Total quality management

Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes. [1]

TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement. [2]

Contents

TQM and Six Sigma

The Six Sigma management strategy originated in 1986 from Motorola’s drive towards reducing defects by minimizing variation in processes. [3]

The main difference between TQM and Six Sigma (a newer concept) is the approach.[4] At its core, Total Quality Management (TQM) is 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.

The methods for implementing this approach come from people such as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.

See also

Further reading

  • Deming, W. Edwards. Out of the Crisis (1986)
  • Ishikawa, Kaoru. What is Total Quality Control? The Japanese Way (1985)
  • Feigenbaum, A.V. Total Quality Control (1991)
  • Juran, J.M. Juran on Leadership for Quality: An Executive Handbook (1989)
  • Crosby, Philip B. (January 1989). Let's Talk Quality: 96 Questions You Always Wanted to ask Phil Crosby (1st ed.). McGraw-Hill. p. 208. ISBN 978-0070145658. 

References

  1. ^ Ahire, S. L. 1997. Management Science- Total Quality Management interfaces: An integrative framework. Interfaces 27 (6) 91-105.
  2. ^ Cua, K. O., K. E. McKone, and R. G. Schroeder. 2001. Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management 19 (6) 675-694.
  3. ^ Anand, G., P. T. Ward, and M. V. Tatikonda. 2010. Role of explicit and tacit knowledge in six sigma projects: An empirical examination of differential project success. Journal of Operations Management 28 (4) 303-315.
  4. ^ "Six Sigma vs. Total Quality Management". http://www.pmhut.com/six-sigma-vs-total-quality-management. Retrieved April 19, 2010.