UNIT 6.

STRATEGIC QUALITY MANAGEMENT

Overview
This unit presents the concept of strategic quality management and its role in the
success of an organization. Basically, this unit aims to give ideas on the development of timely
strategies responsive to the latest TQM trends practice by different industry, models to be
used and quality management methodology for the implementation of total quality
management in any sphere of business and public sector.

Learning Objectives

At the end of the unit, I am able to:

1. apply appropriate TQM practices base on different situation or circumstances that
is happening in an organization; and
2. develop a business strategy driven by total quality management.

Setting up

Name: _____________________________________________ Date: __________________

Course/Year/Section: ___________________________

Direction: Explain the following words or terms:

a. Strategy
b. Strategic management
c. Strategic planning
d. Total quality management
e. Strategic quality management

My Answer:

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Lesson Proper

Strategy and Strategic Management Defined

Strategy is defined as "the determination of the basic long-term goals of an enterprise

and the adoption of courses of action and the allocation of resources necessary for carrying
out these goals. Strategies are established to set direction, focus effort, define or clarify the
organization, and provide consistency or guidance in response to the environment. Michael
Porter defined strategy in 1980 as the "...broad formula for how a business is going to
compete, what its goals should be, and what policies will be needed to carry out those goals"
and the "...combination of the ends (goals) for which the firm is striving and
the means (policies) by which it is seeking to get there." He continued that: "The essence of
formulating competitive strategy is relating a company to its environment.
Strategic management involves the formulation and implementation of the major
goals and initiatives taken by a company's top management on behalf of owners, based on
consideration of resources and an assessment of the internal and external environments in
which the organization competes.
The importance of strategic management is that it enables an organization
achieve total quality for absolute customer satisfaction. The success of any organization
lies on the customers who are the core stakeholders. With customer satisfaction, there will
be consistent improvement in their loyalty. The eventual customer loyalty guarantees an
organization the future business prospects which indicate the sustainability of the business
in the long term.
Strategic management involves the related concepts of strategic
planning and strategic thinking. Strategic planning is analytical in nature and refers to
formalized procedures to produce the data and analyses used as inputs for strategic thinking,
which synthesizes the data resulting in the strategy. Strategic planning may also refer to
control mechanisms used to implement the strategy once it is determined. In other words,
strategic planning happens around the strategic thinking or strategy making activity.

What is the relation of Strategic Planning and Total Quality Management?

When an organizations chooses to make quality a major competitive edge
(differentiation), it becomes the central issue in strategic planning. This is especially reflected
in vision, mission and policy guidelines of an organization.
An essential idea behind strategic quality planning is that the product is customer
value rather than a physical product or service. This feat cannot be achieved unless an
organization creates a culture of quality and no strategy and plan can be worthwhile unless
it is carefully implemented.

VMOSA (Vision, Mission, Objectives, Strategies, and Action Plans)

Strategic planning is also the process by which an organization defines its own
"VMOSA;" that is, its Vision, Mission, Objectives, Strategies, and Action Plans. VMOSA is a
practical planning process used to help organizations and different community groups define
a vision and develop practical ways to enact change. VMOSA helps an organization set and
achieve short term goals while keeping sight of the long term vision. The implementation of
this planning process into the firm's efforts supports developing a clear mission, building
consensus, and grounding the group's dreams. This comprehensive planning tool can help an
organization by providing a blueprint for moving from dreams to actions to positive
outcomes for the community and stakeholders as well.

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Why should organization use VMOSA?
Why should an organization use this planning process? There are many good reasons,
including all of the following:
 The VMOSA process grounds your dreams. It makes good ideas possible by laying out
what needs to happen in order to achieve your vision.
 By creating this process in a group effort (taking care to involve both people affected
by the problem and those with the abilities to change it), it allows your organization
to build consensus around your focus and the necessary steps your organization
should take.
 The process gives you an opportunity to develop your vision and mission together
with those in the community who will be affected by what you do. That means that
your work is much more likely to address the community’s real needs and desires,
rather than what you think they might be. It also means community ownership of the
vision and mission, putting everyone on the same page and greatly increasing the
chances that any effort will be successful.
 VMOSA allows your organization to focus on your short-term goals while keeping
sight of your long-term vision and mission.

When to use VMOSA?

So, when should you use this strategic planning process? Of course, it always makes
sense for your organization to have the direction and order it gives you, but there are some
times it makes particularly good sense to use this process. These times include:
 When you are starting a new organization.
 When your organization is starting a new initiative or large project, or is going to
begin work in a new direction.
 When your group is moving into a new phase of an ongoing effort.
 When you are trying to invigorate an older initiative that has lost its focus or
momentum.
 When you’re applying for new funding or to a new funder. It’s important under these
circumstances to clarify your vision and mission so that any funding you seek
supports what your organization actually stands for. Otherwise, you can wind up
with strings attached to the money that require you to take a direction not in keeping
with your organization’s real purpose or philosophy.

Let's look briefly at each of the individual ingredients important in this process. Then,
in the next few sections we'll look at each of these in a more in-depth manner, and explain
how to go about developing each step of the planning process.

Vision (The Dream)

Your vision communicates what your organization believes are the ideal conditions
for your community – how things would look if the issue important to you were perfectly
addressed. This utopian dream is generally described by one or more phrases or vision
statements, which are brief proclamations that convey the community's dreams for the
future. By developing a vision statement, your organization makes the beliefs and governing
principles of your organization clear to the greater community (as well as to your own staff,
participants, and volunteers).
There are certain characteristics that most vision statements have in common. In
general, vision statements should be:
 Understood and shared by members of the community
 Broad enough to encompass a variety of local perspectives

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  Inspiring and uplifting to everyone involved in your effort
 Easy to communicate - for example, they should be short enough to fit on a T-shirt

Here are a few vision statements which meet the above criteria:
 Healthy children
 Safe streets, safe neighborhoods
 Every house a home
 Education for all
 Peace on earth

Mission (The What and Why)

Developing mission statements are the next step in the action planning process. An
organization's mission statement describes what the group is going to do, and why it's going
to do that. Mission statements are similar to vision statements, but they're more concrete,
and they are definitely more "action-oriented" than vision statements. The mission might
refer to a problem, such as an inadequate housing, or a goal, such as providing access to health
care for everyone. And, while they don't go into a lot of detail, they start to hint - very broadly
- at how your organization might go about fixing the problems it has noted.
Some general guiding principles about mission statements are that they are:
 Concise. Although not as short a phrase as a vision statement, a mission statement
should still get its point across in one sentence.
 Outcome-oriented. Mission statements explain the overarching outcomes your
organization is working to achieve.
 Inclusive. While mission statements do make statements about your group's
overarching goals, it's very important that they do so very broadly. Good mission
statements are not limiting in the strategies or sectors of the community that may
become involved in the project.

The following mission statements are examples that meet the above criteria.
 "To promote child health and development through a comprehensive family and
community initiative."
 "To create a thriving African American community through development of jobs,
education, housing, and cultural pride.
 "To develop a safe and healthy neighborhood through collaborative planning,
community action, and policy advocacy."

While vision and mission statements themselves should be short, it often makes sense
for an organization to include its deeply held beliefs or philosophy, which may in fact define
both its work and the organization itself. One way to do this without sacrificing the directness
of the vision and mission statements is to include guiding principles as an addition to the
statements. These can lay out the beliefs of the organization while keeping its vision and
mission statements short and to the point.

Objectives (How Much Of What Will Be Accomplished By When)

Once an organization has developed its mission statement, its next step is to develop
the specific objectives that are focused on achieving that mission. Objectives refer to specific
measurable results for the initiative's broad goals. An organization's objectives generally lay
out how much of what will be accomplished by when. For example, one of several objectives
for a community initiative to promote care and caring for older adults might be: "By 2015 (by

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when), to increase by 20% (how much) those elders reporting that they are in daily contact
with someone who cares about them (of what)."

There are three basic types of objectives. They are:

 Behavioral objectives. These objectives look at changing the behaviors of people (what
they are doing and saying) and the products (or results) of their behaviors. For
example, a neighborhood improvement group might develop an objective around
having an increased amount of home repair taking place (the behavior) or of
improved housing (the result).
 Community-level outcome objectives. These are related to behavioral outcome
objectives, but are more focused more on a community level instead of an individual
level. For example, the same group might suggest increasing the percentage of decent
affordable housing in the community as a community-level outcome objective.
 Process objectives. These are the objectives that refer to the implementation of
activities necessary to achieve other objectives. For example, the group might adopt
a comprehensive plan for improving neighborhood housing.

It's important to understand that these different types of objectives aren't mutually
exclusive. Most groups will develop objectives in all three categories. Examples of objectives
include:
 By December 2010, to increase by 30% parent engagement (i.e., talking, playing,
reading) with children under 2 years of age. (Behavioral objective)
 By 2012, to have made a 40% increase in youth graduating from high school.
(Community -level outcome objective)
 By the year 2006, increase by 30% the percentage of families that own their home.
(Community-level outcome objective)
 By December of this year, implement the volunteer training program for all
volunteers. (Process objective)

Strategies (The How)

The next step in the process of VMOSA is developing your strategies. Strategies
explain how the initiative will reach its objectives. Generally, organizations will have a wide
variety of strategies that include people from all of the different parts, or sectors, of the
community. These strategies range from the very broad, which encompass people and
resources from many different parts of the community, to the very specific, which aim at
carefully defined areas.

Examples of broad strategies include:

 A child health program might use social marketing to promote adult involvement with
children
 An adolescent pregnancy initiative might decide to increase access to contraceptives
in the community
 An urban revitalization project might enhance the artistic life of the community by
encouraging artists to perform in the area

Five types of specific strategies can help guide most interventions. They are:
 Providing information and enhancing skills (e.g., offer skills training in conflict
management)
 Enhancing services and support (e.g., start a mentoring programs for high-risk youth)

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  Modify access, barriers, and opportunities (such as offering scholarships to students
who would be otherwise unable to attend college)
 Change the consequences of efforts (e.g., provide incentives for community members
to volunteer)
 Modify policies (e.g., change business policies to allow parents and guardians and
volunteers to spend more time with young children)

Action Plan (What Change Will Happen; Who Will Do What By When To Make It
Happen)
Finally, an organization's action plan describes in great detail exactly how strategies
will be implemented to accomplish the objectives developed earlier in this process. The plan
refers to: a) specific (community and systems) changes to be sought, and b) the specific action
steps necessary to bring about changes in all of the relevant sectors, or parts, of the
community.
The key aspects of the intervention or (community and systems) changes to be sought
are outlined in the action plan. For example, in a program whose mission is to increase youth
interest in politics, one of the strategies might be to teach students about the electoral system.
Some of the action steps, then, might be to develop age-appropriate materials for students, to
hold mock elections for candidates in local schools, and to include some teaching time in the
curriculum.
Action steps are developed for each component of the intervention or (community
and systems) changes to be sought. These include:
 Action step(s): What will happen
 Person(s) responsible: Who will do what
 Date to be completed: Timing of each action step
 Resources required: Resources and support (both what is needed and what's
available )
 Barriers or resistance, and a plan to overcome them!
 Collaborators: Who else should know about this action

Here are two examples of action steps, graphed out so you can easily follow the flow:

Person(s) Potential
Date to be Resources
Action Step Responsibl Barriers or Collaborators
Completed Required
e Resistance
Terry
 Draft a McNeil $15,000 Members of
None
social (from April 2006 (remaining the business
anticipated
marketing plan marketing donated) action group
firm)
Corporation:
 Ask local Maria 5 hours; 2 may see this as
Members of
corporations to Suarez hour proposal expensive;
the business
introduce flex- (from September prep; 3 hours must convince
action group
time for business 2008 for meeting them of
and the school
parents and action and benefit of the
action group
mentors group) transportation plan for the
corporation

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 Of course, once you have finished designing the strategic plan or "VMOSA" for your
organization, you are just beginning in this work. Your action plan will need to be tried and
tested and revised, then tried and tested and revised again. You'll need to obtain feedback
from community members, and add and subtract elements of your plan based on that
feedback.

The term “QUALITY STATEMENTS”

Quality statements are part of strategic planning process and once developed, are
occasionally reviewed and updated. There are three types of quality statements are:
1. Vision statement
2. Mission statement
3. Quality policy statement

The utilization of these statements varies from organization to organization. Small

organization may use only the quality policy statement.

1. Vision Statement: The vision statement is a short declaration what an organization

aspires to be tomorrow. A vision statement, on the other hand, describes how the future will
look if the organization achieves its mission.
Successful visions are timeless, inspirational, and become deeply shared within the
organization, such as:
 IBM’s Service
 Apple’s Computing for the masses
 Disney theme park’s the happiest place on the earth, and
 Polaroid’s instant photography

2. Mission Statement: A mission statement concerns what an organization is all about. The
statement answers the questions such as: who we are, who are our customers, what do we
do and how do we do it. This statement is usually one paragraph or less in length, easy to
understand, and describes the function of the organization. It provides clear statement of
purpose for employees, customers, and suppliers.

An example of mission statement is:

Ford Motor Company is a worldwide leader in automatic and automotive related
products and services as well as the newer industries such as aerospace, communications, and
financial services. Our mission is to improve continually our products and services to meet our
customers’ needs, allowing us to prosper as a business and to provide a reasonable return on to
our shareholders, the owners of our business.

3. Quality Policy Statement: The quality policy is a guide for everyone in the organization
as to how they should provide products and services to the customers. It should be written
by the CEO with feedback from the workforce and be approved by the quality council. A
quality policy is a requirement of ISO 9000.

A simple quality policy is:

Xerox is a quality company. Quality is the basic business principle for Xerox. Quality
means providing our external and internal customers with innovative products and services that
fully satisfy their requirements. Quality is the job of every employee.

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How an organization can do strategic quality planning?
The process starts with the principles that quality and customer satisfaction are the
center of an organization’s future. It brings together all the key stakeholders. The strategic
planning can be performed by any organization. It can be highly effective, allowing the
organizations to do the right thing at the right time, every time.
There are seven steps to strategic Quality Planning:
1. Discover customer needs
2. Customer positioning
3. Predict the future
4. Gap analysis
5. Closing the gap
6. Alignment
7. Implementation

1. Customer Needs: The first step is to discover the future needs of the customers. Who will
they be? Will your customer base change? What will they want? How will they want? How
will the organization meet and exceed expectations?

2. Customer Positioning: Next, the planners determine where organization wants to be in

relation to the customers. Do they want to retain, reduce, or expand the customer base?
Product or services with poor quality performance should be targeted for breakthrough or
eliminated. There is a need for the organization to concentrate its efforts on areas of
excellence.

3. Predict the future: Next planners must look into their crystal balls to predict the future
conditions that will affect their product or service. Demographics, economics forecasts, and
technical assessments or projections are tools that help predict the future.

4. Gap Analysis: This step requires the planner to identify the gaps between the current state
and the future state of the organization. An analysis of the core values and concepts is an
excellent technique for pinpointing gaps.

5. Closing the Gap: The plan can now be developed to close the gap by establishing goals and
responsibilities. All stakeholders should be included in the development of the plan.

6. Alignment: As the plan is developed, it must be aligned with the mission, vision, and core
values and concepts of the organization. Without this alignment, the plan will have little
chance of success.

7. Implementation: This last step is frequently the most difficult. Resources must be
allocated to collecting data, designing changes, and overcoming resistance to change. Also
part of this step is the monitoring activity to ensure that progress is being made. The planning
group should meet at least once a year to assess progress and take any corrective action.

STRATEGIC QUALITY MANAGEMENT

The concept of strategic quality management has been developed over time in the
business environment and its inception which has led to the growth realized by the several
global organizations. The concept of strategic quality management goes beyond the basic

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quality requirements of a particular product or service to the quality of everything that the
organization has an involvement.
Strategic quality management involves the aggregation of quality as well as
continuous improvement with the organizational transformation so as to make the objectives
an integral part of the way business is conducted. Most organizations treat Total Quality
Management as being added to the culture of an organization. However, SQM fully integrates
the TQM into the business operation and strategy. Strategic Quality Management is attained
when strategic planning and quality planning have merged into one seamless process, owing
to a free flow of information between strategic planners and quality planners.
The current issues surrounding the strategic quality management are all aimed at the
achievement of total quality by the organization through the planning, implementation and
controls of the strategies for quality management. The definition of SQM is customer and
environment guided. This means that it focuses on the customer value as well as other
influences on the surrounding factors. In addition, the SQM objective is to prevent errors in
services offered by the firm and maintenance of socially responsible decisions that are logical
and concerned about the entire environment. There is reduced cost associated with the
strategic quality management of the firm coupled with increased employees productivity and
improved corporate image. There is involvement of every member of the organization in the
SQM implementation with the management taking the lead role in decision making and
implementation. Moreover, there is emphasis on the organizational culture of continuous
improvement.
The decisions making in an SQM set up allow horizontal and vertical approach which
facilitate active participation of all stakeholders. There is also an encouragement of teamwork
in the organization that has implemented SQM. There should be basics in developing the
strategic as well as operational strategies to continually optimize the quality of products or
services. There are some basic concepts that have been identified such as customer focus,
leadership, continuous improvement, strategic quality planning, design quality, and
fact based management (Tummala & Tang, 1996). Strategic quality management aims to
present some decisions which is implementing through a complete plan will achieve the
mission and vision of the organization (Pearce & Robinson, 2007).
The SQM focuses on empowerment which is defined as: "the process of providing
employees with the necessary guidance and skills, to enable autonomous decision making
(including accountability and the responsibility) for making these decisions within
acceptable parameters, that are part of an organizational culture” (Geroy, Wright & Anderson,
1998). The importance of empowerment is that it assists the organization through qualifying
the employees in primary stage. It is also meant to create trust within the organization
including exerting more work effort that will be countered with reward and motivation
(Geroy, Wright and Anderson, 1998). There are some comments saying that empowerment
should be a long term commitment that can be depicted through the company’s growth
strategy. This is to motivate and encourage loyalty among employees. Employees who have
autonomous decision making capabilities can act as business partners who look for
profitability (Ettorre, 1997). For a school environment, teachers should be empowered in
their teaching so as to offer quality training.
The other pillar of SQM is the strategic leadership which contributes in the
effective quality implementation within the organization and it is one of the core factors of
effective strategic execution (Jooste & Fourie, 2009). Leadership is the basic criteria and point
of difference among the organization. This is because of its effective role in changing the work
of the organization whether positively or negatively. Strategic management requires the
ability to apprehend both the internal and external work environment; this is in addition to
the participation in dealing with complex data (Jooste & Fourie, 2009). Some features have

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been identified which can make the leadership is strategic one contributing positively to the
effective strategic implementation as follows:

1. Determining strategic direction

2. Establishing balanced organizational controls
3. Sustaining an effective organizational culture
4. Emphasizing ethical practice. (Jooste & Fourie, 2009).
5. Effectively managing the organization’s resource portfolio

Also, Richardson referred to the fact that leaders should have sufficient experience,
skills and the necessary knowledge to form the strategy to facilitate the work of the
organization and face the challenges that can appear in the future (1994). The top
management should have leadership strategy to help achieving the organizational goals in
addition to achieving high quality on the first place. The management of the school should
provide leadership by formulating institutional goals and strategies of achievement.
The customer is the main centre of focus in SQM achievement in terms the quality
of organization’s products or services. If the customer needs and requirements are well
identified and high quality objective are targeted to them, the organization is able to achieve
its goals. Ishikawa states that, “quality and customer satisfaction mean the same thing”
(Goetsch and Davis, 2010). Due to the resulting customer satisfaction and its vital role in the
success of the organization, some theories have been set and have become competitive
among countries in general and organizations in particular to achieve customer satisfaction.
During 1998 it was decided to introduce a European Customer Satisfaction Index (ECSI) (see
figure 1) based on some of the ideas that had already been established in the US (ACSI)in
1994, and Sweden (SCSI)in 1989 (Kai, Anne, and Lars, 2000).
It is necessary for an organization to specifying each customer group needs and
develop understanding of quality standards required. “In total quality setting, customer
needs are identified clearly as a normal part of product development. Peter Scholtes, Barbara
Streibil, and Brian Joiner recommend the six-step strategy for identifying customer needs”
(Goetsch and Davis, 2010). The SQM requires that the customer satisfaction be one of its main
strategic objectives. For a school setting, there are various beneficiaries of quality education
ranging from students, parents, teachers, employers and the government. Therefore the
quality of education offered should be able to satisfy particular needs of all the beneficiaries
Moreover, continuous improvement is" the cornerstone of SQM and requires
well-designed and well-executed management of all systems and processes" (Tummala &
Tang, 1996). Quality is a changeable factor whether in the product or the service; it changes
from time to time or from place to another. The change of conditions requires flexibility
within the organization to respond with the new dynamic challenges. The customer is the one
who can specify the quality requirement and the satisfactory grade of it. If the customer has
changed his opinion towards a service that was seen in the past as a service with high quality;
he may see it as a bad service with low quality. It is required from the management to make
continuous changes to get the satisfactory quality.
Tummala and Tang (1996) detailed about how to achieve goals through continuous
improvement in all business processes and on all internal activities of the organization:
adding value to the client through new and optimized products and serves. Products should
be consistent which reduces variation. This reduces wastes and the number of defects which
leads to maintenance of good response and optimization of quality production. This will
actually increase productivity and effectiveness in the use of all resources to keep on
continuous improvement of all operations and of all work unit activities of the organization
(1996). The school should ensure that with the changes in education requirements as well as

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government policies regarding schools, it becomes absolutely necessary to improve the
existing quality standards.
There is a big association between the quality improvement within the organization
and the customer satisfaction which are considered to be the basic elements for Strategic
Quality Management. According to Goetsch and Davis (2010), “It is important to develop the
product to have high quality to guarantee the customer satisfaction. This requires the
continuity in continuous quality improvement”. It is not enough to have customer satisfaction
about the product to gain his loyalty on a one time basis but rather a continued satisfaction
process. The nature of the customer is that once a need is satisfied, it gives rise to new
demands which has to be satisfied.

Strategic Quality Management Core Concepts

In Juran's work "SQM is a systematic approach to setting and achieving quality
objectives throughout the company." The BSI (British Standards Institute) standards (1992)
defined TQM "it as a management philosophy and company practices that aim to harness the
human and material resources of an organization in the most effective way to achieve the
objectives of the organization". Both definitions recognize the strategic importance of quality
and quality planning without specifying basics that can lead to quality improvement.

The core concepts of Strategic Quality Management are:

1. customer focus (CF)
2. leadership (LDR)
3. continuous improvement (CI)
4. strategic quality planning (SQP)
5. design quality, speed and prevention (DQSP)
6. people participation and partnership (PP&P), and
7. fact-based management (FBM)” (Tummala &Tang).

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 The seven basic concepts essential in achieving the basic objectives of SQM were
represented in the above figure as the rays of a wheel that goes up the slope towards
customer satisfaction and organizational performance. An analysis of criteria for quality
awards indicates that these concepts are included and are considered particularly suitable
for the implementation of strategies to improve quality and achieve excellence.
The given table presents the Malcolm Baldrige criteria against National Award
(MBNQ) and the European Quality Award (EQ) in relation to the basic concepts of SQM.

Comparison of Core Concepts, MBNQ (2013) and EQ (2013) Awards

Malcolm Baldridge
European Quality Award
National Quality Award Core Concept
(www.efqm.org)
(www.deming.org)
Leadership Policy and
Leadership Information and Customer Focus
Strategy People (Employee)
Analysis Leadership
Management
Partnership and Resources
Strategic Quality Planning Continuous Improvement Processes, Products &
Human Resource Strategic quality Planning Services
Development Management Design Quality, Spend Customer Satisfaction
of process Quality Prevention People (Employee)
Satisfaction
Quality and Operational People Participation and
Impact on Society
Results Partnership
Customer focus and
Fact-Based Management Business Results
Satisfaction

All quality management models take into account the socio-cultural, political-legal,
economic and educational. The relationship between these factors and the dimensions of
strategic quality management are highlighted.

Ishikawa has designed the "new quality" as a way to manage the entire organization.
For him, the transformation of management related to implementation of six principles:
• Quality first, not short-term profit.
• Customer focus, not the manufacturer.
• The next process is your customer-sectorisation barrier removal.
• Use facts and data to make presentations, using statistical methods.
• Respect for human, as a philosophy of management - management of total involvement.
• Management interoperable.

In the final analysis of the basic concepts of Strategic Quality Management showed
that:
 the target objective of Quality Management (Total, Global, Strategic) is the
SATISFACTION OF THEIR CUSTOMERS;
 the priority target resources of SQM are the PEOPLE;
 SQM is implemented in organizations that target satisfaction and excellence (quality
certification and awards);
 the management in general, and especially Quality management is achieved through
QUALITY;
 the Strategic Management of Quality must be viewed from two angles:

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 - The strategic dimension of quality (quality value and customer satisfaction);
- Mastering quality (management strategy).
 Quality and quality strategy, customer satisfaction, should be evaluated and
continuously improved.

Proven strategic importance of quality is no longer much needed, as confirmed since

the first scientific approach to quality. We are at the stage where we need to improve quality
through quality strategy. Current research confirms that SQM is moving towards a new
generation approach for integrating quality and sustainable development approach, which
we will call temporarily Strategic Management - Quality - Sustainable Development (SM-
QSD).

References
A. Books
Domingo, Arjhel, Pacual, Marilou and Savellano, Joy. (2017). Total Quality Management Instructional Manual
Evans,James R. and Lindsay, William M. (2011). The Management and Control of Quality.International Edition,
South-Western, Cengage Learning
Ramasamy, Subbaraj. (2010). Total quality Management. International Edition, Mc-Graw Hill
Dale, B.G., et.al. (2007). Managing quality. 5th edition, Blackwell Publishing Ltd.
Goetsch D.L., Davis S.B.. (2003). Introduction to TQM for Production, Processing and Services. New Jersey:Prentice
Hall

C. Online Resources
www.school-forchanmpions.com/tqm/principles.htm
http://www.mindtools.com/pages/article/newSTR_75.htm
www.slideshare.net/ieeepkhi/total-quality-organizational-change
http:///www.efqm.org
http://www.emeraldinsight.com
http://asq.org/learn-about-quality/total-quality management/overview/overview.html
http://searchcio.techtarget.com/definition/Total-Quality-Management
https://www.isixsigma.com/methodology/total-quality-management-tqm/introduction-and- implementation-
total-quality-management-tqm/
https://www.inc.com/encyclopedia/total-quality-management-tqm.html
Total Quality Management (TQM) http://www.investopedia.com/terms/t/total-quality-management-
tqm.asp#ixzz4dXatnz4J
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management/major-contributors-to-tqm

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