Total quality management (TQM) is a management approach that aims to continuously improve the quality of products, processes, and services by involving all employees in a continuous process of identifying and addressing problems and opportunities for improvement. Some of the key features and benefits of TQM theories include the following:
- Customer focus: TQM emphasises meeting customer needs and expectations by regularly soliciting customer feedback and using it to drive continuous improvement.
- Continuous improvement: TQM promotes a culture of continuous improvement, encouraging employees to identify and address problems and opportunities for improvement as they arise.
- Employee involvement: TQM recognises the importance of involving all employees in the improvement process and empowering them to take ownership of their work and contribute to the organisation’s overall success.
- Process-oriented approach: TQM focuses on the processes that drive an organisation rather than just the end product or service. By examining and improving these processes, organisations can improve the quality and efficiency of their operations.
- Data-driven decision-making: TQM encourages using data and metrics to track and measure progress and guide decision-making. This helps organisations make informed decisions about where to focus their improvement efforts.
- Cross-functional collaboration: TQM encourages collaboration across departments and functions to identify and address problems and opportunities for improvement.
TQM can help organisations improve the quality of their products and services, increase efficiency and productivity, and enhance customer satisfaction.
Total quality management definitions
The British Standards Institute (BSI) is a professional organisation developing and publishing standards for various industries and sectors. BS 7850-1:1992 is a standard that guides the principles and practices of total quality management (TQM). It outlines the key elements of TQM and describes how organisations can implement TQM to continuously improve the quality of their products, processes, and services.
The International Organization for Standardization (ISO) is a non-governmental organisation that develops and publishes international standards for various industries and sectors. ISO 9000:2005 is a standard that provides a framework for organisations to establish and maintain a quality management system. It outlines the requirements for a quality management system and guides on implementing and maintaining it.
BS 7850-1:1992 and ISO 9000:2005 are widely recognised as standards for TQM and are used by organisations worldwide to help improve the quality of their products and services. They provide a common set of principles and practices organisations can follow to implement and maintain a TQM system.
Dimensions of total quality management
Organisations can focus on many dimensions or elements of total quality management (TQM) to continuously improve the quality of their products, processes, and services. Some of the critical dimensions of TQM include the following:
- Continuous improvement: TQM emphasises the importance of continuous improvement, encouraging organisations to regularly review and assess their operations and identify opportunities for improvement.
- Process control: TQM focuses on the processes that drive an organisation rather than just the end product or service. By examining and improving these processes, organisations can improve the quality and efficiency of their operations.
- Management and leadership: TQM recognises the importance of strong management and leadership in driving continuous improvement. Effective management and leadership can help create a quality culture within an organisation and provide the necessary resources and support for improvement efforts.
- Teamwork: TQM emphasises the importance of teamwork and collaboration in driving continuous improvement. Organisations can tap into their workforce’s collective knowledge and expertise by involving all employees in the improvement process and encouraging cross-functional collaboration.
These dimensions are interconnected and work together to help organisations continuously improve the quality of their products and services and enhance customer satisfaction.
Theories of total quality management
Several theories of total quality management (TQM) have been developed over the years by influential figures in the field. These theories provide a framework for organisations to implement and maintain a TQM system. Some of the critical theories of TQM include the following:
- Crosby’s theory: Philip Crosby is credited with developing the concept of zero defects, which involves striving for perfection in all aspects of an organisation’s operations. His theory emphasises the importance of prevention rather than correction and the need for top management to take a leadership role in driving continuous improvement.
- Juran’s theory: Joseph Juran is known for his work on the concept of quality planning, which involves identifying the critical quality requirements of a product or service and then designing processes and systems to meet those requirements. His theory emphasises the importance of customer focus and the need to involve all employees in the improvement process.
- European Foundation for Quality Management (EFQM) model: The EFQM model is a framework for organisations to assess and improve their performance based on nine critical criteria: leadership, people, policy and strategy, partnerships and resources, processes, products and services, customer results, people results, and society results.
These theories provide a foundation for organisations to implement and maintain a TQM system that focuses on continuous improvement, customer focus, and employee involvement.
Methodologies
There are several methodologies that organisations can use to implement and maintain a total quality management (TQM) system. Some of the most well-known methodologies include:
- Six Sigma: Six Sigma is a data-driven methodology aiming to improve product quality, processes, and services by identifying and addressing defects and variability. The Six Sigma process involves defining the problem, measuring the current state, analysing the root causes of the problem, improving the process, and controlling the improvements to ensure they are sustained.
- DMAIC: DMAIC is a structured process used in Six Sigma to improve existing processes. It stands for Define, Measure, Analyse, Improve, and Control. The DMAIC process involves defining the problem, collecting data to measure the current state, analysing the data to identify the root causes of the problem, implementing improvements, and controlling the improvements to ensure they are sustained.
- Lean manufacturing: Lean manufacturing is a methodology that aims to eliminate waste and improve efficiency by identifying and eliminating non-value-added activities in a manufacturing process. It focuses on streamlining processes, reducing inventory, and increasing flow.
- Zero defects: Zero defects is a philosophy emphasising the importance of striving for perfection in all aspects of an organisation’s operations. It involves setting high-quality standards and taking proactive steps to prevent defects from occurring.
- Just-in-time (JIT) manufacturing: JIT manufacturing is a methodology that involves producing goods in small quantities as they are needed rather than producing large quantities in advance. This helps to reduce inventory and waste and improve efficiency.
- Quick response manufacturing (QRM): QRM is a methodology that aims to reduce lead times and improve responsiveness to customer demand by streamlining processes and reducing waste.
These methodologies provide tools and techniques organisations can use to implement and maintain a TQM system that focuses on continuous improvement, efficiency, and customer satisfaction.
Deming Cycle
The Deming Cycle, also known as the Plan-Do-Check-Act (PDCA) cycle, is a continuous quality improvement model proposed by Dr W. Edwards Deming. The cycle consists of four stages:
- Plan: Identify the problem or opportunity and develop a plan to address it.
- Do: Implement the plan and collect data on its effectiveness.
- Check: Analyse the data to determine whether the plan successfully achieved the desired result.
- Act: Based on the results of the analysis, make changes to the plan as needed and repeat the cycle.
The Deming Cycle is designed to be an iterative process that organisations can continuously use to improve their products, processes, and systems. It is a key component of total quality management (TQM) and is often used in conjunction with other TQM tools and techniques such as Six Sigma and Lean.
Best Practice
Organisations can follow several best practices to implement and maintain a total quality management (TQM) system that is effective and sustainable. Some of the essential best practices include:
- Continuous improvement: TQM emphasises the importance of continuous improvement, encouraging organisations to regularly review and assess their operations and identify opportunities for improvement. Best practice involves establishing a culture of continuous improvement supported by top management and embraced by all employees.
- Customer focus: TQM emphasises the importance of meeting customer needs and expectations. Best practice involves regularly soliciting customer feedback and using it to drive continuous improvement, establishing clear customer service standards and regularly measuring customer satisfaction.
- Clear implementation strategy: Effective TQM requires a clear and well-defined implementation strategy that outlines the steps needed to establish and maintain a TQM system. This should include identifying key performance indicators, setting targets and goals, and establishing a plan for continuous improvement.
- Employee involvement: TQM recognises the importance of involving all employees in the improvement process. Best practice involves empowering employees to take ownership of their work and encouraging them to identify and address problems and opportunities for improvement.
- Data-driven decision-making: TQM encourages using data and metrics to track and measure progress and guide decision-making. Best practice involves establishing a system for collecting and analysing data and using it to inform improvement efforts.
- Cross-functional collaboration: TQM emphasises the importance of collaboration across departments and functions to identify and address problems and opportunities for improvement. Best practice involves establishing a culture of collaboration and communication that encourages teamwork and sharing ideas and expertise.
These best practices can help organisations implement and maintain a TQM system that is effective, sustainable, and aligned with their business goals and objectives.
Possible impacts of total quality management
Positives
Implementing and maintaining a total quality management (TQM) system has many potential benefits. Some of the key benefits include:
- Quality improvement: TQM aims to continuously improve the quality of products, processes, and services. By identifying and addressing problems and opportunities for improvement, organisations can improve the quality of their products and services and enhance customer satisfaction.
- Competitive advantage: TQM can help organisations gain a competitive advantage by improving efficiency, reducing costs, and increasing customer satisfaction. This can lead to improved cost management, increased revenues, higher sales volumes, increased market share, and improved profitability. TQM can also help organisations build a strong reputation for quality, leading to market leadership and a competitive edge in the marketplace.
- Meeting business objectives: TQM can help organisations achieve their business objectives by focusing on continuous improvement and customer satisfaction. Organisations can improve their operations and achieve their goals by identifying and addressing problems and opportunities for improvement.
- Meeting customer needs: TQM emphasises the importance of meeting the needs and expectations of both internal and external customers. By regularly soliciting customer feedback and using it to drive continuous improvement, organisations can ensure that they are meeting the needs of their customers.
- Value added: TQM can help organisations add value to their products and services by improving quality, reducing costs, and increasing efficiency. This can lead to increased customer satisfaction and loyalty.
- Continuous improvement: TQM promotes a culture of continuous improvement, encouraging organisations to regularly review and assess their operations and identify opportunities for improvement. This helps organisations stay competitive and adapt to changing market conditions.
TQM can help organisations improve the quality of their products and services, gain a competitive advantage, and achieve their business objectives. It can also help organisations add value for their customers and stay competitive in the marketplace.
Negatives
Implementing a total quality management (TQM) system can be challenging, as it requires significant commitment and resources. Some of the key difficulties that organisations may face when implementing TQM include the following:
- Level of commitment: TQM requires a strong commitment from top management to drive continuous improvement and change. Without this level of commitment, it can be difficult to establish a quality culture and sustain the changes required to improve operations.
- Availability of resources: Implementing and maintaining TQM requires time, money, and personnel. Organisations may face challenges in securing the necessary resources to support TQM efforts.
- Lack of expertise: TQM requires specialised knowledge and skills in process improvement, data analysis, and customer service. Organisations may face challenges in developing the necessary expertise within their workforce.
- Costs: Implementing TQM can involve significant upfront costs, including training, process redesign, and technology. Organisations may face challenges in justifying these costs and securing the necessary budget.
- Re-engineering required: TQM often involves significant changes to processes and systems, which can be challenging to implement. Organisations may face challenges in re-engineering their operations to support TQM.
- Timescales: Implementing TQM can take time, as it involves changing processes, systems, and culture. Organisations may face challenges in achieving the desired results within a reasonable timescale.
Implementing TQM requires significant commitment, resources, and expertise and can involve substantial changes to processes and systems. It is essential for organisations to carefully plan and manage the implementation process to overcome these challenges and realise the benefits of TQM.