Total quality management

management philosophy and organization-wide efforts to continuously improve ability for providing quality products and services
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Total quality management (TQM) consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.

Quality model. 2007.
CONTENT : A - F , G - L , M - R , S - Z , See also , External links


Quotes are arranged alphabetically by author

A - F

  • TQM is focused on everyone's satisfaction. TQM is an unyielding, continuing, improving effort by everyone in the company to understand, meet, and exceed the expectations of customers. TQM is not just a quality control program.
House of Quality for Enterprise Product Development Processes
  • Building the house of quality requires six basic steps:
  1. Identify customer attributes.
  2. Identify technical features.
  3. Relate the customer attributes to the technical features.
  4. Conduct an evaluation of competing products.
  5. Evaluate technical features and develop targets.
  6. Determine which technical features to deploy in the production process.
  • James W. Dean, and James Robert Evans. Total quality: Management, organization, and strategy. West Publishing Company, 1994. p. 269

G - L

  • The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation... The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.
  • [Total Quality Management (TQM) is] 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.
    • David Hoyle (2007), Quality Management Essentials, Oxford : Butterworth-Heinemann, p. 200
  • Business Process Reengineering seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM "toolboxes" as enablers, while broadening the process vision.
    • Henry J. Johansson, Business process reengineering: Breakpoint strategies for market dominance. John Wiley & Sons, 1993.
  • Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money ((Bristol-Myers Squibb). Their efforts have gone under many banners: total quality management, reengineering, right-sizing, restructuring, cultural change, and turnarounds. But, in almost every case, the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment.
    • John P. Kotter, "Leading change: Why transformation efforts fail." in: Harvard Business Review. March-April 1995. p. 59.

M - R

  • [Total Quality Management (TQM) is] 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.
    • Tilo Pfeifer (2002), Quality Management: Strategies, Methods, Techniques, Munich : Carl Hanser Verlag, p. 5
  • James Martin [in his The great transition (1995)] claims that enterprise engineering requires a focus on seven disciplines which can be linked directly to the value framework processes:
    • Five disciplines of business change methods
    • Strategic visioning - Ongoing cycle of value positioning
    • Enterprise redesign - Discontinuous change in the value definition
    • Value stream reinvention - Discontinuous change in the value offering• Procedure redesign - Discontinuous reinvention of value creation
    • Total quality management - Continuing change in value creation
    • Two disciplines of infrastructure change
    • Organizational and cultural development - Continuous value innovation
    • Information technology development - Continuous value enablement
The enterprise architect is seriously limited if the latter discipline is the only discipline in his toolbox of capabilities. Information technology development must be the core competency of an enterprise architect but needs to have a fundamental grasp of the other six disciplines of enterprise engineering.

S - Z

  • As Uchimaru sees things, an engineer who doesn't think TQM applies to technical activities must not understand either engineering or TQM or both. TQM is the application of the scientific method to business (pick an important problem, get the facts, analyze the facts, find the underlying truth, plan a method of improvement based on the underlying truth, systematically test it to verify that it works, standardize the new method, and then the cycle around again)
    • Shōji Shiba, New American TQM. Productivity press, 1993. p. 463 : Shiba talks about Kiyoshi Uchimaru, who was president of NEC's main microchip design subsidiary in the 1980s.
  • 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.
    • US DoD, Total Quality Manangement Master Plan, Washington, D.C., 1 August 1988, p. 1,

See also

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