Total Quality Management (TQM): Definition, Implementation, Benefits, Barriers, and Tools

This article provides a comprehensive overview of Total Quality Management (TQM), including its definition, implementation, benefits, barriers, and tools. It discusses the eight dimensions of product quality, the differences between hard and soft aspects of TQM, and the challenges faced in implementing TQM. Additionally, it explores the similarities and differences between TQM and excellence model.

Running Head: TQM 0
Quality & Risk Management
Student Details
1/6/2019

TQM 1
Part A
Answer1. Total Quality Management (TQM) term is used to describe the methods of
management that are used to improve productivity and quality in business organizations. It is
a comprehensive approach of management as it works horizontally in an organization which
involves all employees and departments and also includes both customers and suppliers.
TQM was invented by Walter A. Shewhart. TQM was implemented on large scale by
Japanese industry through involvement of W. Edwards Deming. He was considered as the
father of quality control, quality movement, and quality circle (Inc, 2018).
While working in Bell Telephone laboratories, Walter Shewhart developed a first statistical
chart in 1923. In 1931, he published his method as Economic Control of Quality of
Manufactured Product. This method was implemented in Hawthorn plant in 1926. Joseph
Juran worked with the method. He wrote a pamphlet in 1928 named as Statistical Methods
Applied to Manufacturing Problems which was then included in AT&T Statistical Quality
Control Handbook. Juran published his first Quality Control Handbook in 1951 (Nptel,
2018).
W. Edwards went to Japan in 1950 to help it in the preparation of the 1951 Japanese Census.
He delivered a series of lectures on the subject in presence of Japanese Union of Engineers
and Scientists. He developed critical method for production during the time of war. He
promoted his own ideas and techniques and found executives receptive to his ideas.
Application of this method resulted in increase in product quality dramatically and led
success in exports of Japanese. U.S producers also adopted quality and productivity
techniques in late 1970s and 1980s in order to restore their competitiveness (Rusnauka,
2016).

TQM 2
Answer2. Below are the eight dimensions of product quality as discussed by Garvin (Garvin,
1987):
1. Performance
2. Reliability
3. Durability
4. Serviceability
5. Aesthetics
6. Features
7. Perceived Quality
8. Conformance to Standards
Difference between Hard and Soft Aspects of TQM
Hard and soft aspects are the elements of TQM that were developed to increase the awareness
about TQM philosophies and concepts related to the overall performance of the firm (Imeri et
al., 2014). Following table shows the elements of hard and soft TQM:
Hard TQM Soft TQM
Statistical Process Control Total Employee Involvement
EFQM Customer Satisfaction
JIT Teamwork
ISO 9000 series Continuous Improvement
Scatter Diagrams Supplier Management
HACCP Strategic Quality Planning
Quality Function Deployment Democratic Management Style
Kaizen Approach Continuous Training
Benchmarking Top Management Commitment and Support
Six Sigma Empowerment
Run Charts & Control Charts Culture Change
Histogram & Process Charts
Fishbone Diagram
Pareto Analysis
Critical Path Analysis
Matrix Diagram
Tree Decision Diagram

TQM 3
Answer3. It is believed that the implementation of TQM enhances the performance of
organization. Studies identified a positive relationship between performance and TQM
implementation (Kumar et al., 2009). Some of the examples that show the benefits received
to the organization through TQM implementation are: inventory decrease by 23% in two
years, improvement in delivery time from 20 days to 4.5 days, order changes halved, profit of
$5.6 million to the quality team in four years, reduction in frequency by 40%, reduction in
customer service response time by 44%, reduction in lost time due to injuries by 46%,
reduction in cost of quality by 12%, increase in operating profits by 7.4 times, improvement
in on time delivery from 75 % to 99%, reduction in customer complaints by 78%, and survey
showed positive result in the attitude of employees from 76% to 83%. GAO of 20 companies
showed four positive results: improved employee relations, better operating procedures,
enhanced customer satisfaction, and enhanced financial performance. Therefore, impact of
TQM is always positive on organizational performance (Weebly, 2018).
 Soft TQM effects directly adoption and utilisation of hard TQM elements.
 Soft TQM effects organizational performance directly.
 Hard TQM also effects organizational performance directly.
 Soft TQM effects organizational performance indirectly through its effect on hard
TQM elements.
Answer4. Literature has identified several factors that are barriers in implementation of
TQM. Here are the different approaches that describe TQM’s implementation barriers
(Cătălin et al., 2014). According to Whalen, following are the barriers in TQM
implementation:
 Improper training;

TQM 4
 Missing management commitment;
 Complacency team;
 Poor planning;
 Invalid program usage;
 Strength of labour;
 Lack of resources;
 Not changeable organizational culture;
Sebastianelli and Tamimi described five barriers in the implementation of TQM (Rokke &
Yadav, 2012):
 Inadequate and insufficient practice management and development of human
resources;
 Poor planning;
 Insufficient quality planning;
 Lack of leadership;
 Improper customer orientation.
The reasons identified by author allowed grouping the barriers in five categories:
1. Strategic barriers: These barriers are related to the leadership and management of an
organization. These include unrealistic expectations, poor management, improper
planning, not proper TQM program, lack of involvement by managers, poor leadership,
not consistent objective, and less support from top management (Slideshare, 2018).
2. Structural barriers: These are related with system, structure and physical resources.
These include less organizational flexibility, improper information system, shortage of
time, inappropriate organizational structure, less physical resources, and no financial
support.

TQM 5
3. Human Resources barrier: These are related with human factors. These include
uninterested employees, lack of commitment from employees, poor delegation,
uneducated employees, lack of motivation in employees, improper HRM, and ignorance
of recognition (Slideshare, 2018).
4. Contextual barriers: These include improper organizational culture, poor coordination
and communication, political behaviour, improper guidance to teams, and workforce
diversity.
5. Procedural barriers: These are generated due to complex processes. These include less
focus, bureaucracy, improper corrective action, less concentration on clients, time
consuming efforts to improve quality (Cătălin et al., 2014).
Answer5. Several tools are used by organizations to manage and monitor their quality
initiatives. But the most common tools are seven (Lotich, 2015). Following are the tools used
in TQM:
1. Flowchart: this tool is used to determine the breakdown and bottlenecks in work
processes. It tells about how the process looks like and also tells about the issues
within the process.

TQM 6
Source: (Lotich, 2015)
2. Check Sheet: This tool is used to collect data. It determines the number of times a
incident happened.
Source: (Lotich, 2015)
3. Fishbone Diagram: It defines the possible cause of problem.
Source: (Lotich, 2015)
4. Pareto Chart: It represents the bar graph of data that show the largest number of
frequencies to the smallest.

TQM 7
Source: (Lotich, 2015)
5. Control Charts: These are used to plot data points over time. These tell about the
inconsistency of data.
Source: (Lotich, 2015)
6. Histograms: It is bar chart picture of data. It shows the patterns that fall within
typical process conditions.

TQM 8
Source: (Lotich, 2015)
7. Scatter Diagrams: These are graphs that show variables relationship.
Source: (Lotich, 2015)
Part B
Answer1. A review on TQM, published by Bernardino et al (2016) provides evidence from
the literature that the Japanese style model of TQM is not being used as a means for
improving outcomes of organization. This paper presents the results of the survey conducted
in four different organizations. From the analysis of results found from survey in these four
organizations says that all of these organizations adapted TQM in 1990s but the current
managers do not lead TQM program throughout their companies instead they claim to have
integrated quality management system (Referenceforbusiness, 2018). The aspects of TQM

TQM 9
that were removed are 5S and QCC programs. Additionally some of the practices are not
performed in the way they were used to be during the time when TQM was adopted but their
objectives are same. Practices that were used during 1990s are decreased in four
organizations from 67 to 45%, 73 to 68%, 92 to 53%, and 70 to 58%. The tools of TQM are
used by the four organizations are more than 70%. The four companies adhered to around
75% methodologies of TQM (Weebly, 2018).
Answer2. There have been lot of literature that claimed TQM could not survive outside
Japan because of cultural difference. But this was proved wrong by Ouchi and Jhonson.
Below is the list of challenges or barriers that was faced in implementation of TQM:
1. Top management and leadership commitment: As identified by Coulson Thomas,
first barrier in TQM is top management commitment. Several studies showed first
priority for senior managers is still profitability and not the employees (Rokke &
Yadav, 2012).
2. Strategic Planning: Goodman identified the manner in which the problems are
prioritized is serious problem. Organizations focus on long term planning while the
short term operational focus is equally important.
3. Transforming Organizational Culture: It could be the most challenging barrier as
resistance to change is human nature.
4. Dynamic Customer Focus: In a study by Porter and Black and also supported by
Summers suggest putting needs, expectations, and requirements as the top most
priority (Rokke & Yadav, 2012).
5. Continuous Improvement: One of the reasons of TQM decline is alluding to the
onset of ISO.

TQM 10
Answer3. Similarities and differences between TQM and excellence model (Bernardino et
al., 2016)
Similarities:
 Both of these are considered as management philosophies instead of management
techniques;
 Both adopt PDCA cycle and system thinking;
 Both focus on added value for the customer and continuous improvement;
 Both use benchmarking;
 Both focus on stakeholders and customer satisfaction;
 In both of these approaches management decisions are based on data and facts;
 Both support policies that value people;
 Both focus on cooperation;
 Both support supplier development and partnership development.
Differences:
 TQM is prescriptive model while MEM is not;
 TQM is driven to productive system while MEM is management driven;
 TQM emphasis on quality while MEM emphasis on excellence;
 TQM is industry driven while MEM is all company driven;
 TQM is driven to large and medium company driven while MEM is small company
driven;
 TQM focuses on internal environment while MEM focuses on both internal and
external environment;
 TQM emphasis more on formal standardization while MEM emphasis minimum on
formal standardization;

TQM 11
 No management evaluation and awards in TQM while MEM does both;
 TQM focus on minimising nonconformities while MEM emphasis minimum on it;
 In addition to that MEM considers participative leadership, sustainability, and
strategic planning while TQM has missing these terms.

TQM 12
References
Ask, 2018. The 7 Basic Quality Tools for Process Improvement. [Online] Available at:
https://asq.org/quality-resources/seven-basic-quality-tools.
Bernardino , L. et al., 2016. After 20 years, what has remained of TQM? International
Journal of Productivity and Performance Management, 65(3), pp.378-400.
Cătălin, S.H., Bogdan, B. & Dimitrie, G.R., 2014. THE EXISTING BARRIERS IN
IMPLEMENTING TOTAL QUALITY MANAGEMENT. Annals of the University of
Oradea, Economic Science Series, 23(1).
Garvin, D.A., 1987. Competing on the Eight Dimensions of Quality. [Online] Available at:
https://hbr.org/1987/11/competing-on-the-eight-dimensions-of-quality.
Imeri, S., Kekäle, T., Takala, J. & Liu, Y., 2014. Understanding the impact of ‘hard’and
‘soft’elements of TQM in south-east European firms. Management and Production
Engineering Review, 5(3), pp.9-13.
Inc, 2018. Total Quality Management (TQM). [Online] Available at:
https://www.inc.com/encyclopedia/total-quality-management-tqm.html.
Kumar, V., Choisne, F., de Grosbois, D. & Kumar, U., 2009. Impact of TQM on company's
performance. International journal of quality & reliability management, 26(1), pp.23-37.
Lotich, P., 2015. 7 Essential Tools for Quality Control. [Online] Available at:
https://thethrivingsmallbusiness.com/seven-management-tools-for-quality-control/.
Nptel, 2018. Introduction to Quality Management. [Online] Available at:
https://nptel.ac.in/courses/110101010/downloads/mod1/Module%20I-Lec3.pdf.

TQM 13
Referenceforbusiness, 2018. TOTAL QUALITY MANAGEMENT (TQM). [Online] Available
at: https://www.referenceforbusiness.com/small/Sm-Z/Total-Quality-Management-
TQM.html.
Rokke, C. & Yadav, O.P., 2012. Challenges and Barriers to Total Quality Management: An
Overview. International Journal of Performability Engineering, 8(6).
Rusnauka, 2016. Evolution of Total Quality Management. [Online] Available at:
http://www.rusnauka.com/2_ANR_2016/Economics/14_206421.doc.htm.
Slideshare, 2018. Barriers in Total Quality Management Implementation. [Online] Available
at: https://www.slideshare.net/Haseeb543/barriers-to-total-quality-management-
implementatio.
Weebly, 2018. Total Quality Management (TQM) Tools. [Online] Available at:
https://totalqualitymanagement.weebly.com/tqm-tools.html.