Total quality management

In the late 1970s and early 1980s, the developed countries of North America and Western Europe suffered economically in the face of stiff competition from Japan's ability to produce high-quality goods at competitive cost. For the first time since the start of the Industrial Revolution, the United Kingdom became a net importer of finished goods. The United States undertook its own soul-searching, expressed most pointedly in the television broadcast of If Japan Can... Why Can't We?. Firms began reexamining the techniques of quality control invented over the past 50 years and how those techniques had been so successfully employed by the Japanese. It was in the midst of this economic turmoil that TQM took root.

The exact origin of the term "total quality management" is uncertain.{{Citation | last1 = Martínez-Lorente | first1 = Angel R. | last2 = Dewhurst | first2 = Frank |author3=Dale, Barrie G. | year = 1998 | title = Total Quality Management: Origins and Evolution of the Term | magazine = The TQM Magazine | volume = 10 | issue = 5 | publisher = MCB University Publishers Ltd | location = Bingley, United Kingdom | pages = 378–386 | doi = 10.1108/09544789810231261 | hdl = 10317/441 | citeseerx = 10.1.1.574.2414 }} It is almost certainly inspired by Armand V. Feigenbaum's multi-edition book Total Quality Control ({{OCLC|299383303}}) and Kaoru Ishikawa's What Is Total Quality Control? The Japanese Way ({{OCLC|11467749}}). It may have been first coined in the United Kingdom by the Department of Trade and Industry during its 1983 "National Quality Campaign". Or it may have been first coined in the United States by the Naval Air Systems Command to describe its quality-improvement efforts in 1985.

In the spring of 1984, an arm of the United States Navy asked some of its civilian researchers to assess statistical process control and the work of several prominent quality consultants and to make recommendations as to how to apply their approaches to improve the Navy's operational effectiveness.{{Citation | last1 = Houston | first1 = Archester | last2 = Dockstader | first2 = Steven L. | year = 1997 | title = Total Quality Leadership: A Primer | publisher = United States Navy | location = Washington, D.C. | pages = 10–11 | id = 97-02 | oclc = 38886868 | url = http://www.balancedscorecard.org/portals/0/pdf/primer.pdf | access-date = 2013-10-19}} The recommendation was to adopt the teachings of W. Edwards Deming.{{Citation | last1 = McDaniel | first1 = Delora M. | last2 = Doherty | first2 = Linda M. | date = February 1990 | title = Total Quality Management Case Study in a Navy Headquarters Organization | publisher = Navy Personnel Research and Development Center | location = San Diego, California | page = 1 | id = NPRDC-TN-90-10 | oclc = 227755405 | url = http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA219412 | archive-url = https://web.archive.org/web/20131021041536/http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA219412 | url-status = dead | archive-date = October 21, 2013 | access-date = 2013-10-20 | quote = Effective implementation of Total Quality Management (TQM) to improve quality and productivity is based upon the philosophy and management principles of W. Edwards Deming. }} The Navy branded the effort "Total Quality Management" in 1985.{{refn|group=Note|The Navy rebranded its effort "Total Quality Leadership" in 1990.}}

From the Navy, TQM spread throughout the US Federal Government, resulting in the following:

• The creation of the Malcolm Baldrige National Quality Award in August 1987
• The creation of the Federal Quality Institute in June 1988
• The adoption of TQM by many elements of government and the armed forces, including the United States Department of Defense,{{Citation | author = United States Department of Defense | year = 1989 | title = Total Quality Management: A Guide for Implementation | publisher = National Technical Information Service | location = Springfield, Virginia | id = DoD 5000.51-G | oclc = 21238720| author-link = United States Department of Defense }} United States Army,{{Citation | date = 1992-06-12 | title = Total Army Quality Management | publisher = United States Army | location = Washington, D.C. | id = Army Regulation 5–1 | url = http://www.apd.army.mil/jw2/xmldemo/r5_1/cover.asp | archive-url = https://web.archive.org/web/20130225091527/http://www.apd.army.mil/jw2/xmldemo/r5_1/cover.asp | url-status = dead | archive-date = February 25, 2013 | access-date = 2013-10-19}} and United States Coast Guard{{Citation | last = Nelson | first = Robert T. | date = 1991-01-10 | title = COAST GUARD TOTAL QUALITY MANAGEMENT (TQM) GENERIC ORGANIZATION | publisher = United States Coast Guard | location = Washington, D.C. | id = COMDTINST 5224.7 | url = http://www.uscg.mil/directives/ci/5000-5999/CI_5224_7.pdf | access-date = 2013-10-19}}

The US Environmental Protection Agency's Underground Storage Tanks program, which was established in 1985, also employed Total Quality Management to develop its management style.{{Cite web|url=https://www.epaalumni.org/userdata/pdf/602BCE06FAFAB29B.pdf#page=6|title=Transcript of 'The Underground Storage Tank Program's Early Management Challenges' video|last=Brand|first=Ron|date=April 24, 2013|website=EPA Alumni Association|access-date=August 26, 2018}} The private sector followed suit, flocking to TQM principles not only as a means to recapture market share from the Japanese, but also to remain competitive when bidding for contracts from the Federal Government{{Citation | last = Creech | first = Bill | author-link = Wilbur L. Creech | year = 1994 | title = The Five Pillars of TQM: How to Make Total Quality Management Work for You | publisher = Truman Talley Books/Dutton | location = New York | page = [https://archive.org/details/fivepillarsoftqm00cree/page/153 153] | isbn = 9780525937258 | oclc = 28508067 | quote = ...the DOD took steps to extend its reach to the thousands of vendors who sell to the department... Thus was born the DOD's TQM outreach program to all its vendors, large and small. And the TQM banners went up all over America. | url = https://archive.org/details/fivepillarsoftqm00cree/page/153 }} since "total quality" requires involving suppliers, not just employees, in process improvement efforts.

There is no widespread agreement as to what TQM is and what actions it requires of organizations,{{Citation | last = Juran | first = Joseph M. | author-link = Joseph M. Juran | year = 1995 | title = A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality | publisher = ASQC Quality Press | location = Milwaukee, Wisconsin | page = [https://archive.org/details/historyofmanagin0000unse/page/596 596] | isbn = 9780873893411 | oclc = 32394752 | url = https://archive.org/details/historyofmanagin0000unse/page/596 | access-date = 2013-10-20 }}{{Citation | last = Holmes | first = Ken | date = 1992 | title = Total Quality Management | publisher = Pira International, Ltd. | location = Leatherhead, United Kingdom | page = 10 | isbn = 9781858020112 | oclc = 27644834 | quote = Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as 'gurus') we have come across.}}{{Citation | last = Creech | first = Bill | author-link = Wilbur L. Creech | year = 1994 | title = The Five Pillars of TQM: How to Make Total Quality Management Work for You | publisher = Truman Talley Books/Dutton | location = New York | page = [https://archive.org/details/fivepillarsoftqm00cree/page/4 4] | isbn = 9780525937258 | oclc = 28508067 | quote = In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices. In my management advisory activities I run into scores of these different programs all parading under the same name. Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new. ... However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case. | url = https://archive.org/details/fivepillarsoftqm00cree/page/4 }} however a review of the original United States Navy effort gives a rough understanding of what is involved in TQM.

The key concepts in the TQM effort undertaken by the Navy in the 1980s include:{{Citation | last = Houston | first = Archester |date=December 1988 | title = A Total Quality Management Process Improvement Model | publisher = Navy Personnel Research and Development Center | location = San Diego, California | pages = vii–viii | id = AD-A202 154 | oclc = 21243646 | url = http://apps.dtic.mil/dtic/tr/fulltext/u2/a202154.pdf | archive-url = https://web.archive.org/web/20131021032256/http://www.dtic.mil/dtic/tr/fulltext/u2/a202154.pdf | url-status = live | archive-date = October 21, 2013 | access-date = 2013-10-20}}

• "Quality is defined by customers' requirements."
• "Top management has direct responsibility for quality improvement."
• "Increased quality comes from systematic analysis and improvement of work processes."
• "Quality improvement is a continuous effort and conducted throughout the organization."

The Navy used the following tools and techniques:

• The PDCA cycle to drive issues to resolution
• Ad hoc cross-functional teams (similar to quality circles) responsible for addressing immediate process issues
• Standing cross-functional teams responsible for the improvement of processes over the long term
• Active management participation through steering committees
• Use of the Seven Basic Tools of Quality to analyze quality-related issues

While there is no generally accepted definition of TQM, several notable organizations have attempted to define it. These include:

"Total Quality Management (TQM) in the Department of Defense is a strategy for continuously improving performance at every level, and in all areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools under a disciplined structure focused on continuously improving all processes. Improved performance is directed at satisfying such broad goals as cost, quality, schedule, and mission need and suitability. Increasing user satisfaction is the overriding objective. The TQM effort builds on the pioneering work of Dr. W. E. Deming, Dr. J. M. Juran, and others, and benefits from both private and public sector experience with continuous process improvement."{{Citation |date=August 1988 | title = TOTAL QUALITY MANAGEMENT MASTER PLAN | publisher = United States Department of Defense | location = Washington, D.C. | page = 1 | id = ADA355612 | oclc = 831675799 | url = http://www.dtic.mil/cgi-bin/GetTRDoc?Location=U2&doc=GetTRDoc.pdf&AD=ADA355612 | archive-url = https://web.archive.org/web/20131021032704/http://www.dtic.mil/cgi-bin/GetTRDoc?Location=U2&doc=GetTRDoc.pdf&AD=ADA355612 | url-status = dead | archive-date = October 21, 2013 | access-date = 2013-10-19}}

"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."{{Citation | last = Hoyle | first = David | year = 2007 | title = Quality Management Essentials | publisher = Butterworth-Heinemann | location = Oxford, United Kingdom | page = 200 | isbn = 9780750667869 | oclc = 72868446 | url = https://books.google.com/books?id=o25pOeY9_CQC&pg=PA200 | access-date = 2013-10-19}}

"A management approach of an organisation centred on quality, based on the participation of all its members and aiming at long term success through customer satisfaction and benefits to all members of the organisation and society."{{Citation | last = Pfeifer | first = Tilo | year = 2002 | title = Quality Management: Strategies, Methods, Techniques | publisher = Carl Hanser Verlag | location = Munich, Germany | page = 5 | isbn = 9783446220034 | oclc = 76435823 | url = https://books.google.com/books?id=C5s1pqsQgWMC&pg=PA5 | access-date = 2013-10-19}}

"A term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran."{{cite web | url = http://asq.org/glossary/t.html | title = Quality Glossary - T | website = asq.org | publisher = American Society for Quality | location = Milwaukee, Wisconsin | access-date = 2013-10-19}}

"TQM is a philosophy for managing an organization in a way which enables it to meet stakeholder needs and expectations efficiently and effectively, without compromising ethical values."{{cite web | url = http://www.thecqi.org/Knowledge-Hub/Resources/Factsheets/Total-quality-management/ | title = Factsheet: Total quality management (TQM) | website = www.thecqi.org | publisher = The Chartered Quality Institute | location = London, England | access-date = 2013-10-19 | archive-date = 2014-07-03 | archive-url = https://web.archive.org/web/20140703210438/http://thecqi.org/Knowledge-Hub/Resources/Factsheets/Total-quality-management/ | url-status = dead }}

In the United States, the Baldrige Award, created by Public Law 100–107, annually recognizes American businesses, education institutions, health care organizations, and government or nonprofit organizations that are role models for organizational performance excellence. Organizations are judged on criteria from seven categories:{{cite web | url = https://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm | title = 2015–2016 Baldrige Excellence Framework | website = www.nist.gov | publisher = National Institute of Standards and Technology | location = Gaithersburg, Maryland | access-date = 2015-01-10| date = 2009-08-27 }}

1. Leadership
2. Strategy
3. Customers
4. Measurement, analysis, and knowledge management
5. Workforce
6. Operations
7. Results

Example criteria are:{{Citation | date = 2011-01-12 | title = 2011–2012 Criteria for Performance Excellence | publisher = National Institute of Standards and Technology | location = Gaithersburg, Maryland | url = https://www.nist.gov/baldrige/publications/upload/2011_2012_Business_Nonprofit_Criteria.pdf | access-date = 2010-10-20}}

• How do you obtain information on your customers’ satisfaction relative to their satisfaction with your competitors?
• How do you select, collect, align, and integrate data and information for tracking daily operations?
• How do you manage your workforce, its needs, and your needs to ensure continuity, prevent workforce reductions, and minimize the impact of workforce reductions, if they do become necessary?

Joseph M. Juran believed the Baldrige Award judging criteria to be the most widely accepted description of what TQM entails.{{rp|650}}

During the 1990s, standards bodies in Belgium, France, Germany, Turkey, and the United Kingdom attempted to standardize TQM. While many of these standards have since been explicitly withdrawn, they all are effectively superseded by ISO 9000:

• {{Citation | year = 1992 | title = Total Quality Management: Guide to Management Principles | publisher = British Standards Institution | location = London, England | id = BS 7850 | isbn = 9780580211560 | oclc = 655881602}}
• {{Citation | author = Electronic Components Committee | year = 1994 | title = Guide to Total Quality Management (TQM) for CECC-Approved Organizations | publisher = European Committee for Electrotechnical Standardization | location = Brussels, Belgium | id = CECC 00 806 Issue 1}}
• {{Citation | year = 1996 | title = System zur Zukunftssicherung: Total Quality Management (TQM) | publisher = Verein Deutscher Ingenieure | location = Düsseldorf, Germany | id = VDI 5500 | oclc = 632959402}}
• {{Citation | year = 1998 | title = Total Quality and Marketing/Management Tools | publisher = AFNOR | location = Paris, France | id = FD X50-680}}
• {{Citation | year = 2006 | title = Total Quality Management: Guide to Management Principles | publisher = Turkish Standards Institution (TSE) | id = TS 13133}}

Interest in TQM as an academic subject peaked around 1993.

The Federal Quality Institute was shuttered in September 1995 as part of the Clinton administration's efforts to streamline government.{{Citation | last = Dusharme | first = Dirk |date=August 1995 | title = Federal Quality Institute Set to Close | magazine = Quality Digest | publisher = QCI International | location = Red Bluff, California | issn = 1049-8699 | oclc = 17469778 | url = http://www.qualitydigest.com/aug95/newsdig.html#anchor558722 | access-date = 2013-10-19}} The European Centre for Total Quality Management closed in August 2009.{{cite web | url = http://www.brad.ac.uk/acad/management/external/page.php?section=homenew&page=ectqm | title = European Centre for Total Quality Management | website = www.brad.ac.uk | publisher = University of Bradford | location = Bradford, United Kingdom | access-date = 2013-10-19 | quote = The European Centre for TQM has ceased to exist as from the end of August 2009. For all information related to ECTQM and its activities, please contact Professor Mohamed Zairi.}}

TQM, as a vaguely defined quality management approach, was largely supplanted by the ISO 9000 collection of standards and their formal certification processes in the 1990s. Business interest in quality improvement under the TQM name also faded as Jack Welch's success attracted attention to Six Sigma and Toyota's success attracted attention to lean manufacturing, though the three share many of the same tools, techniques, and significant portions of the same philosophy.

TQM lives on in various national quality awards around the globe.{{cite journal |last1=Vokurka |first1=Robert J |last2=Stading |first2=Gary L |last3=Brazeal |first3=Jason |title=A Comparative Analysis of National and Regional Quality Awards |url=http://asq.org/qic/display-item/?item=13968 |journal=Quality Progress |date=August 2000 |volume=33 |issue=8 |page=41 |issn=0033-524X |access-date=2014-05-05 |archive-url=https://web.archive.org/web/20181216031803/http://asq.org/qic/display-item/?item=13968 | archive-date=2018-12-16 |url-status=dead}}

• Capability Maturity Model Integration CMMI
• Lean manufacturing
• List of national quality awards
• Malcolm Baldrige National Quality Award
• Outline of management
• People Capability Maturity Model
• Zero Defects

{{reflist|group=Note}}

{{Reflist|45em}}

• {{Citation | last = Deming | first = W. Edwards | author-link = W. Edwards Deming | year = 1986 | title = Out of the Crisis | publisher = Massachusetts Institute of Technology | location = Cambridge, Massachusetts | bibcode = 1986oucr.book.....D | isbn = 9780911379013 | oclc = 13126265 | url = http://mitpress.mit.edu/books/out-crisis | access-date = 2013-12-07}} (Originally published in 1982 as Quality, Productivity, and Competitive Position, {{OCLC|9234321}})
• {{Citation | author = Department of Defense | author-link = United States Department of Defense | date = 1990-02-15 | title = Total Quality Management Guide: A Two Volume Guide for Defense Organizations | volume = 1—Key Features of the DoD Implementation | publisher = United States Department of Defense | location = Washington, D.C. | id = ADA225196 | oclc = 26866911 | url = http://www.dtic.mil/docs/citations/ADA225196 | archive-url = https://web.archive.org/web/20131211155123/http://www.dtic.mil/docs/citations/ADA225196 | url-status = dead | archive-date = December 11, 2013 | access-date = 2013-12-07}}
• {{Citation | last = Feigenbaum | first = Armand V. | author-link = Armand V. Feigenbaum | year = 1983 | title = Total Quality Control | edition = 3 | publisher = McGraw-Hill, Inc. | location = New York | isbn = 9780070203532 | oclc = 8552734 | url = https://archive.org/details/totalqualitycont00feig_0 }}
• {{Citation | last = Ishikawa | first = Kaoru | author-link = Kaoru Ishikawa | title = What Is Total Quality Control? The Japanese Way | edition = 1 | year = 1985 | publisher = Prentice-Hall | location = Englewood Cliffs, New Jersey | isbn = 9780139524332 | oclc = 11467749 | url = https://archive.org/details/whatistotalquali00ishi }}
• {{Citation | author = Office of the Deputy Under Secretary of Defense for Total Quality Management | author-link = United States Department of Defense | date = 1990-02-15 | title = Total Quality Management Guide: A Two Volume Guide for Defense Organizations | volume = 2—A Guide to Implementation | publisher = United States Department of Defense | location = Washington, D.C. | id = ADA230439 | oclc = 834271878 | url = http://www.dtic.mil/docs/citations/ADA230439 | archive-url = https://web.archive.org/web/20131211154701/http://www.dtic.mil/docs/citations/ADA230439 | url-status = dead | archive-date = December 11, 2013 | access-date = 2013-12-07}}
• {{cite journal | last1 = Rehder | first1 = Robert | last2 = Ralston | first2 = Faith | title = Total Quality Management: A Revolutionary Management Philosophy | journal = S.A.M. Advanced Management Journal | date = Summer 1984 | volume = 49 | issue = 3 | pages = 24–33 | issn = 0749-7075 | oclc = 11220842}}

{{Wikiquote}}

• [http://asq.org/learn-about-quality/total-quality-management/overview/overview.html The American Society for Quality resource page on TQM]
• [http://www.thecqi.org/Knowledge-Hub/Resources/Factsheets/Total-quality-management/ The Chartered Quality Institute resource page on TQM] {{Webarchive|url=https://web.archive.org/web/20140703210438/http://thecqi.org/Knowledge-Hub/Resources/Factsheets/Total-quality-management/ |date=2014-07-03 }}
• [http://www.economist.com/node/14301657 The Economist resource page on TQM]

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Category:Business terms

Category:Quality management