UNDERSTANDING QUALITY

The Difference Between Quality and Total Quality

Quality is characterized as a standard or excellence in a product or service that typically starts with
knowing the demands of the customer and concludes when those needs are satisfied.
Total quality, on the other hand, is a strategy for reaching excellence via continual improvement not
only in goods or services, but also in people, processes, and the environment. The goal of ongoing
improvement is anything and everything that has an impact on quality. Total quality can be effectively
applied to achieve outcomes like organizational excellence, higher value, and global competitiveness.
Since obtaining overall quality is a continual process, it doesn't have an ending point like quality does
because it never does. Let's examine the two perspectives on quality in order to further clarify this
remark regarding the distinction between quality and complete quality:
Traditional View of Quality In terms of the aforementioned quality, this perspective emphasizes
product assessment after development; employees are seen as passive workers who just follow the
directives of their superiors.
Total Quality Perspective – In terms of the aforementioned quality, this perspective emphasizes product
assessment after development; employees are seen as passive workers who just follow the directives of
their superiors.
TRADITIONAL VIEW TOTAL QUALITY VIEW
Productivity versus The two don't go hand in hand; Only quality advancements lead
quality quality and productivity are to long-lasting productivity
constantly at odds. benefits.
How quality is defined Meeting customer requirements Quality entails meeting and
is the only criteria used to define going above and beyond
quality. consumer expectations.
How quality is measured Setting an acceptable standard Setting high performance
of measure and comparing it to standards for customer
a benchmark is how quality is satisfaction and steadily raising
determined. performance are how quality is
measured.
How quality is achieved Product inspection is used to Design of the product and the
assess quality. manufacturing process
determines quality, which is
then attained through efficient
control methods.
Attitude toward defects It is normal for products to have Utilizing efficient control systems
flaws throughout production. will help prevent errors.
Quality as a function Quality is a distinct function. Everyone should be accountable
for quality, which should be
thoroughly integrated
throughout the entire
organization.
Responsibility for quality Poor quality is attributed to At least 85% of quality issues are
employees. the result of poor management.
Supplier relationships Relationships with suppliers are Relationships with suppliers are
transient and motivated by costs. long-term and quality-focused.
Key Elements of Total Quality
Here are the 8 principles of total quality management:
1. Customer-focused. The degree of quality is ultimately decided by the buyer. The consumer decides
if an organization's efforts to promote quality improvement were successful, regardless of what it
does—train people, include quality into the design process, or upgrade computers or software.
2. Total employee involvement. Every employee takes part in achieving shared objectives. Only once
fear has been eliminated from the workplace, when empowerment has taken place, and when
management has created the right climate, can total employee commitment be attained. High-
performance work systems combine efforts for ongoing development with regular business
activities. One example of empowerment is self-managed teams at work.
3. Process-centered. A focus on process thinking is a key component of TQM. The transformation of
inputs from suppliers, whether internal or external, into outputs that are provided to clients is
known as a process (internal or external). The steps that must be taken to complete the process are
specified, and performance indicators are regularly checked to look for unanticipated changes.
4. Integrated system. The focus of TQM is on the horizontal processes connecting various functions,
even if an organization may consist of many different functional specializations that are frequently
organized into departments with a vertical structure.
 Micro-processes add up to larger processes, and all procedures combine to form the
business procedures needed for formulating and carrying out a plan. Everyone must be
aware of the organization's vision, mission, and guiding principles as well as its quality
policies, goals, and essential procedures. The operation's performance must be regularly
tracked and reported.
 An integrated business system may embrace the ISO 9000 Standards or be modeled after
the Baldrige award criteria. Every firm has a distinct work culture, and without a good
quality culture being cultivated, it is practically difficult to attain excellence in its goods and
services. In an effort to continuously improve and beyond the expectations of customers,
employees, and other stakeholders, an integrated system integrates business development
components.
5. Strategic and systematic approach. The deliberate and methodical approach to accomplishing an
organization's vision, mission, and goals is a crucial component of quality management. The creation
of a strategy plan that incorporates quality as a key element is a step in this process, often known as
strategic planning or strategic management.
6. Continual improvement. TQM emphasizes continuous process improvement heavily. An
organization is motivated to continually develop itself by looking for innovative and analytical ways
to raise its competitiveness and better meet the expectations of its stakeholders.
7. Fact-based decision-making. Information on performance measurements is required in order to
understand how well an organization is performing. To increase the precision of decision-making,
reach consensus, and enable prediction based on historical data, TQM mandates that an
organization continuously gather and analyze data.
8. Communications. Effective communication is crucial for preserving employee motivation and
morale at all levels, both in times of organizational upheaval and throughout routine business
operations. Timeliness, strategies, and approaches are all part of communications.
Quality Gurus
William Edwards Deming
 He is referred to as the "Father of Quality Evolution" and is widely regarded as the maestro of
quality improvement that never stops.
 He introduced Japanese engineers and executives to statistical analysis and quality control
techniques in the 1950s, which is regarded as the beginning of TQM.
Deming’s Theory:
The Deming Cycle – By concentrating the resources of all departments (research, design,
manufacturing, and marketing) in a joint effort to address those demands, the Plan, Do Check,
Act (PDCA) cycle, also known as the PDCA cycle, relates product creation to consumer needs. As
the Deming Cycle continues,
follows:
o Plan – entails gathering consumer information and applying it to the development of
products.
o Do – the product's actual manufacturing
o Check – monitoring the production process to ensure that it is carried out as planned
o Act – the product's actual marketing.
Joseph Juran
 He was the founder of Juran Institute, Inc. and a management consultant with a focus on
managing for quality.
He has received the Order of the Sacred Treasure Medal in recognition of his work to advance
quality in Japan and strengthen ties with the United States.
Juran’s Theory (The Juran Trilogy):
o Quality Planning – involves creating new products, methods, and procedures to satisfy
client demands.
o Quality Control – evaluating actual performance quality, contrasting performance with
 goals, and taking steps to correct discrepancies between performance and goals
o Quality Improvement – construction of a team and the necessary infrastructure for
implementing and evaluating continuous quality improvement.
Philip Crosby
 He spent 14 years as the quality director for the international manufacturing firm ITT Corporation.
 He founded Philip Crosby Associates, an organization that provides quality improvement
consulting services globally.
Crosby’s Theory:
o Quality is simply defined as conformance to requirements, and the only performance
standard is zero defects.

Total Quality Management Benefits and Advantages

The benefits of TQM are as follows:
• Cost Reduction. The TQM methodology strives to reduce resource wastage, such as time and
money, by preventing the production of defective goods or services. Additionally, it lowers costs
because it drives businesses to only provide goods or services that clients are satisfied with,
increasing the possibility that clients would make a purchase.
• Increases Productivity. It enables team leaders to make thorough, strategic plans that make it
simple for them to manage their team. Because everyone is aware of what they should be doing,
productivity increases.
• Reduces Redundant Activities. Teams can check their work frequently to make sure they aren't
doing anything unnecessary. By doing this, they can be more efficient because no resources are
wasted.
• Promotes Innovation. TQM encourages creativity by allowing employees more freedom to
develop original ideas and solutions. Team members may feel more engaged and appreciated as
a result of this.
• Encourages Improvement. Teams need to assess their work and procedures frequently in order
to find new methods to get better. This promotes ongoing development of a company's culture,
procedures, services, and products, among other aspects of its operations.
• Facilitates Effective Communication. TQM encourages open dialogue among all employees to
keep everyone informed of business developments. This could boost productivity and enhance
workplace culture.
• Increases Employee Morale. Employees are often more content with their employment since
they have more freedom and are able to be creative. Higher productivity and lower turnover
rates might result from job satisfaction.
• Improves Customer Satisfaction. Companies must constantly check in with their consumers
under TQM to make sure they are satisfied. Businesses can use this input to develop better
goods and services.

Errors in Implementing Total Quality

The following are the common errors organizations commit when implementing total quality
management in the business:
• Senior management delegation and poor leadership – Instead of taking the required steps to
engage everyone, corporations outsource responsibility to a paid expert. In order to hold
employees accountable for their actions within the firm, managers must empower individuals
through the delegation of responsibility.
• Team mania – Before implementing a culture shift within the organization, managers organize
various teams. If managers are not given the necessary coaching skills and if staff members are not
taught how to work well in a team, restructuring the company by creating teams won't be
successful. Managers must train supervisors and staff members before building teams to foster a
sense of unity.
• Deployment process – Organizations build high-quality projects without also planning their
integration with other organizational components like marketing or finance. The planning phase is
where managers must decide which strategy will best meet the demands of a specific department
inside the firm.
• Taking a narrow, dogmatic approach – Without first tailoring the quality programs based on their
organization's needs, firms jump into applying the Deming approach, the Juran approach, or the
 Crosby approach. Before the chosen quality method is really implemented in the organization,
management must evaluate the pertinent concepts and modify the guiding principles.
• Confusion about the differences among education, awareness, inspiration, and skill building –
Employees' differences make them less likely to cooperate at work. Employers need to provide
their staff with the training necessary to help them master the essential instruments of quality.

How to Implement the TQM Approach

1. Clarify your vision, mission, and values. The TQM methodology mandates that every employee
strive for the same objectives. Your team needs to be aware of your vision, mission, and values in
order to do this. This enables them to comprehend the direction the business is taking, your goals,
and the principles they must uphold when working and making decisions. Make sure all employees
are aware of your vision, mission, and values after you have clarified them. To ensure that the
business is continually improving, update them frequently.
2. Develop ways to measure success. If you have a mechanism to gauge success, it is the only way to
know if you are. Each business and team may have a different approach to this. For instance, you
may deem your team successful if they achieve all monthly sales targets, whereas another team may
use customer reviews as a key performance indicator. You can check the following things to see how
the business is doing:
o financial performance
o market share
o process improvement
o employee satisfaction
o customer satisfaction
o product quality
3. Identify your target audience and seek feedback from them. Your target market or clientele will
depend on the goods or services you offer. For instance, if you offer women's clothes, ladies are
your target market, usually within a specified age range or geographical area. You can develop
goods or services that are specifically aimed at these important client segments by identifying who
they are. You may also ask for pertinent comments using this. To evaluate how well your business is
doing, seek input from your customers through reviews or surveys. They might make
recommendations for growth areas you can focus on.
4. Develop an improvement plan. Make a plan to help you strengthen your areas of weakness based
on the input you have received. You may make a new product that satisfies their needs, for instance,
if numerous clients complained that one of your items isn't durable. Your improvement plan might
include both short-term and long-term objectives so that each employee is aware of their respective
aims.
5. Monitor data. After putting your improvement strategy into action, keep an eye on how your
adjustments are being accepted. Customers can be resurveyed to see whether they still have
suggestions for improvements or if your revisions have satisfied them. Once you get favorable
feedback, you may use it as a marketing tool to raise your brand's visibility and sales.

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