Total Quality Management
Total Quality Management is a management approach that originated in the 1950s and has
steadily become more popular since the early 1980s. Total Quality is a description of the
culture, attitude and organization of a company that strives to provide customers with
products and services that satisfy their needs. The culture requires quality in all aspects of
the companys operations, with processes being done right the first time and defects and
waste eradicated from operations.
TQM is a method by which management and employees can become involved in the
continuous improvement of the production of goods and services. It is a combination of
quality and management tools aimed at increasing business and reducing losses due to
wasteful practices. Some of the companies who have implemented TQM include Ford
Motor Company, Motorola and Toyota Motor Company.
TQM Defined
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.
TQM views an organization as a collection of processes. It maintains that organizations
must strive to continuously improve these processes by incorporating the knowledge and
experiences of workers. The simple objective of TQM is “Do the right things, right the first
time, every time”. TQM is infinitely variable and adaptable. Although originally applied to
manufacturing operations, and for a number of years only used in that area, TQM is now
becoming recognized as a generic management tool, just as applicable in service and
public sector organizations. There are a number of evolutionary strands, with different
sectors creating their own versions from the common ancestor. TQM is the foundation for
activities, which include:
Commitment by senior management and all employees
Meeting customer requirements
Reducing development cycle times
Just In Time/Demand Flow Manufacturing
Improvement teams
Reducing product and service costs
Systems to facilitate improvement
Line Management ownership
Employee involvement and empowerment
Recognition and celebration
Challenging quantified goals and benchmarking
Focus on processes / improvement plans
Specific incorporation in strategic planning
TQM must be practiced in all activities, by all personnel in a company.
The Principles of TQM are as follows:
1. Quality can and must be managed.
2. Everyone has a customer and is a supplier.
3. Processes, not people are the problem.
4. Every employee is responsible for quality.
5. Problems must be prevented, not just fixed.
6. Quality must be measured.
7. Quality improvements must be continuous.
8. The quality standard is defect free.
9. Goals are based on requirements, not negotiated.
10. Life cycle costs, not front end costs.
11. Management must be involved and lead.
