality Management: Principles, Processes, and Practice

Last Updated on March 14, 2024 by Owen McGab Enaohwo

Featured Bonus Content: Download the FREE List of 7 Tools for Total Quality Management! Click Here To Download It.

Maybe scores of your customers return their products, angrily requesting refunds. Or maybe the output of your team isn’t quite at the level you want it.

The problem may not be your team but your processes and systems.

The quality of your products or services depends on the efficiency of your processes. Inefficient processes will often result in shoddy services and subpar products.

Who then is responsible for the quality of the final product? Top-level managers? Product designers? Or the customer service department?

The answer? Everyone.

The essence of a total quality management (TQM) effort is in its totality. Hence, every employee involved in the process of making a product or providing a service should be involved in implementing quality.

In this article, we’ll explore the concept of total quality management, its genesis and evolution, and its benefits and applications, including strategies you can use to improve your processes and the quality of your products or services.

Let’s get right into it.

TQM: The Total Definition

Total quality management is a management strategy focused on the continual improvement of business processes with maximum customer satisfaction as the overarching goal.

Unlike other strategies that are exclusive to top management, the participation of every employee is crucial to the successful deployment of TQM effort.

TQM aims to improve existing quality standards and improve the quality of products and services, while inculcating a culture of collaboration between various departments in an organization.

As Khurram Hashmi succinctly puts it, TQM is:

“…a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives.”

Six Sigma vs. TQM

In the quest for quality, Six Sigma and TQM can be confused because they are both quality management tools. They have numerous similarities and are viable in many similar business scenarios ranging from administration to assembly.

However, the fundamental difference between Six Sigma and TQM is in their approach. Six Sigma is a tool for quality management with a focus on fewer defective products rather than improved processes or systems. It is data-driven and based on data from highly accurate sources.

TQM, as we’ve described, is a management strategy that involves every employee in the quality process with the overarching goal of customer satisfaction.

Although Six Sigma helps many businesses grow, there are critical business aspects it may neglect. For example, it may focus only on improving quality while ignoring things like revenue. TQM, on the other hand, is a more comprehensive approach because it provides solutions aimed at consistent improvement across the board.

Another key difference between both management strategies is how they describe “quality.”

TQM qualifies a “high-quality product” based on how well the product aligns with the customer’s wants and how it meets the customer’s expectations.

Six Sigma, however, qualifies services with zero errors and low product defects as high-quality products (or services).

However, by targeting all the bases of your operations, TQM can help to strengthen your competitive position, enhance your market image and increase customer loyalty and retention.

TQM: Genesis and Evolution

Before the industrial revolution, craftsmen used to be involved in the production process from start to finish. And the incentive for excellence was artisanal pride and reputation.

But as production processes became decentralized, and as the division of labor became widely adopted, workers became less involved with the finished product and had less incentive to maintain quality standards. Artisanal pride had become relatively unimportant.

In the late 1800s, however, Frederick Winslow Taylor (known as the father of scientific management) emphasized product inspection as a way to ensure consumers received better products. Quality then became traditionally understood as the activity of inspection.

But this wasn’t sustainable. It was costly and since quality was only applied to the finished product, future defects could not be prevented.

The first true pioneer of quality management was Walter A. Shewhart , a former Bell Telephone employee often referred to as the grandfather of total quality management because he invented the process control chart in 1924. It was a tool used to monitor processes’ performance over time and examine how it varied between two established variables.

With this chart, he could predict future output and improve process management and control. This approach was the beginning of a modern approach to statistical process control (SPC). He also invented the ‘Shewhart Cycle’ and the PDCA cycle: plan, do, check, act.

In the downloadable resource you can get here, wwe’llcover the control chart in more detail.

Many years later, using Shewart’s work as a springboard, William Denning , holder of multiple degrees including a doctorate in mathematical physics from Yale, furthered the gospel of quality.

In his ten-year stint of writing and lecturing in math and physics, he became interested in Shewart’s statistical quality control principles. His goal was to expand Shewart’s principle so they could be applied to not just manufacturing, but management and administration.

He joined the U.S Census Bureau, and his implementation of Shewhart’s principles resulted in a six-fold increase in productivity while he was there.

After World War II, he became involved with the Union of Japanese Scientists and Engineers. His contributions led to the rehabilitation of Japan’s post-war economy.

Japan’s aggressive approach to quality ensured that by the 1980s, there was a clear competitive gap between Japanese and American products, with Japanese products acknowledged to be more reliable.

The Americans sought his expertise as they scrambled to close the cavernous gap.

One of the first companies to do this was Ford. Already with sales losses of $3 billion dollars, they sought Denning’s expertise, and he was able to implement management strategies that transformed the Ford Motor company to America’s most profitable auto company.

The next important element in the evolution of total quality management was Joseph Juran .

Working with Bell Technologies first exposed engineer Joseph Juran to statistical sampling and quality control. Over the space of four decades, he honed and refined his skills and reputation as a quality management expert.

In 1951, he published his acclaimed book The Quality Control Handbook . His reputation spread not just nationally in the U.S. but worldwide.

In 1954, just like Denning, the Union of Japanese Scientists and Engineers invited him to discuss the theories and strategies he had developed over the years. While there, he discussed his theories, three of which were:

The Pareto Principle : The 80/20 principle which essentially involved noting the “vital few and the trivial many,” the logic being that only a few root causes in manufacturing or service processes were responsible for the majority of defects.
Management theory : This shifted the focus from the quality of the end product to the human dimension of quality management. He advocated for training and education for managers in the workplace. This strategy extended the reach of quality management principles beyond factory floors to principles that could be applied to service processes as well.
Juran Trilogy , which involved three stages:
Quality planning . This involved setting goals, identifying customers’ needs, and developing products and processes.
Quality control . Here, performance is evaluated and then compared with the goals set in the previous stage, and finally, necessary adaptations and implementations are made.
Quality improvement . In this stage, any of the following can be done: inadequate infrastructure is set-up, projects and teams identified, resources and training are provided, and controls are put in place.

After Denning and Juran laid most of the foundation for TQM, Armand Feigenbaum published his book Total Quality Control and outlined the costs of poor quality and non-conformance.

He classified the costs of quality into four: prevention costs, appraisal costs, internal failure costs, and external failure costs. He also pioneered the philosophy of involving everyone in the quality process.

Later we’ll examine these four costs in more detail.

What Are the Benefits of TQM?

Adopting TQM comes with many benefits. But the main one is improved customer satisfaction as a result of fewer defective products and fewer service errors.

The following are some of the benefits of adopting TQM as a management strategy.

Reduction in Production Cost

Whenever a TQM strategy is implemented, it makes processes more efficient and effective. Efficiency shaves off excess cost in the aspect of field warranty, field service, and rework.

Reduction of cost can help companies optimize revenue because these reduced costs flow directly into net profit.

Finally, TQM places a strong emphasis on quality improvement , reducing the need to employ or hire an expensive team of quality assurance personnel to detect errors.

Higher Productivity

One of the benefits of TQM is increased productivity.

Improved systems are one of the benefits of TQM. Workers don’t have to spend time detecting and correcting errors. They can instead focus on their jobs which improves their overall output.

In addition, one of TQM’s core principles focuses on improving systems, which could include providing conducive working environments. Doing this will boost workers’ morale. Their job performance will go up and turnover rates will drop too.

Improved Customer Satisfaction and Retention

If you offer a good product to your customers and it satisfies their needs, they will come back to buy again and again.

Also, a high level of customer satisfaction can lead to an increased market share, as existing customers do free advertising for the company by doing word-of-mouth marketing.

Customer satisfaction makes it easier to:

Retain customers
Increase your customers’ lifetime value, and ultimately
Boost your company’s bottom line in the long run

Besides, your company’s insistence on creating error-free products leads to fewer customer complaints and refunds. This means you get to save resources that would have been spent on customer service.

High Employee Morale and Higher Employee Engagement

The proven success of TQM, especially the contribution of workers to that success, can motivate them to do more.

And since the focus of TQM is to engage every employee, workers feel more like they belong and that they are a part of something bigger. This can be very satisfying for many employees.

More Benefits: How TQM Contributes to Company-wide Improvement

Total quality management leads to a wide range of improvements in any company that adopts it. Below are some of the many aspects of a business that are positively influenced by adopting TQM strategies.

More efficient information & process management

Monitoring performance metrics such as quality data defect rates, scrap rates, error rates, defects, and rework rates helps a company predict what will be spent on production and how much they’re losing to errors.

Monitoring performance metrics also helps to create error-proof systems that minimize future errors.

Better training

Having a practical knowledge base where employees can learn about quality concepts and techniques can help them implement quality management measures the right way.

It also helps managers to monitor and analyze workers’ progress so that their performance can be improved and their productivity optimized.

More fruitful supplier relationships

Working closely with your company’s suppliers and involving them in product development helps in making sure they deliver high-quality materials.

This is because the principal insists on quality and not cheaper prices when looking to work with suppliers.

More market share

Better services and products will up your company’s sales volumes and net profits. Customer complaints and bad reviews will be reduced.

Conversely, company sales, customer retention, return on assets, and market share especially will increase too.

Improved social responsibility

Another aspect that improves when you implement TQM is the environment. Implementing TQM strategies can result in a significant reduction of gas emissions, pollution, and noise levels from machinery.

Leveraging social responsibility can also lead to increased brand equity since some customer segments may want to identify with socially responsible businesses.

TQM Principles

To implement TQM, you can take a few different approaches or you can even combine many approaches together to achieve your goals.

But TQM consists of a few guiding principles. They include the following:

Customer-centered

One of the most important goals of TQM is satisfying the needs of your customers. Your product or service must meet their expectations, including the quality, shape, size, and delivery of the product before they can feel like they got value for their money.

Once you figure out exactly what your customers want, it’s easier to find the right employees, raw materials, and the processes that can satisfy and even exceed these expectations.

To implement this TQM principle you have to:

Study and understand your customers’ needs, desires, fears, and expectations.
Align your organization’s goals and objectives with their needs.
Perform surveys on your customers, and then analyze the feedback.
Finally, use the results to find ways to adjust your production quality.

The benefits of being focused on your customer’s needs include:

More sales, and increased revenue.
Repeat business which leads to increased market share.
Free advertising from your customers in the form of word-of-mouth marketing.

Total employee commitment

It’s impossible to improve your productivity, processes, or revenue without the dedication of your employees.

However, you need to ensure that they understand your company’s vision and goals. They also need proper training and the correct resources to carry out their duties in a timely manner.

To implement this TQM principle:

Clearly explain the importance of each role in the overall production process.
Emphasize how each worker should take responsibility to solve problems whenever they arise.
Acknowledge each person’s contribution to build confidence in employees and stakeholders.
Create an enabling environment where employees can openly share problems and air their opinions on how to solve them.

The key benefits of this principle include:

It keeps employees motivated and committed to playing their role in achieving company goals.
Increased desire to continuously improve their performance.

Process approach

Sticking to processes is essential in quality management as they help in speeding up the production process.

Clearly define roles and responsibilities so everybody knows exactly what is expected of them.
Create an action plan so that everybody can easily visualize what needs to be done to achieve the desired result.
Analyze current activities to find where improvements can be made.

Benefits of this TQM principle include:

Faster production cycles, lower costs and increased sales.
You can easily estimate and predict revenue.

Having an integrated system

Many businesses usually have different departments with separate functions. Because they all operate separately, it tends to lower the organization’s output.

However, integrated systems help every employee and stakeholder fully understand the policies, objectives, and processes in an organization which leads to continuous improvement over time. This leads to more competitive advantage.

Keep promoting a work culture that is focused on production quality.
Employ the use of flowcharts and visual aids to help your employees understand how their roles fit in with the entire company.
Train employees who need to learn new processes and improve.

The benefit of this TQM principle include:

It helps your business achieve excellence because the various departments at your company, though separate, work together more efficiently.

Strategic and systematic approach

According to the International Organization for Standardization (ISO), this principle is essentially “Identifying, understanding and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives.”

Provide your employees with the proper training and resources to play their roles in the process.
Strive to continuously improve your processes and products.
Always acknowledge and reward creativity and improvement.

Benefits of this principle include:

Helping you to easily detect and improve any inefficient processes.
Improved employee capabilities throughout your organization.

Continual improvement

Getting to the point where you consistently exceed your customers’ expectations doesn’t happen in a day.

Your business needs to keep on improving the quality of your products and services, in line with your customers’ desires.

Adopt policies that set product, process, and system improvements as goals for both individuals and teams.
Encourage innovation in process development and improvement.
Improvement in employee ability to perform better.
Faster response in terms of recognizing and fixing inefficient redundant processes.

Fact-based decision making

The essence of this principle is making decisions based on hard data and not mere assumptions.

You need to verify all available data to ensure that it is reliable and accurate.
Make all relevant data available to your company stakeholders.
Use only accurate methods to gather and analyze data.
Helps to avoid making otherwise costly mistakes.
It helps in giving reliable estimates and making predictions.

Communications

You need to ensure that every employee in your organization is aware of all the strategies, plans, and methods you intend to use to achieve company goals.

To implement this TQM principle you need to:

Create an official means of communication so that workers are updated on any changes in policies or processes .
Where possible, allow lower-level staff to participate in decision making.
Increased morale and motivation when employees feel their advice and contributions are serving the greater good of the company.

The PDCA model

The PDCA model is a continuous loop of planning, doing, checking (or studying), and acting. It provides a simple and effective approach for solving problems and managing change. It is used to understand why some products or processes are ineffective.

Pioneered by Walter Shewhart, the PDCA approach includes four different stages/phases:

Planning starts with first recognizing an opportunity for change so you can make plans to effect change.

The opportunity could be improving the quality of finished products or making existing marketing strategies more effective.

After you have identified and isolated the problem, the next thing to do is to brainstorm ideas and strategies you can implement to solve the problem.

But while you’re doing this, ensure that you establish measurable criteria that you can use to evaluate your efforts later at the check phase.

Once you’ve found a viable solution, it’s better to first test it on a small scale.

For example, you could organize a test run within the department, in a small area, or with a certain demographic.

As you run the trial, carefully collect data you can use to evaluate the effectiveness of your actions. You’ll need it in the next stage.

To ensure the effectiveness of any plan before you think about implementing it, review the effects of your actions.

Analyze the results and identify what you learned. Doing this will help you refine the cycle to the point where you can successfully execute the plans you made in step 1.

This is where you apply your solution. But remember that PDCA/PDSA is a continuous process.

Even though your improved process or product becomes the new standard, you still have to continue planning, checking, and doing things to improve them.

How to use the process approach in TQM

In the words of Emma Harris:

“The process approach includes establishing the organization’s processes to operate as an integrated and complete system.”

To get the best results from a process standpoint, you need to implement each of these steps into your TQM strategy:

Define the process to achieve the needed results. The process needs to be illustrated and explained in detail along with the expected results.
Specify the inputs and outputs of the process. This should include human resources, energy, and the unfinished and finished product or service.
Define where and how the process relates to other tasks. The components of a process will relate with other aspects and need to be identified as well as quantified for an effective quality management procedure.
Estimate potential risks. This has to do with how customers, suppliers, and other stakeholders are affected by the process at each step.
Set key responsibility. For a process to be planned and successfully executed, specific roles and scope will have to be set for each individual with a task.
Decide key stakeholders of the process. Both the external and internal customers, suppliers and other stakeholders involved in the process and its execution should be specified.
Process resources. Many elements are involved in creating a process approach. These include tasks, flows, control tactics, training requirements, data, and tools that aid in executing the process. These should all be outlined.

TQM Software and its Benefits

The key benefit of using TQM software is the digital documentation of company processes.

It is time-consuming to manually record every process. However, using TQM software makes it quicker with the added benefit of providing an all-in-one knowledge resource for all departments.

A good TQM software should help in continuous auditing, keeping data organized, including company standards and regulations.

A good example of software that can help you implement TQM is SweetProcess. With SweetProcess , you can create a knowledge base that your employees will find useful. It will not only save you from having to perform hands-on training, but it will also help your new hires to acclimate more quickly to work environments.

The Four Primary Costs of Quality

Cost of quality is a method used to determine where an organization’s resources are being used to prevent product defects and maintain product quality.

These four quality costs are: prevention costs, appraisal costs, internal failure costs, and external failure costs.

Prevention costs

Preventive costs are expenses or monies spent to reduce the number of defects in products and services.

There are many easy ways to do this.

For instance, a company might use statistical process control analysis to detect procedures that result in inferior quality goods.

Another firm can spend on certification programs to be sure the raw materials they buy from suppliers meet certain standards.

But one effective way of going about prevention is providing adequate training.

A company that invests in training its team, arming it with the right tools for the job, will get value for its investment and save itself many future headaches.

A poignant example is Zen Media . By creating a knowledge base resource for its staff, they were able to improve the performance of their team and keep their performance levels consistent.

It is an effective strategy because it is significantly less expensive compared to selling defective products which might lead to:

High refund requests
Unsatisfied customers
Loss of potential revenue because of replacements of defective products, etc.

Preventive costs are grouped into four categories:

Training and development programs
Developing and using a quality system
Establishing standards for product or service and
Developing a plan for quality and production

One of the biggest benefits of preventive costs is that they are less expensive to the company, compared to spending on correcting or replacing the defective products. Along with saving a lot of effort and time, they also help in building a company’s reputation.

The following are some examples of preventive costs:

New products review

Some of these include the expense company incurs in doing a full analysis when introducing a new product or design. For instance: FMEA (failure mode and effects analysis), review of product design, etc.

Process planning

It includes the cost of studying process capabilities and planning inspection. It also includes similar costs for other activities that relate to production stages.

Process control costs

This is the cost for in-process inspection, or the cost to determine the accuracy of a process. For instance: SPC (statistical process control), Anova Studies, and more.

Evaluating supplier quality

This includes the cost to evaluate the supplier before finalizing the deal so that the input material does not create any quality issues down the line.

This includes the money spent on organizing the training of employees. It is also the expense of improving, updating, and maintaining the course/training content too.

Other forms of costs that companies are more concerned about are:

Internal failure costs

Appraisal costs.

External failure costs

However, spending on prevention costs is a lot better.

This is because preventing product defects helps to minimize all the other costs including appraisal costs along with internal and external failure meets customer expectations costs.

Appraisal costs are the costs incurred during the activity of inspecting products before they get to the customer. Although appraisal costs aren’t cheap, it’s less expensive to incur costs that arise when customers get low-quality goods.

The costs associated with losing a customer include the marketing costs to acquire the customer in the first place as well as the subsequent profits that could have been achieved from a positive relationship with the seller.

It’s desirable for appraisal to happen early in the production process because if it happens at the end, where labor and time have been expended, the resulting losses will be much more, compared to if issues have been found and addressed earlier on.

Keeping appraisal costs down can be achieved by improving production processes and monitoring incoming supplies. This way the system is incapable of producing defective processes in the first place.

Examples of appraisal costs include:

Inspection of materials delivered by suppliers
Inspection of work-in-process
Inspection of finished products
Inspection of supplies used to conduct inspections
Supervision of inspection staff
Maintenance of test equipment

A short but not-so-sweet example:

While Samsung is a leading technological company, it made some serious quality mistakes in 2016. Because of tolerance issues caused by battery suppliers, their S7 Galaxy smartphones began seriously overheating, and in some cases exploding.

As you can imagine, the headlines brandished their mistake in the eyes of millions of readers. The internet became rife with mocking memes.

Although Samsung estimated it would cost them $1 billion to recall all the faulty phones, they ended up losing five times that. Not only that, they faced a humongous disposal cost north of $500 billion.

Luckily, they didn’t go under because of their diverse wide-ranging portfolio.

If only they had been a bit more attentive…

This type is costs that are spent to remove errors from the products before taking them to consumers. Examples of internal failure costs include:

Waste due to poorly designed processes
Machine breakdown due to improper maintenance
Costs associated with failure analysis

External failure costs

If customers receive low-quality products or substandard services, the resulting costs of shipping replacements or providing refunds are dubbed external failure costs.

Decreased sales volumes because of poor reputation
Replacements
Refunds, etc.

Kenya Airways as a Case Study for Price of Non-Conformance

Kenya Airways are the quintessential example of the effects of what could happen when a company doesn’t pay enough attention to quality.

Because of low-quality standards in Kenya Airways, the airline has had a hard time coping with other airlines in developed countries.

The following have been the consequences:

Because of its poor service, low-cost alternatives continue to gain traction, especially from upcoming home-based airlines like Jet Airways, Silverstone Air, and Skyward Express that provide competitive innovative services.
Kenya Airlines have now reduced seat capacity, and packages (for instance, making customers pay extra for a window or aisle seat, or even more for exit-row legroom), further reducing customers’ loyalty.
Inadequate staff training has led to poor operational efficiency. Their poor operational efficiency results in poor safety protocols, and reduced flying time and dwindling market potential.
Because Kenya Airlines don’t have quality standards, they have incurred serious losses. Reports have it that they lost about $26 billion in the fiscal year 2016 and a drop in profit of about $170.7 million. This also includes a loss of about 63.6% market share to other airlines from Europe, the Middle East and lately, North America and Asia.
Poor regulation of ticket prices forces customers to pay more with the side-effect of disappointing profit margins.

Imagine what would happen if Kenya Airways radically began taking steps to raise and implement quality standards like regulating prices and training their staff?

It’s likely they will begin to provide more consistent services to their customers, which is the main focus of any TQM initiative anyway.

Addressing these problems can potentially unlock the industry’s growth as the air transport sector can boost Kenya’s economic prosperity.

Toyota as a Case Study for the Benefits of TQM

At the other end of the spectrum is Toyota Motors.

Although they started as a small car manufacturer on August 28, 1937, Toyota is one of the earliest pioneers of quality.

Their “customer first” philosophy, kaizen (continuous improvements), as well as careful customer targeting and their multitude of offerings to different categories of customers cemented their place as one of the leading manufacturers of cars—not just in Japan, but in the world.

They introduced statistical quality control (SQC) in 1949 and later the “creative idea suggestion system” to encourage workers to contribute ideas to help solve company problems.

These concepts are at the core of TPS, Toyota’s production system, also called the “Toyota Way,” which has led to some stunning successes:

With an annual sale of more than $228 billion, Toyota is as profitable as all the other car companies combined.
It rose to the status of the world’s largest auto manufacturer, beating General Motors in 2007.
The company groomed a set of creative, multi-skilled and highly motivated employees who became dedicated to improving the company’s performance.
In its 75-year history, it has received various prestigious awards for quality management. Among them is the Deming Application Prize in 1965, and the Japan Quality Control Award in 1970.

The Transforming Power of TQM: A Tale of Two Companies

Ford Company

Ford didn’t join the TQM party on time.

However, in 1980, Ford went into a partnership with ChemFil to improve their painting design to meet customers’ expectations.

They wanted to make quality products and provide a work-friendly environment for their employees to meet those expectations.

The move to adopt TQM, and the joint venture, led to progress in the following ways:

A high financial income for Ford, to a press release from their media room, in 2003.
Adopting TQM led to a 180-degree shift, not just in income, but boosted their rise to becoming one of the most profitable automobile companies in America.
Their quality control measures also helped them save about $3 billion in losses between 1979–1982.

Samsung is known as a successful smartphone brand today. However, in the past, they were unsuccessful, despite releasing their first smartphone in the 1980s.

With Motorola leading the mobile devices market with about 60% market share, Samsung struggled to grab a measly 10%.

Because of the poor sales volumes and the backlash they received for poor user experience and performance, in 1995 the company decided to change its strategy.

Led by then-chairman Lee Kun-hee to improve the quality of Samsung devices, by adopting TQM, Samsung invested in creating products with a positive user experience.

Years later, the company grew and expanded as a tech brand. Some of its successes include:

Bypassing its then-rival Sony to become the 20th-largest consumer brand in the entire world, securing its place as the most popular consumer brand and choice in the marketplace.
Samsung has become a household name and a well-known successful technology company. And they’re not just known for high-end phones either. They also hold humongous market shares in the domestic appliances industry. I doubt anyone has seen a crappy-looking Samsung TV.

Business-Customer Integration Loop

Customer satisfaction is the focus of the TQM philosophy. It is, therefore, important for key business decisions to be made with the customer in mind.

Where possible, the customer should be engaged in the product/service design and development process to give suggestions that may reduce or prevent manufacturing waste and product defects.

American companies did not take the business-customer integration loop seriously until the Japanese brands used it to transform their economy and dominate the global market after the Second World War.

Today, most companies like Toyota, Samsung, and Apple all use the business-customer integration loop to grow their revenue and increase their market share.

Many empirical studies confirm that companies with a quality-oriented strategy have achieved:

Increased productivity
Greater customer satisfaction
Improved employee motivation/morale
Improved management/worker relationship

Involve your customers as much as you can with your processes and you’re much more likely to meet and even exceed their expectations.

TQM and Small Businesses

Large-scale businesses don’t solely focus on profits. Rather, they find their target audience, satisfy their needs and easily keep market share by improving their products and services.

Total quality management (TQM) is a smart system which small businesses can use to grow their company .

This is because they are often the suppliers to big companies. Low-quality materials from their end will affect the output of large businesses too.

Only small-scale businesses that maintain quality can compete in the marketplace.

TQM can not only be applied to large multi-million dollar companies, but also small companies just starting out.

Two Simple Ways for Small Businesses to Implement TQM

Every business is unique and there are many ways you can implement TQM. Below are two simple ways:

Extending Your Service Hours. For example, Mercedes-Benz provides technical roadside help after service hours.
Extending Your Product Warranty Period. Another means of ensuring a commitment to quality “after the sale” is via a product or service guarantee.

For example, Walmart has a no-hassle return policy for their products—with or without a receipt.

Why Does it Work?

Customer satisfaction is at the heart of TQM.

And simple things like extending service hours and warranties can make customers more satisfied with their purchases.

However, for TQM to help in improving quality in a company, there has to be:

All-around adherence, starting from top-level executives to low-level employees.
A change in corporate culture about the importance of quality.
Encouraging internal collaboration among employees.
Consistent audits to assure quality in products and services.

Managing Errors

Preventing and reducing errors is one effective way to improve quality.

However, it’s difficult to achieve this without having a strong leadership and skillful staff or a reliable and continuous process to prevent errors. Some of these processes include Poka-yoke, the 8D method, using digital software.

The 8D Method

The 8D method is a detailed approach to solving critical issues in the production process.

Its steps include the following:

Define the working group.
Describe the problem.
Define the immediate corrective actions.
Determine the actual causes of the problem.
Determine the corrective actions.
Deploy and validate the corrective actions.
Determine the preventive actions.
Congratulate the working group (the 8th “D”: say thank you)

A Digital Instruction Software

Manual work instructions might have errors, so you may need to use work instruction software to create, automate and manage your work instructions.

They prevent operators from making errors and help you reduce product defects too.

The Poka-Yoke

The Poka-yoke (Poh-kay-yo-kay) is the Japanese equivalent of fail-safing or mistake-proofing. It is a process analysis tool involving the use of an automatic device or method that either makes it impossible for mistakes to occur or makes it immediately obvious whenever an error occurs.

The mistake-proofing procedure is as follows:

Observe the flowchart of the process and analyse it for any likely areas errors may occur.
Identify the source of the potential problem
For each potential problem, consider: eliminating the problematic step, replacing the problematic step, or makeing the correct action more easier than the error.
In the case that the error cannot be prevented, make sure that you find ways to detect the error and implement failsafes to minimize its effects.
Finally, choose a mistake-proofing method to counter the effect of the error.

How a Lumber Company Increased its Employees’ Efficiency by Organizing Their Processes

The team at Turkstra Lumber was already good at their job.

But they weren’t coordinated, and wanted to do better. They wanted to improve. They wanted better results.

They had only ever used Excel sheets to outline processes and procedures. But it wasn’t enough, as team members would have to jump through hoops just to solve problems that could have easily been tackled had there been documented procedures they could use as reference.

Luckily, an MBA intern discovered SweetProcess. After using and implementing the software, it was found that team members were more eager and likely to participate.

The team became more efficient as a result.

Instead of spending time jumping through hoops looking for crucial information, they could more fully focus on their roles.

How SweetProcess Can Help You Implement a Company-Wide TQM Effort

Involving employees is an important element of any TQM strategy. It’s important to have well-written, accessible processes that everyone can use without needing the feedback of top-level management all the time.

Empower your team to deliver supercharged results with SweetProcess, a powerful all-in-one platform that allows you to document your processes, policies and procedures in a centralized manner.

By creating a knowledge base with SweetProcess, you can significantly improve the quality of your team’s output and keep new hires out of your hair.

You can document processes and policies, assign and manage tasks, and create rich useful knowledge bases all using SweetProcess.

Get more done with SweetProcess. Sign up for a 14-day trial today without your credit card for an opportunity to supercharge your business process documentation and improve the quality of your work.

And if you’d like to learn about some powerful yet easy-to-use tools that quality professionals rely on to drive quality, check out the resource below.

Get Your FREE List of 7 Tools for Total Quality Management

11 Best Law Practice Management Software for Legal Firms

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TQM Assignment

Related Papers

Dr. Faisal Talib

IOSR Journals publish within 3 days

Abstract: Total Quality Management (TQM) is a management philosophy which focuses on customer satisfaction by improving the organisation performance through co-ordination of various processes in all the business units. The purpose of TQM is to provide quality product or service to the customer which inturn provides increased productivity at low cost. TQM is applicable to all manufacturing and service industries. It operates on the principle that cost of prevention is less than the cost of correction. This study focuses on TQM development, performance and sustenance in service industries through effective communication, critical success factors and market orientation. It examines the quality improvement through effective employee communication and the relationship between CSFs and company performance. The study suggests Deming’s Plan-Do-Study-Act (PDSA) cycle based approach to develop and sustain TQM. It articulates the relationship between TQM and market orientation, in terms of both elements (practices) and performance. The study investigates the reasons for TQM failures and proposes guidelines for successful implementation of TQM. Keywords: Critical Success Factors (CSFs), Effective Communication, Market Based Quality, PDSA, TQM Failures, and TQM Implementation

Maged Awwad

In the current market economy, companies are constantly struggling to achieve a sustained competitive advantage that will enable them to improve performance, which results in increased competitiveness, and of course, profit. Among the few competitive advantages that can become sustainable competitive advantages, quality plays a crucial role. Recent research shows that about 90% of buyers in the international market, consider quality as having at least equal importance with price in making the decision to purchase. In the opinion of some specialists in economic theory and practice, total quality refers to the holistic approach of quality, which actually means, addressing all aspects of economic and social development and technical of quality. Thus, the holistic approach of quality at organisation-wide involves procedural approach of quality, in this respect, the study focuses on this type of quality approach, i.e. the procedural approach, taking into account the strategic aspects of the continuous improvement of quality, which means in fact, the quality management. Total Quality Management is seen as a way to transform the economies of some countries to be more competitive than others. However, Total Quality Management brings not and will not produce results overnight, it is not a panacea for all the problems facing the organization. Total Quality Management requires a change in organizational culture, which must focus on meeting customer expectations and increasing the involvement of all employees to meet this objective, as an expression of the ethics of continuous improvement. In general, research on quality aiming identify why an organization should adopt the principles of total quality management, but attempts to identify the failing companies' attempts to implement total quality management principles are not so visible. Concerns companies to introduce quality management systems are becoming more pronounced, therefore, in this study we try to identify and present the main reasons that prevent achieving quality and implementation of total quality management system, in other words, we are interested in identify barriers to implementation and development of a quality management system.

Dr.VENKATAIAH CHITTIPAKA

Purpose: The purpose of this paper is to study the relationship between Total Quality Management (TQM) practices and organizational performance in Indian automobile manufacturing companies. Design/Methodology/Approach: The research was conducted in five Indian automobile manufacturing companies located in Chennai cluster taking a sample size of 375 employees across the five Indian automobile manufacturing companies using the questionnaire method. The relationship between Total Quality Management (TQM) practices and organizational performance was examined through Correlation analysis. Findings: The study revealed that the extent to which Total Quality Management (TQM) practices and Organizational performance are correlated and how Total Quality Management (TQM) practices impacts on organizational performance. Research Limitations/Implications: The research paper was limited by including only five Indian automobile manufacturing companies located in Chennai cluster, making this a possibly biased selection and it may not be adequate to generalize the results for the entire Indian automobile manufacturing companies.

Texila International Journal , Solomon Omede

The ever increasing demand of customers and the challenges of globalization put a lot of pressure on companies worldwide to adopt proven frameworks for organizational excellence. As a result, Nigerian companies today are implementing Total Quality Management (TQM) System. The objective of this study is to establish a relationship between total quality management and organizational performance using a manufacturing company in Nigeria. Twenty five (25) carefully framed questionnaires were sent out to the study population and 13 were returned in usable form. The Chi Square method of statistics was used to test the four formulated hypothesis. The findings showed a significant relationship between total quality management and organizational performance, between TQM and defect prevention and perception errors, between the success of TQM and perception of organizational members, between TQM and effective management of resistance to .change. This study recommends that organizational management provide enabling environment to implement TQM systems. The study concludes that a major strategy for achieving high quality is TQM with a good management system for continuous improvements that rely heavily on employee involvement. Keywords: Defect Prevention, Globalization, Organizational Challenges, Organizational Performance and Total Quality Management.

Mazhar Ali Kazmi

Continuous improvement within an organization is the philosophy of TQM. It centers on people and focuses the customers. TQM involves every one working in the company and get feedback from the customer for being successful. Having debate on its failure is quite interesting but alarming as well. Major cause is that managers neither develop ownership and nor do they encourage everyone in the organization to involve. In addition, proper evaluation of the consultation is not made for implementation of the system. Talking further, another reason is that failure of management is seen due to undue strain of lowering the charges and increasing turnover, putting aside customer’s satisfaction. Lack of interaction with manpower of organization and confrontation from inside to changes may be another cause to be taken seriously. Targets are to be fixed for determination of outcomes of TQM. The requirements of a successful TQM program are whole-hearted participation of the employees, better team work and good relationship with supplier (Richard L. Miller, Joseph P. Cangemi, 1993).

FAISAL TALIB

management research field. It is one of the most applied and well accepted approaches for business excellence besides Continuous Quality Improvement (CQI), Six Sigma, Just-in-Time (JIT), and Supply Chain Management (SCM) approaches. There is a great enthusiasm among manufacturing and service industries in adopting and implementing this strategy in order to maintain their sustainable competitive advantage. The aim of this study is to develop and propose the conceptual framework and research model of TQM implementation in relation to company performance particularly in context with the Indian service companies. It examines the relationships between TQM and company’s performance by measuring the quality performance as performance indicator. A comprehensive review of literature on TQM and quality performance was carried out to accomplish the objectives of this study and a research model and hypotheses were generated. Two research questions and 34 hypotheses were proposed to re-validate the TQM practices. The adoption of such a theoretical model on TQM and company’s quality performance would help managers, decision makers, and practitioners of TQM in better understanding of the TQM practices and to focus on the identified practices while implementing TQM in their companies. Further, the scope for future study is to test and validate the theoretical model by collecting the primary data from the Indian service companies and using Structural Equation Modeling (SEM) approach for hypotheses testing.

Journal of quality in clinical practice

Godfrey Isouard

Total Quality Management

Total quality management (TQM) describes a management approach to long–term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work

Benchmarking – Standard, or a set of standards, used as a point of reference for evaluating performance or level of quality. Benchmarks may be drawn from a firm’s own experience, from the experience of other firms in the industry, or from legal requirements such as environmental regulations.

Business process reengineering – The business process reengineering method (BPR) is defined by as “the fundamental reconsideration and radical redesign of organization processes, in order to achieve drastic improvement of current performance in cost, service and speed”. Value creation for the customer is the leading factor of BPR and information technology often plays an important enabling role.

Continuous quality improvement – CQI is an approach to quality management that builds upon traditional quality assurance methods by emphasizing the organization and systems. It focuses on the “process” rather than the individual, recognizes both internal and external “customers” and promotes the need for objective data to analyze and improve processes. The rapid growth and proliferation of managed care organizations in the healthcare industry has caused many public health agencies, providers, employers, and consumers to question the quality of healthcare and the consequences for patient safety.

Cost of quality – Sum of costs incurred in maintaining acceptable quality levels plus the cost of failure to maintain that level (cost of poor quality).

Customer satisfaction – Degree of satisfaction provided by the goods or services of a firm as measured by the number of repeat customers .

Employee empowerment – Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one’s own destiny

Employee involvement – Regular participation of employees in (1) deciding how their work is done, (2) making suggestions for improvement , (3) goal setting , (4) planning , and (5) monitoring of their performance . Encouragement to employee involvement is based on the thinking that people involved in a process know it best, and on the observation that involved employees are more motivated to improve their performance.

Globalization – Globalization in its literal sense is the process of transformation of local or regional phenomena into global ones. It can be described as a process by which the people of the world are unified into a single society and function together. This process is a combination of economic, technological, sociocultural and political forces.

Just-in-time (JIT) – Pull ‘ ( demand ) driven inventory system in which materials , parts , sub-assemblies, and support items are delivered just when needed and neither sooner nor later. Its objective is to eliminate product inventories from the supply chain . As much a managerial philosophy as an inventory system, JIT encompasses all activities required to make a final product—from design engineering onwards to the last manufacturing operation. JIT systems are fundamental to time based competition and rely on waste reduction , process simplification, setup time and batch size reduction , parallel (instead of sequential) processing , and shop floor layout redesign. Under JIT management , shipments are made within rigidly enforced ‘time windows’ and all items must be within the specifications with very little or no inspection .

Kaizen – Kaizen means “continuous improvement”. It is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all functions of a business; from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste. Kaizen was first implemented in several Japanese businesses during the country’s recovery after World War II, including Toyota, and has since spread to businesses throughout the world.

Management philosophy – a philosophy and style of management that gives everyone in an organization responsibility for delivering quality to the customer. Total quality management views each task in the organization as a process that is in a customer/supplier relationship with the next process. The objective at each stage is to define and meet the customer’s requirements in order to maximize the satisfaction of the final consumer at the lowest possible cost. Total quality management constitutes a challenge to organizations that have to manage the conflict between cost-cutting and the commitment of employees to continuous improvement. Achievement of quality can be assessed by quality awards and quality standards.

Monitoring process variation – It’s an important element of TQM. It is a series of actions that leads to a particular result, occurs when there is a deviation from standards, which invariably affects reliability and quality of products or services.

Organizational restructuring – Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational behavior requires changing the belief system of its personnel. This process of changing beliefs is called learning. Effective learning requires clear, open communications throughout the organization

Paradigm shift – Fundamental change in an individual’s or a society’s view of how things work in the world. For example, the shift from earth to sun as the center of solar system , ‘humors’ to microbes as causes of disease, heart to brain as the seat of thinking and feeling.

Participative management – An open form of management where employees have a strong decision-making role. Participative management is developed by managers who actively seek a strong cooperative relationship with their employees. The advantages of participative management include increased productivity, improved quality, and reduced costs.

PDCA cycle – Four-step process used in quality control and elsewhere as a simplified method of achieving improvements . These steps are: (1) Plan : determine what needs to be done, when, how, and by whom. (2) Do: carry out the plan, on a small-scale first. (3) Check: analyze the results of carrying out the plan. (4) Act : take appropriate steps to close the gap between planned and actual results. Named after its proposer, the US mathematician Dr. Walter Shewart (1891-1967). Also called Deming cycle or plan do check act (PDCA) cycle.

Preventive maintenance – Systematic inspection , detection, correction , and prevention of incipient failures , before they become actual or major failures. Contrasted with corrective maintenance .

Quality – “Quality itself has been defined as fundamentally relational: ‘Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs.’ Organizational performance ultimately rests on human behavior and improving performance requires changing behavior. Therefore organizational restructuring should have as a fundamental goal the facilitation of clear, open communication that can enable organizational learning and clarify accountability for results.

Quality culture – Quality culture: Organizations have to be free from cultural impediments or so to say organizational inertia. It means that TQM demands quality culture which should consists of values, tradition, procedures, and expectations that promote quality

Quality delivery process – The concept of quality delivery process is used to refer to the implementation of new system in TQM. The purposes are-

To ensure that everyone works on those activities which are most important for the success of the business by fulfilling work group missions.
To improve the quality of work delivered to the internal customers.
To eliminate work that is wasted.
To harness the combined skills, ideas and experience of the work group members to improve the business continuously through teamwork.
To satisfy the external customer.

Quality guru – They are the quality leaders who have immensely contributed towards the development of total quality management as a management philosophy and a way of corporate life. Such as Walter Shewhart, Edwards Deming, Joseph Juran, Philip Crosby etc.

Reward and recognition – Effective use of Reward and Recognition (R&R) is a proven, practical and cost effective means of motivating people and improving business performance. A programme that is well thought through, structured, communicated and embedded, can give a business a competitive edge when it comes to attracting high performers into the organization and retaining the loyalty of valued existing employees. At a different and altogether more significant level, R&R is a fundamental component in the ongoing, and of late, much debated process of employee engagement. We define Reward as the tangible return beyond basic salary that is given to an employee for delivering results; and Recognition as the way or the context in which the employee receives both tangible and non-tangible returns. A Reward and Recognition programme is the structured framework within which this process takes place. It typically involves a currency in which employees can receive credits, an environment in which these credits can be exchanged for goods and services and a set of rules and best practice advice, under which the programme should operate.

Team-building – The term ‘team building’ can refer generally to the selection and motivation of teams , or more specifically to group self-assessment in the theory and practice of organizational development. When a team in an organizational development context embarks upon a process of self-assessment in order to gauge its own effectiveness and thereby improve performance, it can be argued that it is engaging in team building, although this may be considered a narrow definition. The process of team building includes, (a) clarifying the goal, and building ownership across the team and (b)identifying the inhibitors to teamwork and removing or overcoming them, or if they cannot be removed, mitigating their negative effect on the team.

Top-down implementation – The top-down approach to implementing an identity management solution focuses on implementing identity management capabilities for an individual managed resource, such as an application. In the top-down approach, your organization strives to realize higher-level capabilities for a more narrowly focused group of users, such as those who are closely associated with the managed application.

Total Quality Management (TQM) – Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in organizations, particularly businesses. TQM is a comprehensive system approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers.

Total quality tools – Beginning from the design phase through production of a product a few statistical tools need to be employed. These are total quality tools. Tools are important and they need to be used for facilitating human rational thinking in solving problems that occur in the work process.

Transformational leadership – Motivational management method whereby employees are encouraged to achieve greater performance through inspirational leadership, which develops employee self-confidence and higher achievement goals.

Zero defect – The concept of zero defects was coined by Philip Crosby who viewed that the ultimate goal of a TQM system should be reduction of variation in the production of products and services to absolute zero.

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94 Total Quality Management Essay Topic Ideas & Examples

🏆 best total quality management topic ideas & essay examples, 👍 good essay topics on total quality management, 📌 most interesting total quality management topics to write about, ❓ total quality management essay questions.

Implementation of Total Quality Management (TQM): Toyota Case Study In order to implement TQM, Toyota corporations focused on the following phases: The company extended the management responsibility past the instantaneous services and products Toyota examined how consumers applied the products generated and this enabled […]
The Dimensions of Total Quality Management in Business Firms Total quality management is a complex notion covering human, product, and technological process as the basic dimensions leading to constant improvement of the quality of services and products.
Marriott Hotel International Total Quality Management The origin and development of Total Quality Management The total quality management is a theory applied in most of organizations in efforts of improving quality and performance to meet or exceed customers’ needs.
Total Quality Management: Xerox Case To achieve its success, the company used TQM principles to make changes in the way it does business and relates to customers, suppliers, and employees.
The Role of Human Resource Management in the Implementation of Successful Total Quality Management in Hospitality Industry According to Nickson, it is the role of the HRM in the hospitality industry to come up with HRM policies regarding the employment needs of the industry and the criteria to be used in selecting […]
Total Quality Management at the Walmart Inc. Solution Wal-Mart has made contracts with suppliers and has shared the cost for the new technology adopted by these suppliers to enhance better relationship.
Gillette’s Total Quality Management System The focus phase was concerned with the development of a problem statement; the analyze phase dealt with the use of data to understand the magnitude of the problem; the develop phase involved the determination of […]
Customer Focus Principle in Total Quality Management The findings emphasise the importance of the customer focus principle and lead to the conclusion that it is a vital element of performance improvement initiations.
Total Quality Management vs. Continuous Quality Improvement Before covering specific implications of TQM and CQM, it is worthy to examine definitions and objectives of the two strategies separately.
Total Quality Management: Quality and Customer Satisfaction As such the term Total Quality Management means different things to different people; designers expect the product or service to conform to specifications; producer expects the product to perform or fit into intended use; consumers […]
Total Quality Management in the Hospitality Industry TQM can be lucratively implemented in management of hotels by first recognizing customers as the most essential component of a transaction. The thriving realization of TQM in an organization by an executive can be evaluated […]
Total Quality Management: Advantages and Disadvantages Total quality management refers to the approach used by the management to improve the quality of production and the organization’s performance in tandem with the needs of its goals.
Total Quality Management: Kia Motors From the very beginning, KIA Motors has not been trying to appeal to a demographic that is well-off or has the means to purchase the best-quality car on the market.
Total Quality Management in Retailing and Services In many scenarios, TQM is viewed simply as a tool to improve the quality of services and products rather than a philosophy that motivates both managers and employees to improve on their work.
Principles & Concept of Total Quality Management Essay The second principle of TQM is that the problem in most companies is the processes but not the people. This was based on the fact that the quality of the products was determined by all […]
Aldi Company: Total Quality Management That is why lean production principles make sense for Aldi and are efficient for maintaining its positions in the grocery market.
Introduction and Implementation of Total Quality Management Total quality management is the integrative, prudent management with the intention of improving the quality of the products produced while encouraging conformity with the process and the environmental requirements.
Total Quality Management Implementation The core aspect of quality is to get it right the first time, and to meet the needs of the customer every time, by engaging everyone in the firm.
Walmart’s Total Quality Management in 2010-2020 Walmart US has been affected by the waste issues, and there is a need to research how the problem can be combatted by achieving zero waste in its operations in the US.
Total Quality Management and Firm Performance The author moves on to describe the early attempts, at the end of the 1980s and the beginning of the 1990s, to research TQM.
Dubai Airports’ Total Quality Management The company provides core services for the operation and maintenance of airport terminals, including the resolution of customer complaints, integration of operational services, and the provision of management services.
Total Quality Management and Performance Measurement Blocher et al.define TQM as “the unyielding and continuous effort by everyone in the organization to understand, meet, and exceed the expectations of customers”.
Total Quality Management Models Comparison It is widely used in Europe and beyond it in both private and public organizations. It is majorly used in organizations than individuals.
Transcendental Leadership and Total Quality Management Theories Thus, this leadership model can significantly contribute to reorganizing human resources since the main principles of TQM and HR correlate. Empowerment and improvement of the human resources function exemplify how TQM can help when planning […]
Abu Mansoor Plastic Factory’s Total Quality Management In the planning phase, the company outlines the strategy that is to be for the change. In this case study, the research design of the company is outlined.
Philosophies and Frameworks: Total Quality Management Customer loyalty defines the reputation of an organization and, therefore, its further success in the home and global markets.
Total Quality Management (TQM) Implementation: The Case of ADNOC TQM incorporates the entire commodities attributes and the physical characteristics capable of meeting the affirmed customer requirements.
Balanced Scorecard and Total Quality Management The first part of the report provides an overview of the principles of BSC, considers the method’s advantages and drawbacks, and examines the reality of its implementation, with a specific focus on the United Arab […]
Quality Circles in Total Quality Management Quality circles refer to the practice of employee gathering to identify and analyze problems related to their sphere of competence to improve the overall quality of products and services.
Total Quality Management: A Viable Solution for Zayed University Despite the university’s good formal rankings, the recent history of the organization has not been devoid of troubles and controversies. It is clear that some of the university’s current policies are unviable.
Total Quality Management in Abu Dhabi Commercial Bank The bank offers a variety of banking and economic services primarily in the United Arab Emirates and also in India. This is seen as one of the attempts to adopt the emerging trends in which […]
Snow Canyon: Total Quality Management And, Management refers to the “accountability and inventiveness of the top management in the context of systematic quality development”. Quality development refers to the energetic development of the worth of services and its continuous upgrading […]
Abu Dhabi Police Department’s Total Quality Management The central aspects to be covered are considered to be the following: ethics, integrity, training, teamwork, trust, recognition, leadership, and communication; the analysis discloses the depth of management structure and environment developed within Abu Dhabi […]
Common Themes in Total Quality Management Public policy evolves over time out of experiences in the social arena, and the effectiveness or otherwise of the public policy depends, in a major fashion, on the level of assimilation and empathy of the […]
Total Quality Management for Urban Transformation The wave of globalization is attracting individuals and expatriates from different regions to work in foreign countries. In different towns and cities, many sectors are involved that require the input of all stakeholders.
The Philosophy of Total Quality Management The philosophy of Karlee reflects this because the company uses systems approaches to its management. Karlee applies this by assessing the current state of the company’s operations, aligning this data with prospects for the future, […]
Leadership and Total Quality Management The main objective is to critically evaluate the impact of leadership behaviour and management style on the success of Total Quality Management in the retail sector. What is the role of leadership in establishing processes […]
Total Quality Management: Strategies and Barriers The report concludes the practical validity of TQM in the case of Smart Pack Ltd, its applicability, and points out the range of benefits resulting from the process.
“Total Quality Management” by Peter Petersen Overall, the author argues that the theories of this quality expert are still viable and that they are still applicable to the needs of modern companies.
Continuous Improvement in the Total Quality Management On the other hand, the article also acknowledges that there are several factors that can determine the implementation of CI but the spirit of entrepreneurship in the organization helps it to be sustained.
Tools for Total Quality Management The process is only successful when the manager focuses on ways of structuring the problems and using the analysis tools only as a secondary manipulation step.
Government Accelerators and Total Quality Management The aim of this research is to investigate the impact of the government accelerators methodology on the total quality management and entities performance.
Dubai Police Applying Total Quality Management One of the key elements of the TQM model is that of innovation. The organization allows and encourages them to use modern technologies to meet the needs of the people they serve.
Total Quality Management as a Development Stimulus TQM suggests a wide array of techniques and methods that could be used at different stages of the production process to enhance the quality of goods and attract consumers.
Strategies for Total Quality Management in Science According to Kakuro, TQM’s practices require teamwork to improve the performance of each department as a separate entity and as a part of the company.
Deming and Juran as Total Quality Management Gurus If one recalls over the condition of quality management and philosophy, they would be inattentive if they did not pay attention to the two of the 20th centuries’ most noteworthy and valued contributors: William Edwards […]
Hospitals’ Total Quality Management and Leadership This report will address issues in leadership and TQM in hospitals from a holistic perspective. It will address the following research questions: What is the role of effective leadership in hospitals?
Total Quality Management and Organizational Culture The authors provide readers with the results of the study aimed at identifying the way organizational cultures can influence the implementation of the Total Quality Management practices.
Bahrain Development Bank’ Total Quality Management The purpose of this paper is to provide the discussion of the elements of the TQM framework in the context of the activities of the Administration Department in Bahrain Development Bank.
International Total Quality Management’ Implementation Therefore, the study examines a scenario that took place in a hotel and explains the solutions used to address the situation and the importance of using total quality management to set the tone of an […]
Total Quality Management in the EU and Football Association The European Commission and the council of the European Union are the chief institutions of the EU. In addition, the court of Justice of the European Union is a key legal institution of the EU.
Al Ain Hospital Total Quality Management Workers in the organisation know about the importance of quality improvement and most of them have made a commitment to the practice.
Alliant’s Total Quality Management System It explains Alliant’s TQM strategy, highlighting the strengths and weaknesses of the actions Alliant took in implementing this strategy. The TQM strategy, exemplified in the PCCs approach, took most of the functions and services closer […]
Comparison Between Six Sigma and Total Quality Management The second phase is to measure the main characteristics of the present process and gather relevant information. The last step is to verify the design, execute production procedures, and present it to the proprietors of […]
Total Quality Management: 6 Sigma The original objective of the six sigma method is to improve the quality of services and products and at the same time reduce the cost of production.
Total Quality Management and Six Sigma TQM principles enabled the company to improve on quality of its products and increase customer satisfaction. Six Sigma approach seeks to achieve the high quality expectations by identifying and elimination sources of errors.
Organizational Behavior: Total Quality Management This research proposal will seek to mobilize adequate information on the issue of Total Quality Management as a key pillar in the running of business organizations. This will in turn guarantee high quality, efficiency and […]
Total Quality Management: Origins and Evolution of the Term The article’s central concern and its relation to International Business Course The broad area covered in this article is the origins of the term Total Quality Management and a clarification on the divergent definitions of […]
Introduction to Total Quality Management and Six Sigma This assignment will identify them and discuss examples of companies which have applied TQM and six sigma strategies The main implementation issues associated with TQM include understanding of TQM and what it entails, establishing an […]
Total Quality Management: Pioneers, Elements and Trends Total quality management is likely to be practiced through the business chain, from suppliers, to production processes, to promotion of a product, and eventually to the grateful consumers. The principle of total quality will enable […]
Total Quality Management: A Path to Sustainable Growth and Improvement The considerations include but are not limited to: the identification of the business opportunity, development of the product or service, evaluations of the suppliers, clients and business environment and market analysis among others.
Total Quality Management at the BR Engineering To spite managers in the modern world where customers are ever demanding for quality, incorporating total quality management into BR engineering comes with a host of benefits that shall largely impact on the business position […]
Total Quality Management in Abu Dhabi University Total quality management is the process which managers use to continuously identify and administer the activities needed to achieve the quality objectives of an organization with an aim of offering high value products and services.
Total Quality Management (TQM) as a Significant Issue in the Contemporary Strategic Management Total Quality Management is a comparatively new concept in the area of strategic management; it emerged in the 1980s mainly as a response of the American companies to the competitive pressure of organizations from Japan.
Total Quality Management in the Healthcare Setting The model is a means to an end of improving quality of success at the lowest cost possible, while the process itself is continuously applied for continuous improvement in quality management. In the step wouldo’, […]
What Do You Mean by Total Quality Management?
What Is Total Quality Management and Its Benefits?
What Is Total Quality Management and Its Purpose?
What Is the Main Advantage of Total Quality Management?
Why Is Total Quality Management Important in Business?
What Are the Characteristics of Total Quality Management?
What Is Total Quality Management and Its Advantages and Disadvantages?
Who Is Responsible for Total Quality Management?
What Is the Most Important Element of Total Quality Management?
What Are the Barriers to Total Quality Management?
What Is the Example of Total Quality Management?
What Are the Factors Affecting Total Quality Management?
How Is Total Quality Management Implemented?
What Is the Role of Employees in Total Quality Management?
When Was Total Quality Management Introduced?
Who Introduced Total Quality Management?
What Are Total Quality Management Problems?
How Is Total Quality Management Measured?
What Tools Does Total Quality Management Use?
What Is a Common Total Quality Management Tool?
What Is the Structure of Total Quality Management?
How Does Total Quality Management Apply in Daily Life?
Who Is the Father of Total Quality Management?
What Are the Phases of Total Quality Management?
Where Is Total Quality Management Used?
How Is Quality Measured in Total Quality Management?
What Are the Methods of Total Quality Management?
How Does Total Quality Management Increase Productivity?
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Total Quality Management Assignment: Lean Management Strategies in Automobile Industry in UK

Task: In this coursework, you need to choose a research topic and then develop a research proposal Choosing a research topic for your coursework. Clearly, you are approaching the stage of needing to think about your dissertation. You are therefore strongly advised to base this coursework on your forthcoming dissertation topic that must in the project management context. Design a succinct research proposal for your chosen topic using appropriate methodology and justification of your choices. Going down through each layer of Saunders et al.’s (2016 or earlier) ‘Research Onion’, write a justification and critical evaluation of your research proposal (drawing on a wide range of research methodology literature). Having chosen a research topic, you should complete the following parts: 1. Introduction a. Provide a title and background i. Background: a brief overview of the topic or problem, including your motivation for selection of this research topic, a brief literature review, drawing on some key pieces of topic-related literature, explain why researching the topic or problem is important b. Overall research question(s), aim(s) and objective(s): these should be clear, succinct and specific. 2. Methodology a. Philosophical position b. Methodology (survey, case study, ethnography, …) and the reason why this methodology is suitable for this research c. A clear and suitable sampling method. d. A clear and suitable data collection method (including administration and a list of interview questions or an example of a questionnaire). e. A clear and suitable explanation of how the data will be analysed. 3. Critical evaluation Going down through each layer of Saunders et al.’s (2016 or earlier) ‘Research Onion’, write a critical evaluation of your research proposal developed (drawing on a wide range of research methodology literature). As a result you should state based on your critique, why your approach is the most suitable approach for your chosen research topic and why other approach(es) are NOT suitable. This may be the quantitative or qualitative approach, or indeed a mixture of the two – you must decide and defend your choice. Remember you need to justify all the steps, eg. why have you chosen this specific methodology and data collection tool? Why they are appropriate for addressing your research question and research problem? PRISM1 asked for a general indication of your method, so this is the opportunity to give a detailed justification and demonstrate your application of deeper levels of critical ability applied to research design.

Part B Critical reflection 400 words Critically reflect on the feedback from PRISM1 and how this has been implemented in your research proposal assignment, what have you changed/altered as a result of the feedback. Additional information 1. The maximum wordcount is 3,400 words for both parts. This is a maximum, not a target. 2. Structure your report. Include a title page with the unit title, report title, your student ID number. Use clear, numbered section headings. Include your student ID number and page number on each page. Include a title for every table or figure, along with a source (if you have not originally developed it). Ensure any figures or tables are clearly legible. 3. References must be given using the APA 6 style every time you mention a theory, or another person’s idea(s) – refer to and follow the School’s referencing guide. Be selective and only include material that is relevant to your case. Avoid (over) reliance on websites for your sources as they are rarely peer-reviewed and often contain errors. The reference list (ie. not a bibliography) should be sorted alphabetically by first author surname, do not separate out different types of sources (books, journals, etc) into different lists. 4. One of the key abilities developed through your Master's course is in developing arguments for why other people should agree with your decisions to the point where they can consider it further for adoption. The PRISM assignments are not assessed on what your topic is (since everyone will have a different topic), but they are assessed on criteria such as how your use of evidence, your analysis of literature, and your reflection on your work build convincing and logical reasons to agree with you.

1.0 Introduction: 1.1 Background: The total quality management assignment is based on the Application and importance of lean management strategies and Total Quality management across automobile product manufacturing companies of UK. In the industry of automobile parts manufacturing, it is important to ensure that the products are made up of high quality to suit the requirements of the modern day vehicles. Moreover; it is also essential for the companies of this industry to ensure that the manufacturing cost is kept low so that the parts can be sold at a lower cost. High quality performances as well as reduced cost are the important requirements for the companies of this industry for making financial profits (Abdulrahman et al 2015). In UK, the competition among the companies of this industry has become high and therefore; for maintaining the competitive advantage, it has become necessary to supply the automobile parts at lower costs. Quality of the products is an important requirement as the vehicle manufacturing companies around the world always look for the parts which are strong and which would meet with the required standard quality for the manufacturing process (Raja Sreedharan, Raju and Srivatsa Srinivas 2017). In this aspect, it is also important to induce some important methodologies as well as techniques for reducing the production costs and to improve the quality of the products.

Therefore; lean manufacturing process is an important methodology which can help in enhancing the quality of the products along with helping these companies to reduce the production costs. On the other, total quality management is the technique which can help in enhancing the quality of the products along with assisting the organizations to make the quality improvement throughout the business levels (Hartini and Ciptomulyono 2015). Many automobile manufacturing companies such as Toyota have been extremely successful due to the implementation of the lean manufacturing process in the business. Therefore; it would be interesting to analyze how these techniques can help the automobile parts manufacturing companies of UK (Toma and Naruo, 2017).

1.2 Purpose of the research: This research on total quality management assignment intends to analyze about how lean manufacturing process and total quality management can assist the automobile parts manufacturing companies of UK. It can enhance the quality of the products and to cut down the production costs effectively (Dedyet al. 2016). The purpose is also to analyze how these techniques can be implemented in these companies and how change management can be properly implemented so that these techniques can be implemented properly.

1.3 Aims and objectives: 1.3.1 Aim: The aim outlined in the total quality management assignment is to analyze the importance of lean manufacturing process and total quality management in the automobile parts manufacturing companies of UK. It will be also important to assess all the benefits that these techniques can provide for these companies so that the quality of the products can be improved and the cost-cutting strategies can be implemented successfully (Murugananthamet al. 2018).

1.3.2 Objectives: The objectives for this research are as follows:

To analyze the critical importance of implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK
To identify the different techniques that need to be used for implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK
To assess the strategies of change management for implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK

1.4 Research questions: The research questions examined in the segments of total quality management assignment are as follows:

What is the critical importance of implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK
What are the different techniques that need to be used for implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK
What are the strategies of change management for implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies of UK

1.5 Rationale: 1.5.1 The main issues identified in the context of total quality management assignment: The automobile parts manufacturing companies need to constantly improve the quality of the products in order to meet with the changing demands of the industry. On the other hand, in order to maintain profitability of the business, it has also become important for these companies to cut down the production costs (Bornschlegl et al 2015). Organizations of this industry often struggle to maintain all these requirements and therefore; fail to remain competitive in the industry.

1.5.2 The reasons for the issues: The main reasons for the issues are that these organizations do not have the effective strategies to implement the objectives of quality improvement and low production cost (Marodin et al 2019). Therefore; they struggle to maintain sustainability in the business. Moreover; poor change management is also a major cause for their struggles.

1.5.3 Points that will be covered: In this research of total quality management assignment, the main focus will be to analyze how total quality management and lean manufacturing processes can help these organizations to solve the issues and to identify the change management strategies that will be important to be implemented for successfully implementing these techniques (Dedyet al. 2016).

2.0 Literature review 2.1 Total quality management and lean management across automobile sector The concepts related to lean management and total quality management fragment are efficient across each of the industry that involves regular progress across their operational processes. Developing a better operational design that can help counter issues and establish required standards across the industry are put in to effect with the affiliation of lean management and total quality management concepts (Zainuddinet al. 2019). The ideologies related to change and growth management are significantly helpful in attracting a much wider range of operational excellence for facilitating the desired goals. The total quality management interventions help the industry to accomplish regular changes across their operational structures which is largely required to keep up with the growing industry standards (Sabetet al. 2016). These obligations provide an opportunity to guide and establish improvised set of outcomes throughout the whole process of development. The concerns and liabilities for progress across an industry are largely depicted by its available quality standards. As the quality standards have a major role to play in cooperating with the customer’s requirements and acting accordingly. Each of these dimensions illustrated in this section of total quality management assignment is based on achieving better reach and problem solving abilities for the management processes (Laureani and Antony, 2018). The obligations are linked to associate and integrate a smooth framework that is eligible for putting in to context the whole system of operation and accomplish better end results.

Customer focussed progress is one of the key attributes linked to the operations under total quality management and lean management processes. Thus, an efficient lean or total quality management process is feasible in terms of improvising customer experience and direct customer centric development proposals (Ahmadet al. 2017). Demand centricity of these management interventions are also capable of driving bigger changes that in many cases lead to a remarkable growth it a specific organization or the entire industry (Bastas and Liyanage, 2018). It also helps the customers in making informed choices and thus selecting the best possible product across the industry. The obligations are limited and can be used to diverge the high end impacts across the manufacturing process.

2.2 Effective tools used for TQM and Lean management A typical TQM or Lean management process requires a series of graphs, data collections, results analysis, activities related to work and progress monitoring. Thus, it is not a simple task to keep these functions operational. Although there are several contradictions relating to the usage of total quality management and lean management possibilities across the organizations. But since the number of such contradictory factors is significantly low, any major consideration is not made. The team requires a number of specialized tools and techniques to completing each of these tasks positively (Pa?aiová and Ižaríková, 2019). Thus, a number of supportive tools are placed and a relatively strong form of operational design is used to strengthen the available framework and attract better results related to all-around development (Raja Sreedharanet al.2017). The tools and techniques used in the case scenario of total quality management assignment are based on a general perception and are liable to promote better outcomes for the related industrial progress. A number of tools rated to lean management and Total quality management attributes are discussed across the available sections. The below mentioned sections are feasible in providing a smooth transition and a significant amount of belief over the system.

Pareto principle: Pareto principle is an important tool as it plays an efficient role in designing developments across the process of manufacturing and development. This principle discussed herein total quality management assignment suggests that focussing on relatively smaller number of causes can lead to major effects across the organizational structure. This principle has been used in undermining the quality evolution across companies in a research by Raja Sreedharanet al. (2017). In addition to this, the Pareto principle technique has also been used by Kadoet al. 2016 in its research that is based on analysis of total quality management status across Nigerian firms.This tool is integrated to identify the root cause related to most of the issues and their respective eliminating according to the set standards. Apart from the process identification and analysis, this tool is also linked to assess better comparisons between the before and after situations linked to quality and operations management (Netland, 2016). These comparisons are also very important as these act as the confirmation process for application of these strategies in their full strength. The success aspect that is integrated across this particular tool is linked to promote a hit and trial method of continuous improvements.
Control charts: The total quality management assignment examines the concept of control charts that are statistical process control that is extensively in usage across production and manufacturing operations. This process of controlled variation disturbance is more feasible than the initial process of controlling each of the individual variation. Marodinet al.(2019) have used control charts across their research for relating lean management with operational performance across Brazilian automotive supply chains. Kumar and Wagh(2018), have used control chart as an effective tool for assessing the analytical dimension of quality checks across different production process in their research. The association factor for variations are collective and thus assessment of its trend, helps in gaining a better outcomes and distinguishing possibilities across the whole process of production. Control charts not only control the negative aspects but also suggest regular improvements across the entire variation (Khaliliet al. 2018). Thus, initiates a more feasible standard and initiates a less complex form of process management.
Fishbone or cause and effect diagram: The fishbone or cause and effect diagram is a crucial tool that is widely used for process dispersion analysis. The basic principle for the operation of this tool is its ability to link the problems along with their relative causes. The total quality management assignment analyses the words of Coccia(2018) that describes fishbone diagram as an effective tool for identifying, systematizing and analysis of the sources related to general purpose Technologies in his research.These attributes are segmented and supported with profound techniques and are liable to promote better and less problematic operation. This tool provides the management to acknowledge which are the most prominent reasons that have been directly linked to provide a less impressive form of operation as described by Soareset al.(2017) in their research. This tool helps in increasing the relatability and organizational possibilities across the whole process of manufacturing. The increased relatability supports a significant decrement in the quality and amount of issues that are prevalent (Sabbaghaet al. 2016). A more organized and detailed assessment of the shortcomings relate to a better operational design and an ultimate influence on the organizational as well as industrial health.
Flow charts: Flowcharts are a systematic approach to assess information in order to attain a better understanding of the entire process and its relative complications. Text, pictures and symbols are incorporated together to initiate a more ideal form of approach based on which significant decisions can be made. Flowcharts have also been used by Sreedharan and Raju(2016), in their research of assessing importance of Lean Six Sigma across industries.Especially in a vast sector like automobile manufacturing and management, which requires consistency across insights and a reliability across the design sections. Thus, it is stated herein total quality management assignment that flowcharts are a major help. Tahir(2018), used flowcharts for determining the role of Quality Planning and Quality Improvement Tools in Improving the Quality of Products among the Manufacturing Sector of Punjab, Pakistan in his research.These initiate a more ideal form of managing the information and using it to build positive impact on the business processes. Flowcharts are also an efficient method to add significance across the communication structure. During a communication process the whole system is linked to facilitate better outcomes and the availability of supportive information in the form of flowcharts help the management increase its effectiveness and attract better outcomes (Fonseca and Domingues, 2017).
Bar graphs and histograms: Bar graphs and histograms initiate a more responsive and understandable analysis of the regular data and information forms. These are crucial for providing additional insights to the nature and operational types of a particular event. Thus, are crucial for figuring out the most significant ways to understand a process by assessing its relative data and information segments. This total quality management assignment is also helpful in improvising the entire process by promoting the understanding of operational design linked to a particular process (Gupta and Vardhan, 2016). This helps in increasing the overall efficiency and also initiates a more dedicated design segment for relating the progress to its initial counterparts. Neyestani (2017), has included Bar graphs and histograms as one important constituent in his research named seven basic quality control tools. In addition to this, Lixandru(2016), has mentioned Bar graphs and histograms as important component in his research for Supplier quality management across automotive industries. Bar graphs and histograms are an authentic piece of information that is linked to facilitate a check for any available pattern across the relative process. Category specific forms of histograms and bar graphs are equally important as they are related to understand the individual requirements across each section in consideration to a collective progress.
Check lists and check sheets: The concept of Check lists mentioned in the total quality management assignment are the set of important items that are essential for formulating better outcomes all along the process of management. Each of the design segment across the process of managing resources are sufficient in building a positive environment across the available aspects and thus the entire process is monitored with the help of relevant check lists. Hines et al.(2018) has considered check lists and check sheets as an important tool for reviewing lean journey of a manufacturing organization across its research named The Lean journey: have we got it wrong. Check lists are also crucial for taking informative decisions and incorporating better outcomes for the whole analysis process. It helps in suggesting proper additions at particular point of time and are liable to integrate the formalities positively to the whole system of production and manufacturing. Fonsecaet al. 2017 has elaborated the positive impacts of using checklists for managing quality in its research named Leading quality in the 21st century: Profiles of quality and organizational excellence managers. The check sheets are relative set of data recordings that are put in to place for accepting the desired obligations and attaining a more reasonable form of understanding across the operational structure.

Check sheets are created to achieve a more dedicated form of operation for each of the independent sections and integrate them with a more positive approach to build a better framework for progress. Thus this tool holds an important position across the relative obligations of quality management under automobile sector (Sreedharan and Sunder, 2018).

2.3 Theories and concepts related to total quality management and lean management Theories and concepts related to a particular process or management system illustrated in the total quality management assignment are crucial and are integrated to facilitate better understanding linked to real time obligations and approval of their respective objectives. The outcomes are monitored and assessed with the availability index attached to them (Chuganiet al. 2017). Thus there is a respective number of approach that suggests acknowledgement of a theoretical concept prior to conclusion in any major area of interest. Some of the most effective theories and concepts related to the management obligations across an automobile sector are acknowledged and analysed in the below mentioned sections.

Deming's theory

This theory defines the basic nature of total quality management interventions across any specific industry. This theory describes quality as a ratio of work efforts and the total costs of completion. It provides a comparative relationship between the efforts put in across a process and the total costing involved across the entire process (Pinjari and Teli, 2018). The fact that with an increment in the respective costing there is a significant decrement in the quality standards of the product or service. In order to facilitate a better understanding of these attributes, four significant aspects are promoted under this theory.

System appreciation

This section of total quality management assignment describes the ways in which an organizational system or process works. This segment is important as it helps in building a better outreach and a more desirable form of approach to the whole system.

Variation knowledge

This segment is responsible for dealing with a particular variation across the process. This information linked to variation is quite helpful in achieving a better understanding and initiate a more justified form of progress across the system.

Knowledge theory

This segment of total quality management assignment acknowledges the fact that adequate knowledge is required to establish a better control over the proceedings and also in achieving a thorough analysis of the subject. It increases the chances of success with its high end approval strategies (Bernardoet al. 2018).

Psychology knowledge

A production process is largely affected by the human nature and its related psychologies. Thus inclining a more justified form of understanding is important for facilitating better reach and outbreak for the whole system.

Crosby’s theory

The Crosby's theory of quality management is influential in analysing the expenses and quality standards across the process of manufacturing. This theory suggests that any investment that is carried out across quality enhancement is a good investment. The funds allocated to quality improvising are directly invested to a better customer support and a significant design fragment that will definitely profit in the coming future (Heet al. 2018). There are specific set of absolutes that are important for a manufacturing process based on this particular theory discussed in the context of total quality management assignment. Firstly, define quality as a requirement. This absolute defines the importance of quality across the manufacturing sector. Secondly, application of preventive methods is the best form of approaches to avail better quality standards (Pugnaet al. 2016). Thirdly, this theory defines zero mistakes as the quality performance standard. And fourthly, the measurement of quality can be availed through the price of nonconformity. This theory is crucial for the acknowledgement of better-quality standards for the process of automobile sector manufacturing and management.

2.4. Different research techniques across relevant subjects Majority of the researchers have concluded total quality management as an important segment across the automobile sector across different market conditions. And this factor also holds true due to the highly enhanced set of jurisdictions that have been promoted across the automobile sector with implementation of total quality management. However, there are some researches who have used the amount and extent of customer responses and appraisal techniques as the best measurement channel for analysing total quality management. According to the views of Yuen and Thai (2017), consideration of interaction effects among customer depict the optimized consumer satisfaction across a product or service. This technique was used to assess the usability factor that may or may not be exhibited by total quality management possibilities.

In addition to this there are research attributes mentioned in the total quality management assignment that signify the process of total quality management as a difficult commitment to achieve. The research suggests that achieving a wide ranged change across the quality attribute under total quality management requires high end and companywide commitments. These commitments are in many cases not feasible for the whole unit and thus any minor changes can ruin the entire performance plan at once. This will also enable the authorities to extend less impacts over the whole system of quality management. The research justifies the fact that in order to successfully allocate the provisions of quality management, there is a need for including all the levels of organizational management together. This particular requirement is not fulfilled in many cases and thus full advantage of this concept is not achieved.

2.5. Change Management and Automobile Part Manufacturing Industry Change is an important aspect for any domain, especially when it develops something new. Change management is a process which is implemented across the organizations for adopting recent developments. The literature identifies change management from three different perspectives such as project management, infrastructure management and organizational. Hence, from all perspectives, it is clear in this section of total quality management assignment that the definition is, "a process which approves changes for budget, scope and project timeline; approval for new equipment; and adoption for change in organizations” (Perkins, 2018). Hence, change occurs whenever there is a need for new processes in a domain-oriented industry.

However, change management applies to automobile parts and its manufacturing companies across the UK. As per research study for 156 UK based automobile firms, it is benchmarking used as a form of performance and process evaluation technique to implement changes (Panwar et al., 2013). Henceforth, companies are open to adopting change management processes for obtaining better product quality.

In the manufacturing of automobile parts, engineering change management is implemented to make changes. Engineering change management can be described as modification made in structure, behaviour, and functions of automobile components (Kurdve et al., 2016). In other words, changes are performed in the designing of equipment as per requirements. Thus, change management is a consistent goal for a better and qualified product due to continuous improvements. Moreover, change management strategies are useful in total quality management and lean manufacturing processes.

Change Management Strategies The change management strategies are implemented by the manufacturing companies to obtain systematic solutions. As per the readings used to prepare this total quality management assignment strategic change management is circular in organizations for making more significant changes without leading towards any project failures. Furthermore, strategic change offers modifications for the company's strategies such as scope, deployment of resources, and gaining competitive advantage (Ali Naghibi and Baban, 2011). Hence, in the case of developing automobile parts changes should be implemented for the scope as well as resources of automobile part development. Therefore, change management uses a strategic approach for the planning of modifications in an effective manner. As a result, strategic planning offers direction for development; purpose, identity and control for resources; and efficiency as well as competitive power (Bordum, 2010). Therefore, change management strategies are important to make products successful within manufacturing organizations in the UK.

As per existing literature utilized to prepare this total quality management assignment, strategic change management was implemented by manufacturing organizations through two specific models. John Kotter's Eight-Step model was launched in 1995, defining the vision to make certain changes in the organizations in a short-term goal (Pollack and Pollack, 2014). This model was highly productive and offered objectives to be fulfilled in terms of strategic planning. The eight steps of model include the creation of urgency; provide guidance for the coalition, identify an objective and strategy to be completed; offer communication for change vision to employees; empower people to follow change; complete short-term goals; identify gain; design new approaches (Appelbaum et al., 2012). This model is quite applicable to the automobile parts companies to plan improvement for products. The research of total quality management assignment reveals that the UK provides opportunities in terms of the automobile like modular manufacturing, digital trials, outsourcing, and flexible manufacturing system parts (Trimble et al., 2013).

Whereas another model implements the concept of strategic change management for the manufacturing domain. Kurt's Lewin's three-step model was developed in the year 1950 with processes like unfreeze, change and refreeze. According to this model for strategic change, the organization groups cannot exist in a steady-state. However, they are always moving so that new changes could be adopted smoothly (Cummings, Bridgman and Brown, 2015). In other words, unfreeze process describe that people should choose with the changes occurring in the manufacturing design of parts. Second, change is actual process where change is going to happen for the design and development of a product. Finally, unfreeze process makes people familiar with the new changes acquired in the engineering of automobile parts. Therefore, change management strategies includes models so that practical solutions with high-quality product are obtained.

The change management strategies are applicable to TQM and lean manufacturing processes. Total quality management is a useful measure which depicts a continuous process for improvement of product through employees and customer feedbacks must be followed. Hence, considering the analysis done in this context of total quality management assignment, it is clear that it offers opportunities to the organizations for continuous improvement in the automobile parts designing and engineering processes. It can be observed that change management is a vital source offered by TQM management strategies. As the demand for manufacturing of new automobile parts in the UK has been increased, it is highly important to focus on providing solutions so that higher quality result must be obtained.

The TQM process explored in this chapter of total quality management assignment offers different principles which apply to the manufacturing companies. The principles include – focus on customer services; employee involvement for delivery; must provide a process-centric solution; strategic approach; continuous improvement by making changes, and secure communication (White, 2019). Another implementation of change management includes Lean manufacturing process where solutions are offered when waste becomes minimum and productivity maximum. The TQM and Lean manufacturing both offer continuous change so that new changes in companies could be obtained simultaneously with technological innovations (Rehman, 2013). Hence, the change is vital and applies to TQM and lean manufacturing processes in the automobile domain.

Change Management Strategies for Total Quality Management Implementation Total Quality Management is a process which focuses on offering improvised quality and performance for a product. Their main concern is to exceed the expectations of customers regarding a product. To achieve better quality, the metrics are aligned, such as quality design, quality control, improvements, and quality assurance. However, TQM is a very complex process and offers difficulties for manufacturing organizations to adopt. Therefore, change management is introduced so that people in the firms could adopt TQM process rapidly and reduce difficulties for remodelling and redesigning of a certain part. However, it important to understand different reasons which bring troubles for total quality management processes (Tiwari, 2018). The reasons will bring the requirement of change management model in the organizations.

One of the reasons illustrated in the context of total quality management assignment is a lack of management commitment towards performing processes inadequate manner — secondly, expectations of the part which are unrealistic and cannot be fulfilled to meet basic customer requirements. Third, the limited time frame for reconstruction makes total quality improvements completely inconsistent. Third, the cost for total quality management is much more and cannot be afforded by small scale organizations effectively. Lastly, failure to obtain sustainability in quality-oriented culture is another drawback. Therefore, after understanding all the consequences of TQM failure, one of the key solutions is a change management strategy (Mishra, 2013). The studies have depicted that the use of change management model offers a possible solution for being consistent. Kenya’s manufacturing firm Bamburi Limited applied change management strategy to adopt total quality management process by creating awareness and offering quality vision to develop cultural change (Keinan, and Karugu, 2018).The people will be made aware of changes through a systematic approach. It will lead towards no confusion and team of restructuring for manufacturing parts will be effective.

Lewis Kurt’s change management model is an effective way to improve total quality management processes. There are three steps in this model such as unfreezing, change and defreezing (Cummings, Bridgman, & Brown, 2015). In the first step mentioned in this total quality management assignment, management who are resisting change for the TQM process will be encouraged to gather current issues. The freeze stage will be executed by reaching the employee’s emotional side for implementing TQM as a more straightforward and better approach in automobile parts. After this step, now, management is completely ready for continuous change, and the change process will start where people could update their skills and seek new pieces of training by sharing a good rapport with customers. The last step is defreezing in which maintenance is obtained successfully.

Change Management Strategies for Lean Manufacturing Process Implementation within this total quality management assignment The UK offers good economic revenue and demands an instrumental innovation for building new things. The automobile industry provides the most significant income to them for inventing new parts of vehicles. This constant pressure for creating some innovative brings the concept of lean manufacturing practises. However, lean manufacturing brings several adoption barriers for the organizations such as adoption conflict, cultural differences, health and safety issues as well as a misunderstanding for understanding the purpose of lean (Nordin et al., 2012).

Hence, lean manufacturing even if offers productivity benefit nobody wants to implement it in automobile manufacturing companies in the UK. Therefore, the requirement of change management strategy seems applicable so that culture and structure changes are implemented in the unpredictable environment successfully (Nordin et al., 2012). Thus, Kotter's eight-step model is offered as the desired strategy in the literature for change management.

As per one research study examined in this section of total quality management assignment after using Kotter's eight-step model manufacturing companies obtained some critical benefits like leader support, employee involvement, long term commitment, as well as a systematic lean deployment (Mishra, 2013). Each step defines a methodological approach for seeking the final lean manufacturing result whenever an innovation begins. Another study establishes culture emergent change model which offers solution for change management to lean manufacturing. Furthermore, the process includes shared vision with all the staff members followed by identifying basic rules of operations, as well as the alignment for staff to complete organization's necessary gaols (A. D. and D. J., 2017). Hence, the eight steps in context of total quality management assignment with lean manufacturing are applicable for organizational change.

3.0 Methodology: 3.1 Introduction: This chapter of total quality management assignment will describe the methods that have been used for completing the research. In order to collect and analyse data from various resources, it is extremely essential to choose proper methods. In this aspect, this chapter will describe about the philosophy that has been selected for this research. Further, this chapter discussed within this total quality management assignment will include the description about research approach, research methods, data collection methods, sampling and analysis method that have been used for this research. This chapter will also provide an analysis about the research ethics and limitations regarding the methods that have been used.

3.2 Research philosophy: Due to the fact that for this research, it was essential to collect the data based on realistic overview of the research topic, hence; positivism philosophy has been used. This philosophy has been useful for gaining factual knowledge from the resources that have been used for collecting the data. The main benefit of this philosophy is that the human experience can be used for gaining knowledge regarding the research topic (Sheikh and Sultana 2016). In this aspect, with the help of this philosophy, the factual data have been explained herein total quality management assignment with the help of logic.

3.3 Research approach: For this research on total quality management assignment, deductive approach has been used. This is because; it was important to generate existing theories behind the data that have been collected. With the help of deductive approach, it has been possible to examine the existing theories from the data that have been collected from various resources. According to authors Fletcher (2017), deductive approach is a beneficial way by which a qualitative research can be conducted. Due to the fact that there have been abundant sources for this research, therefore; deductive approach has been considered to be suitable one to support the theories that have been used. The existing theories have been validated with the help of deductive approach used in this research.

3.4 Research design: This research on total quality management assignment will follow a descriptive design based on detailed explanation and summary of all the data that would be collected. This design would help in gaining a detailed knowledge about the perceptions of the sources and also it will be possible to conduct a descriptive analysis of the collected data. Authors Hunter, MacCullum and Howes (2018) summarized that in case of qualitative research; descriptive design helps in analyzing the data in details and also provides the scope for explaining the theories behind the research. Data that have been collected from both primary and secondary resources thus can be analyzed with a detailed description which further will help in explaining the theories with perfection. These are the main reasons why a descriptive design has been chosen for this research.

3.5 Which research strategy is suitable in the context of total quality management assignment? For this research on total quality management assignment, the strategy will be as such that an in-depth analysis could be conducted for all the data that have been collected. In this way, it will suit with the use of qualitative data for this research. Main focus of the study examined in the total quality management assignment will be on conducting an in-depth analysis regarding the use of lean management and total quality management for developing automobile parts in UK. In this aspect, interview technique will be used which will help in conducting the in-depth analysis in a better way. Qualitative method has been used for collecting both primary and secondary data. This is because with the help of qualitative data, it would be possible to conduct a detailed analysis in a better way. Authors Basias and Pollalis (2018) cited that qualitative method helps in analyzing the research data with a descriptive approach and also helps in analyzing the data in details. Moreover; in case of conducting an in-depth analysis on the case scenario of total quality management assignment, qualitative data would be more significant than quantitative data.

3.6 Methods of data collection: Data have been collected from the primary as well as secondary resources. As discussed earlier in this total quality management assignment, qualitative methods have been used for collecting the data, therefore; the secondary data have been collected as detailed theories from the online articles and journals. Along with this, primary data have been collected by conducting an interview with 4 managers of 4 respective automobile parts manufacturing companies of UK. Participants for the interview have been selecting by approaching managers of 8 successful automobile parts manufacturing companies of UK. From them, 4 managers have agreed to participate in the interview and given their consent on the processes that were considered for conducting the interview. Nvivo tool has been used for collecting the data. This tool is extremely useful for analyzing qualitative data and for collecting data from close-ended interviews (Maher et al 2018). Mails were sent to them regarding the interview after taking permission from the human resource departments of the respective companies. Managers were made aware of the purpose of the interview and the ethical considerations that would be maintained while collecting data from them. This helped in taking their consent with ease. The interview questions undertaken in the total quality management assignment were based on open-ended answers and therefore; it has been possible to collect some detailed data as per the perceptions of the managers regarding the questions that have been asked (Guest et al 2017). Questions were based on the research objectives and the topic on the impact of total quality management and lean manufacturing for the automobile manufacturing companies of UK.

For the questions: Refer to appendix..

The answers were used for analyzing the perceptions of the participants of the interview and the results of the analysis were used as the findings of the research. Detailed discussions regarding the findings will be provided in the next chapter of this research. In case of secondary research, data have been taken from the online resources and have been analyzed in the literature review chapter of this research. Secondary data have been based on theories and research from other authors regarding the research topic (Gray 2019). The data that have been collected from the secondary resources in order to prepare this total quality management assignment have helped in understanding the impact of lean manufacturing and total quality management on the automobile parts manufacturing companies of UK.

3.7 Data sampling: Data collected from the primary resources which are from the managers have been sampled separately. According to author Taherdoost (2016), simple random sampling technique helps in avoiding errors as well as biases while sampling the data collected from various sources. In this aspect, simple random sampling technique has been selected by which it has been possible to consider the overall data that have been collected. 4 different samples have been considered for analyzing the data. With the help of the simple random sampling technique, it has been possible to understand the variance in the collected data as well.

3.8 Data analysis: Qualitative analysis technique has been used for this total quality management assignment. This method helped in analysing the data with a descriptive approach. The method of qualitative analysis also helped in conducting an in-depth analysis of the research data (Mohajan, 2018). In this aspect, for this research, content analysis method has been used for the qualitative data. With the help of this method, it has been possible to conduct an analysis on the behaviour and the perceptions of the participations of the interview. Therefore; analysis has been made in the context of total quality management assignment with the sampled data and a detailed result of the analysis will be highlighted in the next chapter of this research.

3.9 Justification of the methodology: The methodology that has been chosen would help in conducting a thorough analysis of the data. Due to the fact that it is important to have a detailed description about the perception of the people associated with the automotive parts manufacturing in UK, hence; qualitative data and interview technique would be extremely useful for this research (Kallio et al 2016). According to authors Kim, Sefcik and Bradway (2017), it is noted herein total quality management assignment that in case of descriptive analysis of data and for using a deductive approach, qualitative method is more beneficial than quantitative or mixed methods in research. Moreover; the design and approach that have been used for collecting data to prepare this total quality management assignment would help in meeting with the requirements of conducting a qualitative analysis. In the case of selecting the participants for the interview, importance has been given on choosing those stakeholders who have significant knowledge regarding the industry and the techniques that have been discussed. Authors Androniceanu (2017) highlighted that in case of implementing TQM in business contexts, it is always important to have a thorough knowledge and experience about it. In this aspect, for the interview, those professionals have been chosen who have the relevant knowledge about the process of TQM and lean manufacturing. For collecting data from the secondary resources, it has been ensured that only the up to date and relevant resources are considered. This method helped in choosing the articles and journals without difficulties. Therefore; the overall method that was used for the research on total quality management assignment has been justified and the benefits of the method have been highlighted as well.

3.10 Limitations of the methodology: Although the methods that were chosen for the research on the total quality management assignment have been effective, however; there are some limitations with these as well. First of all, only qualitative data have been considered for the research. This is mainly due to the fact that the focus of the research has been to collect descriptive data regarding the topic (Quieros, Faria and Almeida 2017). However; it would have been better if some statistical data regarding the past and current scenario on utilization of lean manufacturing process and total quality management in the automobile parts manufacturing companies of UK would have been assessed. Those statistical data analysed to prepare this total quality management assignment would have justified the methodology and would have made it for useful. Moreover; focus was to collect data from managers of at least 8 automobile parts manufacturing companies of UK for ensuring that a significant volume of information would have been analyzed. However; it has been possible to include managers of only 4 companies which have resulted in the collection of limited data for the research. Despite of the limited data collected for the research on total quality management assignment, it has been ensured that important information has been collected for conducting a detailed analysis for the research. Due to this process, it has been possible to use the analysis technique with perfection.

3.11 Ethical considerations for data collection herein total quality management assignment: In terms of collecting data from primary resources, some ethical requirements have been considered. First of all, the participants of the interview were made clear regarding the purpose and requirements of the data. Further; they have been assured about the confidentiality of their personal information as well as other data (Rahman 2017). A signed consent has been taken from the participants regarding their participation in the interview. Transparency has been made regarding the method of communication and data collection. After collection of the data, the information has been kept in a confidential storage system with passwords. This ensured that the data have been kept secured from the access of any unauthorized individual. During analysis of the primary data, the personal information of the participants was kept secret and it has been decided that the data would be disposed securely after 2 years from the completion of the research. In terms of collecting the secondary data for this total quality management assignment, it has been ensured that the original information has not been modified and the references of the authors and their articles have been included. Moreover; the issue of plagiarism has been avoided by the researcher while developing this total quality management assignment during the analysis of the secondary data. It was the responsibility of the researchers to maintain the basic ethics while conducting this research successfully.

3.12 Conclusion: In this chapter of total quality management assignment, a detailed summary of the research methods and their justification has been provided. Along with this, descriptions have been made within this total quality management assignment regarding the proper utilization of the methods for the research. Discussions have been made regarding the method of data collection, sampling and analysis. Moreover; the data collection technique and its benefits for this research have been summarized in this chapter as well. Then, the limitations and the ethical considerations for this research on total quality management assignment have been highlighted in details.

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Appendix: 5 questions have been selected for the interview. The questions that have been asked to the 4 managers are:

What are the current strategies your company has implemented for manufacturing the automobile parts?
What are the challenges your company is facing while manufacturing the automobile parts?
What are your opinions on using lean manufacturing process for manufacturing the automobile parts?
What are your opinions on using total quality management for manufacturing the automobile parts?
According to your perceptions, what strategies of change management should be used for implementing total quality management and lean manufacturing process for the automobile parts manufacturing companies?

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Abstract: Total Quality Management (TQM) is a management philosophy which focuses on customer satisfaction by improving the organisation performance through co-ordination of various processes in all the business units. The purpose of TQM is to provide quality product or service to the customer which inturn provides increased productivity at low ...
Total Quality Management
Assignment. Total quality management (TQM) describes a management approach to long-term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work. Benchmarking - Standard, or a set of standards, used as a point of ...
Assignment on Total Quality Management
INTRODUCTION Total Quality Management is a system of managing quality aspects in the business through maintaining high standards in organizational activities and processes [ CITATION Tza16 \l 1033 ].The present research study has been emphasizing on benefits of implementing the approach of Total Quality Management. Along with this, the discussion is also made of quality management concepts ...
94 Total Quality Management Essay Topic Ideas & Examples
Total Quality Management (TQM) as a Significant Issue in the Contemporary Strategic Management. Total Quality Management is a comparatively new concept in the area of strategic management; it emerged in the 1980s mainly as a response of the American companies to the competitive pressure of organizations from Japan.
Total Quality Management 731 Assigment 1 and 3
Related documents. Information Systems 511; 2021 Assignment Handbook BCOM 2nd YR (3 YR) Semester 2; Total Quality Management 731 assignment 2022; Research - The main movements influencing process re-design over recent years are 'lean
Total Quality Management 621.pdf
Total Quality Management 621.pdf - MODULE: TOTAL QUALITY... Instructions and guidelines NB: 1. Candidates are advised to read the guide lines in the study guide. 2. Assignment questions are on page 3. 3. For reference use prescribed, recommended books and other resources you may come across. 4.
Total Quality Management
ASSIGNMENT 1. 1) What is quality? Quality is defined as the degree of excellence. It is the thing which makes the customer to buy that product and it makes them to pay for it willingly. GSA defines quality as "meeting the customer need's first time and every time". Quality is used to determine how good or bad a product.
Total Quality Management Assignment: Lean Management Strategies in
Total quality management assignment Total quality management practices and performance of manufacturing firms in Kenya: Case of Bamburi Cement Limited. International Academic Journal of Human Resource and Business Administration, 3(1), pp.81-99. Khalili, A., Ismail, M.Y., Karim, A.N.M. and Daud, M.R.C., 2018. Total quality management assignment ...
Assignment On Total Quality Management Final
Management Studies Comilla University Submitted By: Israfil Azam ID: 11805017 Management Studies Comilla University. Date of Submission: 20 August, 2021. Assignment On Total Quality Management Muda-seven classes of waste: Every business is required to maintain their waste management in their business facility for effective profitability.