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DIFFERENCES AND SIMILARITES BETWEEN TOTAL QUALITY MANAGEMENT,

ISO 9001, LEAN PRODUCTION, AND SIX SIGMA

Article  in  International Journal Advanced Quality · March 2018

DOI: 10.25137/IJAQ.n1.v46.y2018.p17-20

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 International Journal ’’Advanced Quality’’, Vol. 46, No. 1, 2018. year, Belgrade, Serbia.

DIFFERENCES AND SIMILARITES BETWEEN TOTAL QUALITY

MANAGEMENT, ISO 9001, LEAN PRODUCTION, AND SIX SIGMA

Mihalj Bakator 1, Slađana Borić 2, Nikola Petrović 3

1
Ph.D. Student: Engineering Management, Technical Faculty “Mihajlo Pupin”
Đure Đakovića bb, Zrenjanin, 23000, Republic of Serbia;
mihaljbakator@gmail.com
2
Ph.D. Student: Engineering Management, Technical Faculty “Mihajlo Pupin”
Đure Đakovića bb, Zrenjanin, 23000, Republic of Serbia;
sladjana.boric@hotmail.com
3
Ph.D. Student: Engineering Management, Technical Faculty “Mihajlo Pupin”
Đure Đakovića bb, Zrenjanin, 23000, Republic of Serbia;
petrovic.n26@gmail.com

Paper received: 25.01.2018.; Paper accepted: 26.02.2018.

Abstract: Total quality management is a management approach with the goal to achieve customer satisfaction
through product, service, and organizational culture improvement. ISO 9000 is a set of international standards that
is developed for achieving an effective quality management system in order to satisfy customer needs. The concept of
lean production is described as a systematic approach to reduce the number of defect products, and reduce the size
of the warehouse, without lowering productivity. Six sigma includes tools, and techniques for improving processes
regarding quality, and reducing the number of defect products. In this paper the differences, and similarities of total
quality management, ISO 9001, lean production, and six sigma, will be investigated. The paper presents the criteria
for successful implementation, and use of the mentioned concepts in various companies. The amount of risk that
each concept brings is also evaluated. The goal of the paper is an analytic approach, and a concise description of
quality management systems, and business performance imrpovement.

Key Words: total quality management, ISO 9001, lean production, six sigma

1. INTRODUCTION Next, six sigma is described as a management

Total quality management (TQM) is a
management approach through which a company can
achieve long-term goals. These goals are customer
satisfaction, and improved competitiveness on the
market [1]. The seven dimensions of TQM are
leadership management; employee relationships;
reporting, and data quality; training, and skill
development of employees; supplier quality
management; product, and service design; and process
management [2]. The base philosophy of this concept
is the utilization in companies regardless of their size,
and industry. TQM tools, and techniques can improve
knowledge gathering from the internal, and external
environment of the organization [3].
ISO 9001 is a standard that belongs to the ISO
9000 group of international standards. The ISO 9001
contributes to internal organization improvement;
communication; higher employee motivation; higher
productivity; and less complaints from customers [4].
ISO 9001 also contributes to financial performance
improvement [5].
Lean production is a concept that tends towards
reduction of defect products; waste reduction; higher
value for customers; higher satisfaction of customers;
robust production; cost reduction; quality
improvement; and higher productivity [6].
approach that is based on project development, and it
is focused on the improvement of products, services,
and processes in the company. These improvements
are achieved through the reduction of defect products,
lower maintenance costs, and higher production
efficiency. In addition, six sigma is oriented towards
the understanding, and satisfaction of customer needs;
improving business systems; and improving
productivity, and financial performance [7].
In this paper the main implementation success
factors of TQM, ISO 9001, lean production, and six
sigma will be presented. The main goal is to
investigate the differences, and similarities of the
mentioned concepts. In addition, the critical success
factors for each concept are presented.
2. TOTAL QUALITY MANAGEMENT,
ISO 9001, LEAN PRODUCTION, AND
SIX SIGMA
2.1 Implementation success factors of total
quality management
Successful implementation of TQM is influenced
by a lot of factors. These factors are top management
role in defining quality policies; role of the quality
department; employee training, and new skills
development; product, and service design, and
17
 International Journal ’’Advanced Quality’’, Vol. 46, No. 1, 2018. year, Belgrade, Serbia.
development; quality management of suppliers;
process management; product, and service quality
reporting; employee relationships; developing good
relationships with suppliers; improved communication
throughout the organization; customer satisfaction
orientation; strategic management; overall quality
improvement; and increased productivity [8].
In other articles, it was noted that the main success
factors of TQM are systematic approach; process
improvement; defining goals, and business strategies;
quality measuring, and analysis; and corrective actions
[9]. It can be seen, that processes regarding product
quality, and human resource management have a
major impact of TQM success. If employees are aware
of the importance of quality improvement, then TQM
is more likely to bring better business performance.
2.2 Implementation success factors of ISO
9001
In order to successfully implement an ISO 9001
standard, it is important to define the critical success
factors that may affect the implementation process.
The most important factors are top management
commitment, and support; technical aspects of quality
management; productive relationships; employee
involvement; recognition, and identification of the
standard in the whole company; team work;
continuous improvement; award systems;
understanding the ISO 9000 group of standards;
performance analysis; and communication [10].
Other scientific papers in this domain noted that
the constructs of quality are leadership; information,
and data analysis; strategic planning of quality; human
resource development; corrective, and preventive
measures; relationship with suppliers; and quality
results [11].
It is evident that a successful implementation of
ISO 9001 requires a strain of complex conditions,
which have to be filled, in order to reduce the risk of
failure. Involvement, and commitment of top
managers is crucial for cost-reduction, and efficient
implementation of new procedures, process, and
assignments.
2.3 Implementation success factors of lean
production
The critical success factors of lean production
include leadership; finances; organizational culture;
and employee skills [10]. A strong and competent
leadership enhances knowledge, and the skills of
employees in an organization. Companies that didn’t
manage to develop an adequate level of leadership,
can face several issues, including lower process
flexibility; higher risks of failure; and ineffective
resource allocation. Financial performance is crucial
for a successful project development. As one of the
most important factors of lean production, finance is
the basis of stable business development [6].
18
Further, an adequate organizational culture, which
provides support for business processes, is an
imperative for the creation of a sustainable, and
proactive company. Organizational culture needs to
enable a strong management approach in a dynamic,
and diversified environment, with a long-term focus
on goals, and accepting changes. Skills, and
knowledge of employees also play an important role
in business development, and lean production
implementation. Without experienced employees,
there is a substantial risk from failure. Employees
without adequate knowledge, and skills, have a more
difficult time to accept new technologies, innovation,
and overall development [12].
2.4 Implementation success factors of six
sigma
Successful implementation of the six sigma
concept includes quality integration in the company’
main functions; spreading, and utilization of the
concept in all business processes; management
support for putting quality as a top priority; and focus
on well defined, and measureable goals [13]. In order
to successfully implement the six sigma concept,
companies have to focus on process variation
reduction, and to view projects ass tools through
which cost reductions can be made, and higher
customer satisfaction can be achieved. However, it
was noted that companies are more focuses on
cost-reduction, while customer satisfaction is often not
taken into consideration [14]. It can be argued, that six
sigma is a wide, organizational approach where the
primary goal is to reduce costs. Other key factors of
six sigma include management involvement, and
commitment; organizational culture change; effective
organizational infrastructure; employee training;
project management skills; project review, and
control; understanding the methodology, tools, and
techniques of six sigma; connecting six sigma with the
business strategy, customers, human resources, and
suppliers [15]. Six sigma has to be integrated in
various processes in order to maximize its benefits.
3. DIFFERENCES AND SIMILARITIES
TQM is focused on customer satisfaction, and the
fulfilment of their needs, wishes and expectations.
Satisfying customers’ needs through high product
quality is the primary goal of TQM. The processes
within the company are improved, and there is an
overall tendency towards uniform processes. This type
of approach requires the involvement of all employees
[16]. The TQM methodology is based on planning,
testing, learning, and defining changes that have to be
made in an organization. Further, TQM tools are
analytical, and statistical in nature. As mentioned
before, the primary goal of TQM is higher customer
 International Journal ’’Advanced Quality’’, Vol. 46, No. 1, 2018. year, Belgrade, Serbia.
satisfaction. The secondary goal is achieving customer
loyalty, and improved business performance. Negative
aspects of TQM are often not presentable
improvements; time, and resource demanding; it is
often hard to explain TQM to employees [17]. Next,
TQM is positively correlated with the ISO 9001
standard, regarding quality improvement. However,
customer focus and continuous improvement is more
pronounced in TQM [18].
Furthermore, the ISO 9000 group of standards
focuses on improving organizational processes
through satisfying the need of customers with high
quality products, and services [19]. The improvement
of product, service, and process quality is achieved
through strict documentation that defines the
necessary changes, and improvements of procedures,
processes, and tasks in the company. A process
approach towards quality improvement is the most
noticeable characteristic of ISO 9001. The standard’s
methodology includes analysis, documentation,
measuring, evaluation, and process control. The tools
that are used are data tables, Pareto analysis, trend
analysis, histograms, diagrams, control cards, process
maps, and process improvement tables [20]. The
primary goal of ISO 9001 certification is the
understanding, and satisfying the needs, and wishes of
customers. The secondary goal is a competitive
market position, and customer loyalty. The negative
effects of ISO 9001 can manifest in the form of lack of
understanding from managers; non-involvement of
managers, and employees; less process flexibility;
strict rules, and documentation; and often
unpredictable implementation costs.
In opposite to TQM, ISO 9001 doesn’t include the
elementary elements for achieving extraordinary
product, and service quality. The missing elements are
lack of defining the quality goals in the business plan;
high quality control; employee training according to
strict rules for high quality; and the overall
involvement of employees [21].
Now, lean production is focused on removing
waste, and creating minimal amounts of waste in the
manufacturing process. Lean production tends towards
improving all processes in the company. Similarly to
the six sigma concept, lean production is based on the
project management approach [22]. The methodology
of lean production includes the understanding the
values for customers; value bandwidth; thorough
process analysis; and tendency towards perfection.
Lean production uses analytical tools to improve
business processes. This is similar to TQM, and six
sigma. The priority of lean production is to reduce
workload, and achieve higher productivity. Secondary
goals include inventory reduction, and higher
customer satisfaction. The drawbacks of lean
production are less flexibility in the manufacturing
process, bottlenecks in the supply chain, and it is not
usable in every type of industry [23].
Furthermore, six sigma focuses on achieving zero
defects, or a substantially minimal number of defect
19
products. This concept reduces the variety of business
processes, and improves them accordingly [24]. The
six sigma approach is based on internal, and external
project management. Methodologies of six sigma
include defining, measuring, analysing, and improving
the design of process, and the control and verification
of improvements. Similarly to TQM, six sigma uses
advanced analytical, and statistical tools. The primary
goal of six sigma is cost-reduction. The secondary
goal is achieving business goals, and improving
financial performance. Negative sides of six sigma
include lack of employee involvement; lack of focus
on customer satisfaction; and there is no systematic
overview of utilization [25].
According to the previously mentioned concepts, it
is suggested that ISO 9001 can be viewed as a
program, and documentation approach, while TQM
has a more practical approach. ISO 9001 requires
sophisticated data analysis, while TQM is focused on
quality management. Further, lean production is
focused on waste reduction, while TQM is oriented
towards customer satisfaction. Six sigma is focused on
cost-reduction, while TQM is focused on quality
enhancement, and continuous improvement of quality
policies. Lean production, and six sigma are similar,
and in practice this similarity results in the
implementation of integrated lean production, and six
sigma – lean six sigma. Based on the various needs of
companies, the mentioned concepts, and management
approaches are chosen accordingly.
In the Republic of Serbia the number of ISO 9001
standards grows each year. Companies tend to
implement ISO 9001 in order to be more competitive
on the international market. However, TQM in Serbia
endures problems in the form of unawareness of
managers of the importance of quality management
systems [26]. Furthermore, the six sigma pilot project
in Serbia brought overall business improvement of
93.60%, which is at a three sigma level. Lean
production in Serbia was implemented by a confection
manufacturing company, and the manufacturing
efficiency was improved by 58%, while reliability
improved by 16% [27]. It is evident that, if used
properly, quality management systems, and advanced
tools, and quality techniques, may surely have a
positive effect on business performance.
4. CONCLUSION
After the conducted theoretical analysis in the
domain of TQM, ISO 9001, lean production, and six
sigma, it is concluded that the objective goal of every
of the mentioned concepts is to improve overall
business performance. This improvement is achieved
through various business metrics such as finance, cost
reduction, waste reduction, customer satisfaction,
product, and service quality, and productivity. TQM
has a more practical approach to core improvements
of quality management. ISO 9001 is strict, and utilizes
complex documentation. Lean production tends
 International Journal ’’Advanced Quality’’, Vol. 46, No. 1, 2018. year, Belgrade, Serbia.
towards warehouse, and inventory reduction, and
higher productivity. Six sigma focuses on minimal
amount of defect products. For further research a
systematic review of TQM, ISO 9001, lean
production, and six sigma, is recommended. This way
a more complete picture is obtained in the domain of
quality management systems.
ACKNOWLEDGEMENT
This research did not receive any specific grant from
funding agencies in the public, commercial, or not-for-
profit sectors.
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