Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement.
TQM and Six Sigma
The TQM concept was developed by a number of American management consultants, including W. Edwards Deming, Joeseph Juran, and A.V. Feigenbaum.[3] Originally, these consultants won few converts in the United States. However, managers in Japan embraced their ideas enthusiastically and even named their premier annual prize for manufacturing excellence after Deming.
The Six Sigma management strategy originated in 1986 from Motorolas drive towards reducing defects by minimizing variation in processes.[4]
The main difference between TQM and Six Sigma (a newer concept) is the approach.[5] At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work.
The methods for implementing this approach come from people suchas Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
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