Elements of

TQM
• Total Quality Management (TQM) is an initiative which aims
to involve every member of an organization, at all levels, in
improving the standard of product or services that they
provide.
• The history of quality management, from mere 'inspection'
to Total Quality Management, and its modern 'branded
interpretations such as 'Six Sigma', has led to the
development of essential processes, ideas, theories and
tools that are central to organizational development,
change management, and the performance
improvements that are generally desired for individuals,
teams and organizations.
“Total Quality embraces not only the quality of a specific product or
service, but everything an organization does, might or should do to
determine the opinion not only of its immediate customers or end-users, but
its reputation in the community at large. Dr J. M. Juran, the American
quality guru, defines the difference between Total Quality and product
quality as capital Q vs small q.” (Hutchins, 1992)

TQM should be implemented into a company as a ‘Kaizen’ initiative, Kaizen

is a strategy developed by the Japanese meaning ‘continuous
improvement’. So with TQM, it should be at the core of an organisation and
employed every working day, to achieve the best quality attainable.

“Total Quality Management (TQM) is a continuous set of mindset that keeps

on improvement processes for individuals, groups and whole organizations
by understanding and discovering better process.” (Poonsook Janpen
2005)
The Core • Most excellence models trace their roots back to
Elements of TQM TQM, as TQM is the foundation of setting an
organization up for managing its output at every level
to achieve standards.
 • These are Quality awards and excellence
models that are used to present the essential
controls and discipline, in the development of
quality management systems.
• Identification of the relevant tools and

Systems techniques pertinent to each different stage is

required. This includes the area/project and

and the conditions in which the tools should be

used to achieve successful application. The

Techniques
tools used should be identified as familiar to
employees and be classified as core or
optional depending on their nature and
impact each has on the working
environment.
• E.g. ISO 9000 series, EFQM Model, Investors in
People and Charter Marks.
 • Analysis of processes should be an
integral part of the organization,
there should be a focus on
processes rather than the
functions and be part of the
Processes Kaizen initiative for continuous
improvement.
• In Japan they have a saying,
‘Look after the process and the
product looks after itself!’
(Hutchins, 1990)
• E.g. JIT (Just-in-time) system
 • Management can be referred to as the corner stone of a
successful Total Quality programme as they hold the seat of
most influence upon those working for the company. They do
not as such produce anything, but they get results through
their employees. Their management style may come into
play when trying to get the best from staff, whether it is
through an authoritarian approach or a participation styled
approach.
• TQM is a way of life for a company. It has to be introduced
and led by top management. This is a key point. Attempts to
Management implement TQM often fail because top management doesn't
lead and get committed - instead, it delegates and pays lip
service. Commitment and personal involvement is required
from top management in creating and deploying clear
quality values and goals consistent with the objectives of the
company, and in creating and deploying well defined
systems, methods and performance measures for achieving
those goals. These systems and methods guide all quality
activities and encourage participation by all employees. If
leadership roles in TQM aren’t taken up by chief executive
officers (CEO’s) and their line senior managers nothing much
in ways of changes will be implemented and any that are
won't stand the test of time.
 • Employees do not decide on how they are to be
managed, but when implementing change to
management styles you cannot expect that all employees
will pick it up and accept it because management sees
the need to make the change. It is always imperative that
management keep employees in the picture when
decisions are being made regarding TQM, which should
encourage participation and help ease transition.

People
• When the identification of the tools for a system to be used
is complete it should be implemented that the right training
is given to the right people. This is to emphasize the benefits
of why their using them and how they are using them.
Training given to the right people has been proven to
minimize the misuse of the tools and techniques.
• On-going education and training of all employees supports
the drive for quality. Employees are encouraged to take
more responsibility, communicate more effectively, act
creatively, and innovate. As people behave the way they
are measured and remunerated, TQM links remuneration to
customer satisfaction metrics.
 • Within an organization it is important to emphasize
the need of teamwork. TQM is an all-in initiative,
which requires everyone to work individually and as a
team. This can be within the one department of a
company or interdepartmental. Teams in a kaizen
environment could develop the culture of total
quality through building collective responsibility and
develop a sense of ownership, provide additional

Teamwork communication channels between individuals,

management, customers and suppliers, develop
problem solving skills and facilitate awareness of
quality improvement potential, leading to behavioral
and attitude change. (Barrie G. Dale, 2007)
• An initiative that works well within teamworking is
quality circles. Within quality circles problems will only
be solved if the team has developed effective
relationships. They would tend to operate by
consensus as the members work together to improve
quality and quality control techniques
 • To make TQM an organization wide initiative, it has to be
rooted in the culture of the company. It needs to be
aligned with human resource systems, including job
design, selection processes, compensation and rewards,
performance appraisal, and training and development.
The culture requires quality in all aspects of the
company’s operations, with processes being done right

Culture
the first time and defects and waste eradicated from
operations.
• “Firms with strong comprehensive culture implement
highly the TQM elements of top management
leadership, people, process, customer and supplier
management. Firms with clan driven culture implement
highly the element of process management while firms
with hierarchy driven and weak comprehensive culture
implement lowly to moderately all elements. A culture-
based TQM implementation strategy is proposed.” (Koh
Tas Yong, Mar 2008, Vol. 26 Issue 3)
 Conclusion
• Total Quality Management is a mindset that needs to be
established in an organizations core if it is to be successful. At all
levels in all departments a mindset of quality management and
continually improving should be primary, when expanding and
developing as a whole organization, new challenges would be
dealt with in the most efficient way. But also at all levels tools
and techniques should be clear to the users, goals and
standards should be set out in an attainable fashion and
everything should be traceable through feedback to analyze
what happened and how it could be improved.
• Quality within the organizations processes and employees
should also be recognized and promoted as a distinguishing
factor.
 Conclusion
• When growing and bringing in new
businesses, if TQM is lead by the top
executives of an organization, it inspires the
other members of the organization to
incorporate into their daily work and self
training. It is always a part of the continuous
improvement (Kaizen) mindset, continue to
improve through daily actions and quality
takes care of itself.