1.

Abstract
The development of quality management from Frederick Taylor to contemporary
techniques like Six Sigma and Total Quality Management (TQM) is examined in this
research. A comparison between Six Sigma and Total Quality Management is discussed in
this report. We also study about the implementation of six sigma in manufacturing
company – A case study on Samsung. The study stresses the dynamic nature of quality
management in guaranteeing organizational success by examining methods, advantages,
risks, and crucial success factors.
2.Introduction
Quality management plays a vital role in determining an organization's success because it
ensures that customers receive high-quality goods and services. With a variety of approaches,
methods, tools, and techniques targeted at improving organizational processes and
guaranteeing customer satisfaction, the field of quality management has experienced a
significant evolution. Six Sigma and other TQM techniques are being used globally today to
support modern businesses and primarily to meet the changing needs of customers. Quality
Management initiatives are being concentrated in the product and services industries
(Alzoubi, 2022). This report examines the goals, approaches, and applications of TQM and
Six Sigma and critically compares them. It also discusses implementation challenges and
success factors for potential consumers. The examination of Six Sigma implementation at
Samsung, a significant player in the electronics industry, is the case study that concludes the
analysis. This study examines Samsung's, implementation of Six Sigma methodologies,
specifically the DMAIC cycle and DMADV framework.
3.Evaluating Quality Management: An In-Depth Analysis of Evolution, Approaches,
Methods, Tools, and Techniques
3.1 Evolution of Quality Management
The idea for the Total Quality Movement originated with Frederick Taylor's 1920s research
on time and movement. When craftsmen guilds in medieval Europe created stringent
guidelines for examining goods for defects, that is where quality control first emerged.
(Davis, 2014). This model of craftsmanship, which prioritized inspection and quality control,
lasted until the early Industrial Revolution (Weckenmann, 2015). Taylorism was developed
by Frederick W. Taylor to increase productivity. In the early 20th century, quality teams
comprised of skilled craftsmen who oversaw both production and quality. The balanced
assembly line invented by Henry Ford transformed contemporary manufacturing (Hellman,
2013). The European Industrial Revolution reduced choice by replacing craftsmen with
factory workers. Audits confirmed the rise in rework and scrapping under production
supervisors (American Society for Quality, n.d.).
The Plan-Do-Study-Act (PDSA) cycle was first proposed by Walter Shewhart in the 1920s;
Deming subsequently renamed it Plan-Do-Check-Act (PDCA). Shewhart's cycle
revolutionized quality assurance and gave rise to lean manufacturing. Addressing issues with
mass production, he introduced statistical quality control. Modern quality practices are
shaped by tools that originated from his work, such as control charts and product sampling
(Khosla, 2021). In the early 1900s, Shewhart developed process-focused quality techniques
and introduced control charts to guarantee stability through statistical analysis (American
Society for Quality, n.d.).
Japanese companies, which were well-known for producing low-cost knockoffs, looked to
Deming, Juran, and Feigenbaum for guidance on quality improvement in the 1940s. Deming
introduced statistics, Juran focused on management, and "quality circles" increased employee
motivation. Developing into "Total Quality," the phrase was first used by Feigenbaum in
1969, and Ishikawa created "Total Quality Control." Inspired by Japan's success, Western
industries implemented "Total Quality Management" in the 1980s to tackle a variety of
quality-related issues (Thakkar, 2022). The evolution of Quality Management from 1908 to
2010 is illustrated in the following figure (Davis, 2014).
3.2. Quality Management Methods, Tools and Techniques
3.2.1. Total Quality Management (TQM)
The term total quality management (TQM) was initially used to refer to a management
strategy for quality improvement. Since then, TQM has evolved into a multifaceted concept.
In a nutshell, it's a management strategy that emphasizes client satisfaction to achieve long-
term success. The foundation of Total Quality Management (TQM) involves all employees in
an organization contributing to the improvement of its processes, goods, and culture (Kiran,
2017).
–The American Society for Quality
The fundamental principles of Total Quality Management (TQM) include emphasis on
customer satisfaction, cost reduction, systemic approach, organizational integration,
employee commitment, and supply chain inclusion (Jidda, 2017).

3.2.2 Six Sigma

Six Sigma is a systematic, highly quantitative approach to raising the quality of a product or
process (Hahn, 2017). In 1987, Motorola launched Six Sigma with a goal of 3.4 ppm defects.
CEO of AlliedSignal Larry Bossidy introduced it as a business idea in 1994, and General
Electric widely publicized its adoption in 1995. (Schroeder, 2008).
3.2.3 ISO Standards
Quality is determined by ISO standards at every stage of the product's lifecycle. A company's
dedication to upholding high standards is demonstrated by ISO accreditation, which
guarantees consumer trust and market stability in a competitive market (Dobrin, 2015). The
internationally recognized ISO 9000 standards are made to show that a supplier has
formalized and documented its quality management system to show that it has reached a
basic level of quality (Koc, 2007). The ISO 9001 Quality Management System (QMS) is the
most widely used quality management model in the world, with over 1.1 million
manufacturing and service organizations currently holding certificates based on it. The most
widely used and approved quality management model globally is the ISO 9001:2015 standard
(Tigre-O, 2019).

3.2.4 Statistical Process Control (SPC)

SPC is an effective technique for attaining stability in the manufacturing process and
increasing productivity through the decrease of variability. It indicates modifications in the
process, such as changes in the mean or a rise in variability (Oberoi, 2020).
3.2.5 Kaizen
Kaizen is a Japanese term that means "change for the better." It involves every employee and
focuses on finding abnormalities and coming up with cooperative improvement suggestions.
The PDCA cycle is a helpful tool in the context of kaizen (Helmold, 2020).

4. Contrasting TQM and Six Sigma as quality management methodologies

4.1 The focus and scope of Six Sigma and TQM
Total Quality Management (TQM) was not intended to be replaced by Six Sigma, which is a
more recent approach. They have similarities and can both adapt to different sectors. While
TQM aims to improve the quality of products and services, Six Sigma is a more recent
approach that may yield more precise outcomes. In different ways, both approaches
contribute to organizational excellence and are used in the manufacturing and facilities
sectors (Solanki, 2015).
TQM gives divisions and quantitative goals for client loyalty top priority; these are subject to
periodic review. Six Sigma is an ever-evolving, self-driven methodology that guarantees
long-term benefits by fostering a culture of continuous improvement above and beyond initial
goals. (Solanki, 2015).
Unlike TQM, Six Sigma uses an algorithmic approach that offers a clear path forward. Its
primary strength is the clever integration of disparate tools via DMAIC or DMADV, which
promotes flexibility and cross-disciplinary learning from different fields (Solanki, 2015).
The seven quality control tools—control charts, histograms, check sheets, scatter plots, cause
and effect diagrams, flowcharts, and Pareto diagrams the basic TQM instruments (Magar,
2018).
Pareto charts, histograms, Ishikawa fishbone diagrams, flow process charts, SIPOCs, CTQs,
process capability, experiment design, and statistical process control charts are some of the
tools and techniques used with the six sigma methodology (Magar, 2018).
4.2 Comparative Analysis of TQM and Six Sigma
The organizational culture, leadership, and infrastructure that Six Sigma offers are crucial for
the successful application of its techniques. It aims for continuous quality improvement, as
opposed to TQM, and is less than 3.4 defects per million. When combined with statistical
process control, it outperforms conventional techniques and raises the bar for quality
improvement (Solanki, 2015).
Six Sigma employs a different methodology than TQM. TQM concentrates on meeting
internal requirements, whereas Six Sigma aims to improve quality by lowering errors. Better
products are the goal of both, but Six Sigma stands out for its ability to cut operational costs
without sacrificing quality by reducing defects, processing times, and costs (Solanki, 2015).
Six Sigma focuses on a single business process and is run by Yellow, Black, and Master
Black Belts, among other certified professionals. Together, they guarantee the strategic to
operational implementation needed for ongoing improvement. Under the direction of
inexperienced directors and senior managers, TQM enhances individual operations across a
variety of business processes, frequently on a part-time basis (Solanki, 2015).
4.3 Critical Success Factors for TQM and Six Sigma implementation
4.3.1 TQM
The subsequent TQM CSF (Rani, 2013).
1. Leadership and top management dedication
2. Customer focus
3. Strategic quality management
4. Process quality management
5. Education and Training
4.3.2 Six sigma
The subsequent Six Sigma CSF (Khan, 2005).
1. Developing a successful change culture
2. Top Management support
3. Effective communication
 4. Teamwork
5. Employee education and training

4.4 Barriers to Implementing for TQM and Six sigma

4.4.1 Six Sigma
 problems with the strategy (Vinodh, 2023)
 Lack of resources
 Lack of top management support and involvement
 Resistance to cultural change

4.4.2 TQM
 Lack of management commitment (Cătălin, 2014).
 Lack of quality planning
 Lack of customer orientation

5. Six Sigma Implementation in a Manufacturing Company - A Case study on Samsung

5.1 Company overview
In 1997, Six Sigma made its Korean debut, with Samsung and LG Electronics at the
forefront. Having been founded in 1970, Samsung SDI currently holds a 22% market share
worldwide for braun tubes. Specialized in li-ion batteries, LCDs, VFDs, C/Fs, and PDPs, the
company has 18,000 workers, $4.4 billion in sales, and six overseas subsidiaries located in
Mexico, China, Malaysia, Brazil, and Germany Malaysia, Brazil, and Germany.
5.2 Problem Statement
The problems included wide variations in quality across many products, repeated occurrences
of the same defects, high quality costs (particularly high failure costs), manufacturing-
focused small group activities, and the infrequent use of state-of-the-art scientific methods.
Through the adoption of scientific methods, process innovation, and ongoing education,
Samsung SDI launched in the Six Sigma paradigm. SBTI won a $3.4 million, one-year
contract for full-scope Six Sigma consulting in 1999.
5.3 Methodologies
Samsung implemented Six Sigma in both manufacturing and new product development using
the DMAIC methodology, a five-phase process that serves as the framework for the
methodology.
5.3.1 The DMAIC Cycle:
Every step of the DMAIC Cycle must be addressed when applying Six Sigma to a process,
business, or product implementation.
Define: You will identify the issue or what has to be done in the first step.
Measure: After the define stage is successfully finished, you can start gauging productivity
and the process's current state.
Analyse: Afterwards, you start by analysing the data gathered during the Define and Measure
phases to get a complete picture of the issues or low productivity.
Improve: After obtaining data, create ideas and strategies for improving the process. The
Improve stage starts the proactive implementation of improvements and changes.
Control: The Control Phase is just as crucial to Improvement. Maintaining the new level of
productivity and efficiency is just as important as implementing improvements.
5.3.2 DMADV
A Six Sigma framework called DMADV focuses on developing new services, goods, or
processes. With early identification and thorough analysis, its Define, Measure, Analyse,
Design, and Verify stages—driven by data—enable the successful implementation of new
plans.
Define:
The purpose of the first phase is to define the project's purpose, set realistic goals that are in
line with the opinions of stakeholders, create review schedules, and evaluate potential risks.
This phase makes sure that definitions are clear and that goals and strategies are in line with
what the business and customers expect.
Measurement:
During the measurement phase, requirements are defined, crucial design parameters are
determined, scorecards for crucial aspects of quality are created, risks are reevaluated, and the
production process and product capability are assessed. It places a strong emphasis on
identifying metrics that are important to stakeholders and converting client needs into specific
project objectives in order to start production efficiently.
Analysis:
This phase includes developing conceptual designs, evaluating and choosing components,
refining the best design, and creating design alternatives. It also involves identifying the best
requirement combinations. Finally, the most efficient design option that complies with project
objectives is chosen after estimating the total life cycle cost.
Design:
The design stage of DMADV includes setting priorities for components and creating a high-
level design for the selected alternative. A thorough model is then prototyped in order to find
mistakes and make the necessary adjustments easier.
Verify:
The team makes sure the design is practical and accepted by stakeholders during the last
DMADV phase. Several pilot and production runs verify expectations, validate quality,
increase deployment, and record lessons learned. A sustainable transition plan, keeping
problems front and centre, and attaining long-lasting outcomes in daily operations are all part
of the Verify step.
5.4 Benefits and Risks
Six Sigma is used by Samsung Electronics in Seoul to improve innovation, efficiency, and
quality through improvements in personnel development, processes, and products. By the end
of2002, this strategic addition is expected to have improved upon current innovations,
strengthened SEC's position as a global competitor, and generated $1.5 billion in financial
benefits.
Risks include problems with organizational culture, training, strategy, and long-term
commitment. (Kwak, 2018).
6.Conclusion
In conclusion, the dynamic development of quality management from Frederick Taylor to
contemporary approaches like Six Sigma and Total Quality Management (TQM) emphasizes
the need of ongoing efforts to improve customer satisfaction and process efficiency. TQM
places a higher priority on customer satisfaction and continuous improvement, whereas Six
Sigma uses precise, data-driven techniques to reduce variation and avoid errors, emphasizing
their different approaches and goals. Samsung improved quality control and product
development through the use of DMAIC and DMADV in their Six Sigma implementation,
which resulted in significant financial gains in manufacturing.