Appraising Total Quality Management

Appraising Total Quality Management (TQM) as a Tool for Quality Control
Introduction
Total Quality Management (TQM) is a comprehensive management philosophy that aims to

improve the quality of products and services by involving all members of an organization.
TQM emerged in the latter half of the 20th century, driven by the realization that quality was
not solely the responsibility of the quality control department, but rather a company-wide
effort (Ishikawa, 1985). The concept of TQM emphasizes the need for organizations to adopt
a customer-centric approach, continuously improve processes, and empower employees to
participate actively in quality improvement initiatives (Deming, 1986).
One of the key principles of TQM is its focus on customer satisfaction. Organizations that
adopt TQM strive to understand and meet or exceed the needs and expectations of their
customers. This approach requires a deep understanding of customer requirements,
preferences, and perceptions of quality (Crosby, 1979). By aligning their processes and
products with customer needs, organizations can enhance customer loyalty, increase market
share, and ultimately achieve long-term success.
Moreover, TQM promotes a culture of continuous improvement, where organizations

constantly seek to identify and eliminate sources of inefficiency, waste, and defects. This
approach is often facilitated through the use of various quality tools and methodologies, such
as the Plan-Do-Check-Act (PDCA) cycle, Six Sigma, and lean manufacturing (Deming,
1986; Pyzdek & Keller, 2009). By continuously improving processes and reducing
variability, organizations can achieve higher levels of quality, consistency, and efficiency.
Principles of TQM
The core principles of TQM are designed to foster a culture of quality within an organization.
One of the fundamental principles is customer focus, which emphasizes the importance of
understanding and meeting customer needs and expectations (Juran & Gryna, 1988).
Organizations that prioritize customer focus strive to identify and address customer
requirements throughout the product or service lifecycle, from design and development to
delivery and after-sales support.
Another key principle of TQM is continuous improvement, often referred to as "Kaizen"

(Imai, 1986). This principle recognizes that quality is an ongoing journey, and organizations
must constantly seek opportunities to enhance their processes, products, and services.
Continuous improvement encourages organizations to embrace change, learn from mistakes,
and implement incremental improvements over time, leading to sustained quality and
competitiveness.
Employee involvement is another critical principle of TQM. This principle recognizes that
employees at all levels of the organization have valuable knowledge, skills, and perspectives
that can contribute to quality improvement efforts (Ishikawa, 1985). By actively involving
and empowering employees, organizations can tap into this collective expertise, foster a sense
of ownership and commitment, and drive innovation and problem-solving.
Lastly, TQM emphasizes a process-centred approach, which recognizes that quality is not
solely the responsibility of a specific department or function but rather the result of an
interconnected system of processes (Deming, 1986). By understanding and optimizing these
processes, organizations can identify and address root causes of quality issues, streamline
workflows, and achieve greater efficiency and consistency.
Tools of TQM
To support the implementation and continuous improvement of quality, TQM utilizes a

variety of tools and methodologies. One of the most widely adopted frameworks is the ISO
9000 series of quality management standards (International Organization for Standardization,
2015). These standards provide a set of guidelines and requirements for establishing,
maintaining, and improving quality management systems within organizations.
Another powerful tool in the TQM arsenal is Six Sigma, a data-driven methodology that
focuses on reducing process variation and defects (Pyzdek & Keller, 2009). Six Sigma
employs statistical techniques, such as process capability analysis and control charts, to
identify and eliminate root causes of defects, thereby improving product or service quality
and reducing costs associated with rework and waste.
Lean manufacturing principles and tools, such as value stream mapping, 5S (Sort, Straighten,
Shine, Standardize, Sustain), and just-in-time production, are also closely aligned with TQM
(Womack & Jones, 2003). These tools aim to eliminate non-value-added activities, reduce
waste, and optimize process flow, ultimately leading to improved quality, efficiency, and
customer satisfaction.
In addition to these tools, TQM often incorporates other quality improvement techniques,
such as failure mode and effects analysis (FMEA), quality function deployment (QFD), and
design of experiments (DOE) (Stamatis, 2003). These tools assist organizations in identifying
potential risks, translating customer requirements into product features, and optimizing
product or process designs, respectively.
Benefits of TQM
The implementation of TQM can yield numerous benefits for organizations across various
industries. One of the most significant advantages is improved product or service quality,
which directly enhances customer satisfaction and loyalty (Goetsch & Davis, 2014). By
adopting a customer-centric approach and continuously improving processes, organizations
can consistently meet or exceed customer expectations, differentiate themselves from
competitors, and build a strong brand reputation.
TQM can also lead to increased operational efficiency and cost savings. By identifying and
eliminating waste, streamlining processes, and reducing defects and rework, organizations
can optimize resource utilization, reduce cycle times, and minimize costs associated with
quality issues (Flynn et al., 1995). This can result in improved profitability, increased
competitiveness, and better utilization of organizational resources.
Moreover, TQM fosters a culture of employee engagement and empowerment, which can
have positive impacts on job satisfaction, motivation, and retention (Ahire et al., 1996). By
involving employees in quality improvement efforts and valuing their contributions,
organizations can tap into their collective expertise, foster a sense of ownership, and cultivate
a workforce committed to continuous improvement and excellence.
Challenges of TQM
While TQM offers numerous benefits, its implementation and sustained success are not
without challenges. One of the primary obstacles is resistance to change, as TQM often
requires a significant shift in organizational culture, mind-set, and established practices
(Besterfield et al., 2003). Overcoming this resistance may require strong leadership, effective
communication, and a well-planned change management strategy.
Another challenge is the allocation of adequate resources, including time, financial

investment, and personnel (Deming, 1986). Implementing TQM effectively requires
dedicated training, data collection and analysis, and the development or acquisition of
appropriate tools and methodologies. Organizations may need to prioritize resource allocation
and demonstrate a long-term commitment to TQM principles.
Sustaining TQM efforts over time can also be challenging, as organizations may face
changing market conditions, shifts in customer preferences, or complacency after initial
successes (Juran & Gryna, 1988). Maintaining a culture of continuous improvement and
adaptability is crucial to ensure that TQM remains an integral part of the organization's
operations and strategic planning.
Conclusion
In conclusion, Total Quality Management (TQM) is a comprehensive management approach

that serves as a powerful tool for quality control in organizations. By embracing principles
such as customer focus, continuous improvement, employee involvement, and a process-
centered approach, TQM enables organizations to consistently meet or exceed customer
expectations, enhance operational efficiency, and foster a culture of excellence.
While the implementation of TQM presents challenges, such as resistance to change and
resource constraints, the potential benefits, including improved product or service quality,
increased customer satisfaction, and cost savings, make it a compelling strategy for
organizations seeking to gain a competitive advantage in their respective markets.
As the business landscape continues to evolve, the importance of quality will remain
paramount. Organizations that effectively adopt and sustain TQM principles and practices
will be well-positioned to adapt to changing customer needs, drive innovation, and achieve
long-term success in an increasingly competitive global marketplace.
REFERENCES
Ahire, S. L., Golhar, D. Y., & Waller, M. A. (1996). Development and validation of TQM
implementation constructs. Decision Sciences, 27(1), 23-56.
Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M.

(2003). Total quality management (3rd ed.). Pearson Education.
Crosby, P. B. (1979). Quality is free: The art of making quality certain. McGraw-Hill.
Deming, W. E. (1986). Out of the crisis. MIT Press.
Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1995). The impact of quality management
practices on performance and competitive advantage. Decision Sciences, 26(5), 659-691.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence:
Introduction to total quality (8th ed.). Pearson.

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Appraising Total Quality Management (TQM) as a Tool for Quality Control

Total Quality Management (TQM) is a comprehensive management philosophy that aims to

Moreover, TQM promotes a culture of continuous improvement, where organizations

Another key principle of TQM is continuous improvement, often referred to as "Kaizen"

To support the implementation and continuous improvement of quality, TQM utilizes a

Another challenge is the allocation of adequate resources, including time, financial

In conclusion, Total Quality Management (TQM) is a comprehensive management approach

Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M.

Deming, W. E. (1986). Out of the crisis. MIT Press.

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