Total quality management

This article is about the specific approach to qualitymanagement from the 1980s. For quality managementin general, see Quality management.

Total quality management (TQM) consists oforganization-wide efforts to install and make permanenta climate in which an organization continuously improvesits ability to deliver high-quality products and servicesto customers. While there is no widely agreed-uponapproach, TQM efforts typically draw heavily on thepreviously developed tools and techniques of qualitycontrol. TQM enjoyed widespread attention during thelate 1980s and early 1990s before being overshadowedby ISO 9000, Lean manufacturing, and Six Sigma.

1 History

In the late 1970s and early 1980s, the developed coun-tries of North America andWestern Europe suffered eco-nomically in the face of stiff competition from Japan’sability to produce high-quality goods at competitive cost.For the first time since the start of the Industrial Rev-olution, the United Kingdom became a net importer offinished goods. The United States undertook its ownsoul-searching, expressed most pointedly in the televisionbroadcast of If Japan Can... Why Can't We? Firms beganreexamining the techniques of quality control inventedover the past 50 years and how those techniques had beenso successfully employed by the Japanese. It was in themidst of this economic turmoil that TQM took root.The exact origin of the term “total quality management”is uncertain.[1] It is almost certainly inspired by ArmandV. Feigenbaum's multi-edition book Total Quality Control(OCLC 299383303) and Kaoru Ishikawa'sWhat Is TotalQuality Control? The Japanese Way (OCLC 11467749).It may have been first coined in the United Kingdom bythe Department of Trade and Industry during its 1983“National Quality Campaign”.[1] Or it may have been firstcoined in the United States by the Naval Air SystemsCommand to describe its quality-improvement efforts in1985.[1]

1.1 Development in the United States

In the spring of 1984, an arm of the United States Navyasked some of its civilian researchers to assess statisticalprocess control and the work of several prominent qual-

ity consultants and to make recommendations as to howto apply their approaches to improve the Navy’s op-erational effectiveness.[2] The recommendation was toadopt the teachings of W. Edwards Deming.[2][3] TheNavy branded the effort “Total Quality Management” in1985.[2][Note 1]

From the Navy, TQM spread throughout the US FederalGovernment, resulting in the following:

• The creation of the Malcolm Baldrige NationalQuality Award in August 1987

• The creation of the Federal Quality Institute in June1988

• The adoption of TQM by many elements of gov-ernment and the armed forces, including the UnitedStates Department of Defense,[4] United StatesArmy,[5] and United States Coast Guard[6]

The private sector followed suit, flocking to TQM princi-ples not only as a means to recapture market share fromthe Japanese, but also to remain competitive when bid-ding for contracts from the Federal Government[7] since“total quality” requires involving suppliers, not just em-ployees, in process improvement efforts.

2 Features

There is no widespread agreement as to what TQM is andwhat actions it requires of organizations,[8][9][10] howevera review of the original United States Navy effort gives arough understanding of what is involved in TQM.The key concepts in the TQM effort undertaken by theNavy in the 1980s include:[11]

• “Quality is defined by customers’ requirements.”

• “Top management has direct responsibility for qual-ity improvement.”

• “Increased quality comes from systematic analysisand improvement of work processes.”

• “Quality improvement is a continuous effort andconducted throughout the organization.”

The Navy used the following tools and techniques:

1

2 2 FEATURES

• The PDCA cycle to drive issues to resolution

• Ad hoc cross-functional teams (similar to quality cir-cles) responsible for addressing immediate processissues

• Standing cross-functional teams responsible for theimprovement of processes over the long term

• Active management participation through steeringcommittees

• Use of the Seven Basic Tools of Quality to analyzequality-related issues

2.1 Notable definitions

While there is no generally accepted definition of TQM,several notable organizations have attempted to define it.These include:

2.1.1 United States Department of Defense (1988)

“Total Quality Management (TQM) in theDepartment of Defense is a strategy for con-tinuously improving performance at every level,and in all areas of responsibility. It combinesfundamental management techniques, existingimprovement efforts, and specialized technicaltools under a disciplined structure focused oncontinuously improving all processes. Improvedperformance is directed at satisfying such broadgoals as cost, quality, schedule, and missionneed and suitability. Increasing user satisfac-tion is the overriding objective. The TQM ef-fort builds on the pioneering work of Dr. W. E.Deming, Dr. J. M. Juran, and others, and ben-efits from both private and public sector experi-ence with continuous process improvement.” [4]

2.1.2 British Standards Institution standard BS7850-1:1992

“A management philosophy and companypractices that aim to harness the human andmaterial resources of an organization in themost effective way to achieve the objectives ofthe organization.” [12]

2.1.3 International Organization for Standardiza-tion standard ISO 8402:1994

“A management approach of an organisa-tion centred on quality, based on the participa-tion of all its members and aiming at long termsuccess through customer satisfaction and ben-efits to all members of the organisation and so-ciety.” [13]

2.1.4 The American Society for Quality

“A term first used to describe a managementapproach to quality improvement. Since then,TQM has taken on many meanings. Simplyput, it is a management approach to long-termsuccess through customer satisfaction. TQM isbased on all members of an organization par-ticipating in improving processes, products, ser-vices and the culture in which they work. Themethods for implementing this approach arefound in the teachings of such quality leaders asPhilip B. Crosby, W. Edwards Deming, ArmandV. Feigenbaum, Kaoru Ishikawa and Joseph M.Juran.” [14]

2.1.5 The Chartered Quality Institute

“TQM is a philosophy for managing an or-ganisation in a way which enables it to meetstakeholder needs and expectations efficientlyand effectively, without compromising ethicalvalues.” [15]

2.1.6 Baldrige Excellence Framework

In the United States, the Baldrige Award, created by Pub-lic Law 100-107, annually recognizes American busi-nesses, education institutions, health care organizations,and government or nonprofit organizations that are rolemodels for organizational performance excellence. Orga-nizations are judged on criteria from seven categories:[16]

1. Leadership

2. Strategy

3. Customers

4. Measurement, analysis, and knowledge manage-ment

5. Workforce

6. Operations

7. Results

Example criteria are:[17]

• How do you obtain information on your customers’satisfaction relative to their satisfaction with yourcompetitors?

• How do you select, collect, align, and integrate dataand information for tracking daily operations?

• How do you manage your workforce, its needs, andyour needs to ensure continuity, prevent workforcereductions, and minimize the impact of workforce re-ductions, if they do become necessary?

3

JosephM. Juran believed the Baldrige Award judging cri-teria to be the most widely accepted description of whatTQM entails.[8]:650

2.2 Standards

During the 1990s, standards bodies in Belgium, France,Germany, Turkey, and the United Kingdom attempted tostandardize TQM. While many of these standards havesince been explicitly withdrawn, they all are effectivelysuperseded by ISO 9000:

• Total Quality Management: Guide to ManagementPrinciples, London, England: British StandardsInstitution, 1992, ISBN 9780580211560, OCLC655881602, BS 7850

• Electronic Components Committee (1994),Guide to Total Quality Management (TQM) forCECC-Approved Organizations, Brussels, Bel-gium: European Committee for ElectrotechnicalStandardization, CECC 00 806 Issue 1

• System zur Zukunftssicherung: Total Quality Man-agement (TQM), Düsseldorf, Germany: VereinDeutscher Ingenieure, 1996, OCLC 632959402,VDI 5500

• Total Quality and Marketing/Management Tools,Paris, France: AFNOR, 1998, FD X50-680

• Total Quality Management: Guide to ManagementPrinciples, Turkish Standards Institution (TSE),2006, TS 13133

3 Legacy

Interest in TQM as an academic subject peaked around1993.[1]

The Federal Quality Institute was shuttered in Septem-ber 1995 as part of the Clinton administration's effortsto streamline government.[18] The European Centre forTotal Quality Management closed in August 2009, a ca-sualty of the Great Recession.[19]

TQM as a vaguely defined quality management approachwas largely supplanted by the ISO 9000 collection ofstandards and their formal certification processes in the1990s. Business interest in quality improvement underthe TQM name also faded as Jack Welch's success at-tracted attention to Six Sigma and Toyota's success at-tracted attention to Lean manufacturing, though the threeshare many of the same tools, techniques, and significantportions of the same philosophy.TQM lives on in various national quality awards aroundthe globe.[20]

4 Footnotes[1] The Navy rebranded its effort “Total Quality Leadership”

in 1990.[2]

5 See also

• ISO 9000

• Lean manufacturing

• List of national quality awards

• Malcolm Baldrige National Quality Award

• Quality management

• Six Sigma

• Zero Defects

6 References[1] Martínez-Lorente, Angel R.; Dewhurst, Frank; Dale, Bar-

rie G. (1998), “Total Quality Management: Origins andEvolution of the Term”, The TQM Magazine (Bingley,United Kingdom: MCBUniversity Publishers Ltd) 10 (5):378–386, doi:10.1108/09544789810231261

[2] Houston, Archester; Dockstader, Steven L. (1997), TotalQuality Leadership: A Primer (PDF), Washington, D.C.:United States Navy, pp. 10–11, OCLC 38886868, 97-02,retrieved 2013-10-19

[3] McDaniel, Delora M.; Doherty, Linda M. (February1990), Total Quality Management Case Study in a NavyHeadquarters Organization, San Diego, California: NavyPersonnel Research and Development Center, p. 1,OCLC 227755405, NPRDC-TN-90-10, retrieved 2013-10-20, Effective implementation of Total Quality Man-agement (TQM) to improve quality and productivity isbased upon the philosophy and management principles ofW. Edwards Deming.

[4] United States Department of Defense (1989), Total Qual-ity Management: A Guide for Implementation, Springfield,Virginia: National Technical Information Service, OCLC21238720, DoD 5000.51-G

[5] Total Army Quality Management, Washington, D.C.:United States Army, 1992-06-12, Army Regulation 5–1,retrieved 2013-10-19

[6] Nelson, Robert T. (1991-01-10), COAST GUARD TOTALQUALITY MANAGEMENT (TQM) GENERIC ORGANI-ZATION (PDF), Washington, D.C.: United States CoastGuard, COMDTINST 5224.7, retrieved 2013-10-19

[7] Creech, Bill (1994), The Five Pillars of TQM: How toMake Total Quality Management Work for You, NewYork: Truman Talley Books/Dutton, p. 153, ISBN9780525937258, OCLC 28508067, ...the DOD took

4 7 FURTHER READING

steps to extend its reach to the thousands of vendors whosell to the department... Thus was born the DOD’s TQMoutreach program to all its vendors, large and small. Andthe TQM banners went up all over America.

[8] Juran, JosephM. (1995),AHistory ofManaging for Qual-ity: The Evolution, Trends, and Future Directions of Man-aging for Quality, Milwaukee, Wisconsin: ASQC QualityPress, p. 596, ISBN 9780873893411, OCLC 32394752,retrieved 2013-10-20

[9] Holmes, Ken (1992), Total Quality Management,Leatherhead, United Kingdom: Pira International, Ltd.,p. 10, ISBN 9781858020112, OCLC 27644834, Askten people what TQM is and you will hear ten differentanswers. There is no specification or standard for it, orcertification programme to proclaim that you have it.What we understand by TQM probably depends on whichof the thought leaders, (often referred to as 'gurus’) wehave come across.

[10] Creech, Bill (1994), The Five Pillars of TQM: How toMake Total Quality Management Work for You, NewYork: Truman Talley Books/Dutton, p. 4, ISBN9780525937258, OCLC 28508067, In fact, the termTQM has become so widely used that it has become thenumber one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now coversa very broad tent encompassing all sorts of managementpractices. In my management advisory activities I run intoscores of these different programs all parading under thesame name. Few are alike, and those varied programshave a wide variety of features—a mixture of the old andthe new—with, in more cases than not, very little of thenew. ... However, I have forewarned you there are al-most as many different TQM programs as there are com-panies that have started them because that creates confu-sion about what to do in your own case.

[11] Houston, Archester (December 1988), A Total Qual-ity Management Process Improvement Model (PDF), SanDiego, California: Navy Personnel Research and Devel-opment Center, pp. vii–viii, OCLC 21243646, AD-A202154, retrieved 2013-10-20

[12] Hoyle, David (2007), Quality Management Essentials,Oxford, United Kingdom: Butterworth-Heinemann, p.200, ISBN 9780750667869, OCLC 72868446, retrieved2013-10-19

[13] Pfeifer, Tilo (2002), Quality Management: Strategies,Methods, Techniques, Munich, Germany: Carl HanserVerlag, p. 5, ISBN 9783446220034, OCLC 76435823,retrieved 2013-10-19

[14] “Quality Glossary - T”. http://asq.org''. Milwaukee, Wis-consin: American Society for Quality. Retrieved 2013-10-19.

[15] “Factsheet: Total quality management (TQM)". http://www.thecqi.org''. London, England: The Chartered Qual-ity Institute. Retrieved 2013-10-19.

[16] “2015–2016 Baldrige Excellence Framework”. http://www.nist.gov''. Gaithersburg, Maryland: National Insti-tute of Standards and Technology. Retrieved 2015-01-10.

[17] 2011–2012 Criteria for Performance Excellence (PDF),Gaithersburg, Maryland: National Institute of Standardsand Technology, 2011-01-12, retrieved 2010-10-20

[18] Dusharme, Dirk (August 1995), “Federal Quality Insti-tute Set to Close”, Quality Digest (Red Bluff, California:QCI International), ISSN 1049-8699, OCLC 17469778,retrieved 2013-10-19

[19] “European Centre for Total Quality Management”. http://www.brad.ac.uk''. Bradford, United Kingdom: Universityof Bradford. Retrieved 2013-10-19. The European Cen-tre for TQM has ceased to exist as from the end of August2009. For all information related to ECTQM and its activ-ities, please contact Professor Mohamed Zairi.

[20] Vokurka, Robert J; Stading, Gary L; Brazeal, Jason(August 2000). “A Comparative Analysis of Nationaland Regional Quality Awards” (PDF). Quality Progress(Milwaukee, Wisconsin: American Society for Quality)33 (8): 41. ISSN 0033-524X. Archived from the originalon unknown. Retrieved 2014-05-05. Check date valuesin: |archive-date= (help)

7 Further reading

• Deming, W. Edwards (1986), Out of the Crisis,Cambridge, Massachusetts: Massachusetts Insti-tute of Technology, ISBN 9780911379013, OCLC13126265, retrieved 2013-12-07 (Originally pub-lished in 1982 as Quality, Productivity, and Compet-itive Position, OCLC 9234321)

• Feigenbaum, Armand V. (1983), Total Quality Con-trol (3 ed.), New York: McGraw-Hill, Inc., ISBN9780070203532, OCLC 8552734

• Rehder, Robert; Ralston, Faith (Summer 1984).“Total Quality Management: A RevolutionaryMan-agement Philosophy”. S.A.M. Advanced Manage-ment Journal (Cincinnati, Ohio: The Society for Ad-vancement of Management) 49 (3): 24-33. ISSN0749-7075. OCLC 11220842.

• Ishikawa, Kaoru (1985),What Is Total Quality Con-trol? The Japanese Way (1 ed.), Englewood Cliffs,New Jersey: Prentice-Hall, ISBN 9780139524332,OCLC 11467749

• Department of Defense (1990-02-15), Total Qual-ity Management Guide: A Two Volume Guide forDefense Organizations, 1—Key Features of theDoD Implementation, Washington, D.C.: UnitedStates Department of Defense, OCLC 26866911,ADA225196, retrieved 2013-12-07

• Office of the Deputy Under Secretary of De-fense for Total Quality Management (1990-02-15),Total Quality Management Guide: A Two Vol-ume Guide for Defense Organizations, 2—A Guideto Implementation, Washington, D.C.: United

5

States Department of Defense, OCLC 834271878,ADA230439, retrieved 2013-12-07

8 External links• Example Baldrige Award criteria

• The American Society for Quality resource page onTQM

• The Chartered Quality Institute resource page onTQM

• The Economist resource page on TQM

6 9 TEXT AND IMAGE SOURCES, CONTRIBUTORS, AND LICENSES

9 Text and image sources, contributors, and licenses

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