28 Aug 2019

Introduction
• TQM as an interplay of three fields and approaches:

1. Efficiency concerns rooted in process analysis, related to such traditions as Process

Total Quality Management Engineering, Operations Management, Operations Research, and Statistical Process Control.
Key Concept: Efficient and continuously improving processes for product and service delivery.
2. Concerns about quality of work life, collaborative management-labor relations, and synergy
Maria Socorro M. Bunda through team work. Related to Human Relations Management and Organizational Behavior.
Key Concept: Teamwork, Synergy, and Empowerment.
3. Concerns about the goals of any business, i.e. survival, profits, market share and sustainable
competitive advantage in an increasingly hostile and competitive global environment. This requires
the formulation and implementation of coherent Strategy and Shared Vision.
Key Concept: Strategy, Mission, Vision and Benchmarking.

Key Total Quality Management Concepts
• Core Ideas of TQM:
1. Excellence is ascribed to customer-driven organizations that
systematically integrate customer feedback into their strategic planning
and delivery of products and services.
2. Customer-driven organizations have a strong focus on quality, with
quality being defined as both the measurable dimensions of products
and services and the perceptions of internal and external customers.
3. Continuous improvement is the result of a focus in quality.
4. Improvement means making processes work better.
5. There is a strong need to extend the existing mind-set and shift to
paradigms that see organizational and individual success as a result of
collaboration rather than cutthroat competition.
6. Decisions should be data driven. Previous experience needs to be
systematically documented and analyzed to achieve continuous improvement.
7. Teamwork is the practical application of “collaboration.” in order to be
effective, teams need to be trained in creative and analytical problem-solving
techniques.
8. People should be empowered, i.e., have real input and decision-making power
in job design and organizational policies that affect them.
9. Training and recognition are essential (according to Ishikawa TQM begins and
ends with education).
10. A vision (what Senge has termed as “ shared vision,” which needs to be known
and shared by all employees and managers) is the key to give any organization
a unified direction and avoid wasteful duplication of efforts and infighting.
11. Organizational change is only possible through effective leadership by example.
Empty promises and speeches only make existing problems worse.

Historical Foundations Armand Feigenbaum (Nov.-Dec. 1956 issue of Harvard Business Review)
This management approach and theory has been strongly influenced by • His original exploration of what he referred to as a “way out of dilemma
imposed in businessmen by increasingly demanding customers and by
the ideas of a few American and Japanese scholars and practitioners: ever-spiraling costs of quality…a new kind of quality control, which might
 Feigenbaum be called Total Quality Control” already integrated some of the key
 Deming concepts of what today is known as TQM.
 Juran
 Crosby
 Ishikawa
Quoting Feigenbaum, Ishikawa defined “total quality control” as
 Kano
 Imai An effective system for integrating the quality development, quality
 Mizuno and others maintenance and quality improvement efforts of the various groups in an
organization so as to enable production and service at the most economic
levels which allow for full customer satisfaction. (1985, 90)

1

The reason for this breadth of scope is that the quality of any
product is affected at many stages of the industrial cycle:
1. Marketing evaluates the level of quality customers want and for which
they are willing to pay
2. Engineering reduces this marketing evaluation to exact specification.
3. Purchasing chooses, contracts with, and retains vendors for parts and
materials.
4. Manufacturing engineering selects the jigs, tools, and processes for relay
production.
5. Manufacturing supervision and shop operators exert a major wuality
influence during parts making, subassembly, and final assembly.
6. Mechanical inspection and function test check conformance to
specifications.
7. Shipping influences the caliber of the packaging and transportation.
According to Dr. Deming, only management has the
power to change “systems,” which are responsible for
85% of all defects:
• Another roadblock is management’s supposition that
the production workers are responsible for all trouble:
that there would be no problems in production or in
service if only the workers would do their jobs in the
way they were taught. Pleasant dreams. The workers
are handicapped by the system.
Juran’s Quality Trilogy
Dr. J. M. Juran developed a useful framework to what he referred to as
“a universal thoughtful process – a universal way of thinking about
quality, which fits all functions, all levels, all product lines.
Quality Planning
Quality Control
Quality Improvement
28 Aug 2019
TQM as a Management System
Two Key Concepts developed by Dr. W. Edwards Deming:
1. Management responsibility
2. Intrinsic motivation of workers and their relationship with statistical
process control.
Competent in in every position, from top management to the humblest
worker, if they are doing their best, know all there is to know about their
work except how to improve it. Help toward improvement can come only
from some other kind of knowledge. Help may come from outside the
company, or from better use of knowledge and skills already within the
company, or both. (1975, 6)
Using Statistical terminology, he makes further
reference to management’s responsibility in the
reduction of variation:
Faults of the system (common or environmental causes) 85%.
These faults stay in the system until reduced by management. Their
combined effect is usually easy to measure.
Special causes 15%.
These causes are specific to a certain worker or to a machine. A
statistical signal defects the existence of a special cause, which the
worker can usually identify and correct.
The starting point is Quality Planning – creating a
process that will be able to meet established goals and
so under operating conditions…. Following the
planning, the process is turned over to the operating
forces. Their responsibility is to run the process at
optimal effectiveness (this includes corrective
actions)…the zone defined by the “quality control”
limits. Finally, the Quality Improvement is “ the
process for breaking through to unprecedented levels
of performance.”
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Juran’s approach is essentially the same as Deming’s. Quality is a Defining Quality

management responsibility that needs to be performed systematically
to achieve “continuous improvement” (when it is performed over
time). Ishikawa makes a distinction between a narrow and broad definition of
quality:
This is the same basic idea behind the so-called PDCA or Shewart cycle,
known in Japan as the Deming Cycle: Narrowly interpreted, quality means quality of a product.
Plan: the basic planning process described by Juran
Do: the implementation of the plan
Broadly interpreted, quality means quality of work, quality of service,
Check: evaluation of performance according to critical measures. quality of information, quality of process, quality of division, quality of
Act: Quality improvement efforts based on the lessons learned from people, including workers, engineers, managers, and executives, quality
experience. These experiences feed into the new plan, since PDCA is of systems, quality of company, quality of objectives, etc. (1985,25)
cyclical process.

Garvin (1988) has identified 8 dimensions or categories of

quality that apply for the most part to manufactured products:
1. Performance. It is refers to the primary operating characteristics of
a product (like clarity, color, and the ability to receive distant
stations on a color television set).
2. Features. The “bells and whistles” of a product (like a remote
control for tv).
3. Reliability. The probability of the product’s malfunctioning or failing
within a specific period of time.
4. Conformance. The degree to which a product’s design and
operating characteristics meet pre-established standards (a
definition of quality often used by Phil Crosby).
5. Durability. A measure of product life that has both economic and
technical dimension.
6. Serviceability. The speed, coutesy, competence, and ease of repair.
7. Aesthetics. A user-defined, subjective set of attributes, based on
individual preferences of a product – how a product looks, feels,
sounds, tastes, or smells according to the customer.
8. Perceived Quality. Consumers do not always possess complete
information about a product or a service’s attributes.

Juran defined quality as “fitness to use.” Evolution of the Quality Movement

5 Dimensions of Fitness for use: Garvin’s four quality eras:
1. Quality of Design
2. Quality of Conformance 1. Inspection
3. Availability 2. Statistical Quality Control
4. Safety 3. Quality Assurance
5. Field use 4. Strategic Quality Management

Crosby popularized the concept of “zero defects.”