Quality Management, Quality Philosophy, and TQM Analysis

This report provides a comprehensive overview of quality management, quality philosophy, and Total Quality Management (TQM). It explores the core concepts of quality management, emphasizing customer value and continuous improvement. The report delves into various quality philosophies, including those of Deming, Juran, Crosby, and Ishikawa, highlighting their key principles and contributions to organizational success. It examines the importance of leadership, strategic vision, and employee empowerment in achieving quality goals. Furthermore, the report discusses the implementation of quality management systems, such as ISO 9001, and their impact on business functions. It also covers quality control processes, the significance of zero defects, and the role of data-driven decision-making. Overall, the report offers valuable insights into the principles and practices of quality management, providing a foundation for understanding and implementing effective strategies for organizational excellence.

QUALITY MANAGEMENT,
QUALITY PHILOSOPHY AND
TQM

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
Theme (a) Quality management..................................................................................................1
Theme (b) Quality philosophy....................................................................................................3
Theme (c) Total Quality management........................................................................................6
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Literature Review is a type of review article or a scholarly paper which includes
substantive findings with context of current knowledge as well as methodological and theoretical
contributions on a particular topic. These are secondary type of sources and does not reflect new
or original experimental work. It is a basis of research for almost every academic field.
Following report is an understanding of Total Quality Management and develops sense of TQ
elements and factors that helps in succession of an organization.
Theme (a) Quality management
According to Jiménez-Jiménez and et. al. (2015), Quality management is considered as
an approach for process of acquiring its requirement for developing an understanding of idea.
The values which are considered for improving the customer values along with different
principles as central practice to quality management. Quality improvement and management has
been considered as subject of huge importance in any business entity. It gives special focus on its
overall process of system instead of concentrating on its outcomes, it is for identification and
implementation of different quality policy with reference to business entity. Various firms
throughout the world had initiated for releasing their potential for holding them and for adopting
innovative philosophies which are laying special emphasis on quality management instead of its
results. There are various organizations which had applied ISO 9001 quality management system
as they consider its very worth for maintaining about its significance for holding for this
organization.
As per views of Kafetzopoulos, Gotzamani and Gkana (2015), it had positive effect on
different functions of business which would give different insight. The major step for creating
value and quality is to give special focus on its customers and to become obsessive for
expectations and understanding of customers. It is fundamentally related to people as process
could be excellent for discouraging or poorly trained staff members. The major aspect for quality
management for creating workforce as empowered and motivated for ability to work on its
process for increasing its customer value. On the contrary Kneese, Russell and Kelly (2016) says
that for generating quality it should not only be customer and people oriented as it must be
capable for focussing on its strategy and leadership. Quality management must be capable for
undertaking of specific strategy. The various organizations thrive and sustain for delivering value
to its customers as it should treat this as major strategic objective for creating strategic vision for
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deploying throughout organization linked to objectives and actions. It would be providing
commitment for long term aspect. In the context of leadership, with absence of commitment of
leader nothing happens as their active driving of specific strategy and there is appropriate
engagement along with its application.
According to Kwon, Lee and Shin (2014), quality of team deliverables could be
improved through process of quality management as it would also help for implementation of
quality assurance process for boosting confidence in output's quality. The implementation of
quality management in business entity helps in attaining success. This process will lead to set
various quality targets which are accomplished through team as in same series, measurement of
quality targets would be defined. Further it would take actions which are required for measuring
quality. The issues with reference to quality along with its improvements would be determined.
The overall quality level would be attained and reported on same account. On the contrary ()
says that, quality management is a set of procedure which is followed for ensuring about
deliverable which had been raised through team as fit for purpose. It would be capable for
performing quality assurance, undertaking quality control, initiating quality improvement and
finally implementation of quality management.
As per views of Oakland (2014), implementing a specific quality management procedure
for attaining popularity in every business entity so there is presence of huge advantages for
application of this quality management system. Business had been facilitated along with this
system for accomplishing goals which are specified in strategy of business entity. Reliability and
stability have been ensured with context of resource, equipments and techniques which are
applicable in projects. Different activities of project are aligned and integrated for accomplishing
product's quality. Generally, all efforts had been commenced for determining customer
requirements and expectations with context of contentment. However, it is fully implemented
and recognized system of quality management for ensuring about customer satisfaction to attain
its requirements and for enhancing customer confidence. It is referred as great achievement for
business entity which would be assisting for capturing market or for raise in market share.
Papp (2014), said that implementation of system of quality management could attain
huge consistency with context of activity of project as it had also enhanced its effectiveness with
context of improvement related to time usage and its resources. However, the best practices and
improvements could be implemented as discipline of quality considers efforts which are directed
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for processes and had maintained consistency along with decreasing expenditures. The
production had been ensured according to scheduled baseline. The processes, system and
products are improved on continuous basis for implementing best practices such as techniques of
modern manufacture and appropriate application of these specific quality control techniques.
On the contrary Ross (2017) says that, quality plan must be capable for covering
expectations of shareholder with context of quality of project. It should define criteria of success
along with tolerances which is acceptable. The process which had been intended for giving
reassurance of project for attaining its significance of quality. There is requirement of measuring
level of quality which should be not in favour of definition of accepted quality as it helps in
improving stages of life cycle. It is considered as very important for capturing learned outcomes
so project's future phases could not make any error with reference to quality. In the same series,
opportunities are determined for improving quality in cost effective aspect. It is referred as an
ongoing process for whole life cycle of project and managed in better aspect for ensuring each
task with standards which are defined. However, quality control is concerned with measuring
and testing different aspect of any project for ensuring about its deliverables to attain its pre
defined specification and needs of stakeholders. Generally, projects are in complex forms for
measuring and testing quality which depends on project and its milestones. These specific
projects helps in creating physical products for requirement to check against standards of
industry and might be improving process of business.
Theme (b) Quality philosophy
According to Abell and et. al. (2017), quality philosophy had laid focus on
implementation and development of wide culture of corporate for emphasizing focus of
consumer, employee empowerment, continuous improvement and decision making on data
driven. There is presence of various drivers of philosophy which are directly rooted for product
alignment and design of service system along with consumer expectations. They focus on quality
at every development, delivery and production phase. It is process centric and directs decrement
of its variability along with regular improvement with role of final service and product. There are
different quality philosophy which are proposed as it helps in managing and improving level of
quality which could be stated as Deming, Juran, Crosby and Ishikawa philosophy.
As per views of Gamage, Jayamaha and Grigg (2017), Deming had given various
concepts of quality which were followed through Japanese organizations. All stakeholders were
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emphasized and departments in any business entity must be considered as single part of
individual as whole system. The departments and stakeholders must be capable to work in single
team for accomplishing a mutual objective for utilising its performance of specific system. The
variation of form which are caused because of any specific reason which could lead to cost
increment. However, it is very important for understanding the differences and to determine its
source and cause of that particular variation. In the same series, it would identify its cause and
alterations in technology, people, material, process and methods or measurement system.
According to Belias and et. al. (2017), it is considered as very important for
understanding people's psychology. The employee would attain help through appropriate
nurturing for enjoying there work for exhibiting their attributes which might give appropriate
impact of quality on its performance. It had been suggested for decisions regarding management
for supporting data, justifiable theories and important facts. However, Deming had propounded
14 points of management for considering requirements of customer with context of continuous
improvements. Consistency refers to continuous improvements in every business area as it
ensures vision of organization with context of quality in every business entity. In the same series,
learning of new philosophy helps in bringing innovative way of thinking as it encourages
innovations. It also minimizes inspection unnecessary cost by eliminating all non value added
cost. It helps in improving process which lead to minor defects. Further the prices must be set not
only with perspective of purchasing and improvements should be on constant basis. The training
programs must be evaluated and effectiveness with application of various statistical methods.
The workforce must be facilitated through good leadership and fear must be driven out. It should
be capable for removing functional silos with elimination of exhortations along with numerical
targets. However, it must instill sense of pride with context of workmanship, education must be
provided and commitment through top management.
As per view of Goetsch and Davis (2014), Juran's approach is considered as more
evolutionary as money is referred as business language and efforts with context of quality must
be communicated to top management in their language. It is stated as performance of product
whose outcome as in satisfaction from customer. In other words, freedom from deficiency of
product as it ignores dissatisfaction via customer. It could be briefed as fitness for its application.
The market research, design specifications and product concepts had been concentrated through
quality of design. The technology, management and manpower are considered in quality of
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conformance. Its availability had laid special emphasis on maintainability, logistical support and
relatability. Quality of field service consists of integrity, competence and promptness. However,
pursuit of quality is classified on two levels such as objective of business entity for attaining
quality of high product along with every department's mission to gain high level of production
quality. There is classification prepared through Juran as quality of design, conformance,
availability and field service. Quality trilogy is also comprised of quality planning, control and
improvements.
According to Taylor (2018), philosophy or Crosby is linked to concept of “zero defects”
and “do it right first time”. Quality is referred as absolute management of quality with
requirement of conformance could be attained. There is absence of issues of quality as it could
be originated via various departments. It must be capable for measuring outcome of report and its
conformance. However, performing job right at initial time would not incur cost such as quality
of economics. It is considered as an expense related to non conformance. In the same series, its
standards of performance should give zero defects as business entity must be capable for
concentrating for prevention of defects instead of fixing and finding them. This philosophy
differs from both Juran and Deming. The cost of poor quality is always higher than compared to
realization of business entity, There must be more efforts for purpose of tracing cost related to
quality and decrement in cost due to improvement in quality. For the purpose of improving
quality, measures were classified in 14 steps as management commitment, team of quality
improvements, measurement of processes, quality cost along with its awareness, rectification of
problems, progress had been monitored, supervisiors are trained in appropriate aspect, zero
defects day, establishment of goals for improvements, removal of fear, recognition, quality
council and cycle must be repeated.
According to Brousseau, Cara and Blais (2017), perfect deal of leadership had been
provided through Ishikawa for purpose of shaping quality movement of Japanese via activities
and vision linked to Union of Japanese Scientists and Engineers. Quality circle was pioneered as
voluntary group of employees and workers which are also known as corrective action team.
However, the specific quality circle has its belonging to particular department in limited scope
for issues in specific department. There could be various quality circle stated as cross functional
level.
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Theme (c) Total Quality management
According to Calabrese and Corbò (2015), TQM is analysed as philosophy of
management for continuously enhancing improving the quality of products and processes. The
main idea is that quality of products and services is the major responsibility of every individual
who is involved with the development and utilization of products and services. This philosophy
involves management, workforce, suppliers and even consumers in order to meet or exceed
expectation of customers.
The major practices which are performed by business enterprise in TQM are cross functional
design of product, process management, consumers involvement, strategic planning,
management of suppliers quality, getting information and feedback, cross functional training and
employee involvement etc.
Akgün and et. al. (2014) also describes that Total quality management is a management
strategy which is aimed at embedding awareness of quality in all organisational processes. This
philosophy requires that the organisation should maintain this quality standard in all aspects of
its business. Company needs to ensure that things must be done right in first time and that
affects and eliminates the waste from first operations. In contrast to this, Benavides-Velasco,
Quintana-García and Marchante-Lara (2014) Total quality management only helps in analysing
whether organisation has maintained quality in its operation or not rather than providing
measures to resolve issues. It involves as long process which is only suitable to be performed by
large scale or Multinational enterprises rather than small firms.
In addition (), have determines some principles of Total quality management such as customers
focused, process centred, strategic and systematic approach, integrated system, total employee
involvement, communication and continual improvement.
First principle of TQM determined that it is focused towards customers because they
ultimately determine the level of quality. No matters what organisation does to improve its
quality such as training employees, integration of quality, designing process, upgrading
technologies and buying tools etc. Only customer's can clearly determine the quality of products.
In order to understand and improve quality, companies needs to take review and feedback from
customer's.
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Critics of Al-Dhaafri, Al-Swidi and Yusoff (2016) have argued that, Feedback and
information provided by consumers towards quality is not always relevant and sometimes it
can also be biased. Organisation needs to get clear informations and implement quality
management tool identify their overall quality and it helps in identification of measures towards
to effective management.
Further, Androniceanu (2017) have stated that “all employees mainly participate in
working towards common goal”. Total commitment of employees can be achieved after fear
has been driven from the workplace, when the empowerment has occurred and management has
provided the appropriate environment. Critics of literature also determines that organisation
needs to employ high performance work systems which implies to measurement of employee's
performance at workplace and providing rewards to persons with high performance. This helps
in integration of continuous improvement efforts with normal business operations.
Goh (2015) described that TQM is process centred approach which clearly determines
series of steps in which organisation taken inputs from suppliers and make products which are
provided to customers. This steps help the organisation to carry out process and monitoring the
performance measures in order to detect unexpected variation. The critical part of quality
management is considered as the strategic and systematic approach to attain an organisation's
vision, mission and goals. It involves the formulation of strategic plan which clearly combines
the quality as core component. This philosophy helps in measuring quality through comparison
standard and actual outcomes. Analysis of gaps is essential for organisation to develop strategies
and helps in continuous quality management.
Herzallah, Gutiérrez-Gutiérrez and Munoz Rosas (2014) Argued that, TQM helps in
formulation of strategies but it not always provides clear information in quality measurement
which create challenge for organisation to analyse the area of improvement. In order to analyse
the organisational performance, it is necessary to get data on performance measures. It
determines that continuously collect and analyse data for improvement of accuracy in making
decisions, attain consensus and allow the prediction which are based on past history.
In addition to this, (Khanam, Siddiqui and Talib (2016) has outlined that TQM usually employs
qualitative methods to continuously improve the process of organisation. Operational Model of
total quality management is to determine role of management in improvement of organisation
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quality. The authors who have made this operational model utilize three important elements
such as total participation, tools of problem solving, management support and commitment.
These are considered as key main components of quality management systems which helps in
improving efficiency and achievement of objectives.
Apart from this, Mosadeghrad (2015) highlight that, “Management support and
commitment implies that an organisation will be improve its operational efficiency and
productivity in market, if its management provide emphasize on market research and trend
analysis. Effective research will provide support in analysing requirement of customers and
analysis of competitors strategies which helps in improvement of total quality. Commitment of
management towards increasing employee's efficiency helps in total quality control at workplace.
Various activities like training programs, integration quality in production, upgrading
technologies or buying new tools will help in improvement of operational efficiency.
In addition, Sanz-Calcedo and et. al. (2015) viewed that, “Total participation and self
empowered teams is another component of operational model in TQM”. It implies that
companies which promotes worker's participation in management and decisions making will be
able to improve quality of business operations reduces risk of failure. Promotion of self
empowered teams at workplace also helps in developing coordination and completion of roles
and responsibilities in appropriate. Self empowerment team can easily resolve problems and
provide innovative to management for decision making.
High improvement in efficiency of teams provide support in completion of task within
specified period and also helps in increasing operational efficiency of employees at workplace.
Sadikoglu and Olcay (2014), qualitative and quantitative tools have also used by management to
resolve problem which occurs at workplace. This major components of TQM determines that
organisation needs to improve the efficiency of employees. It clearly determines that
management can improves the quality of operations and also determines the quality of
operations.
On contrary to this, Sallis (2014) Application of qualitative and quantitative tools for
resolving problems can also creates major challenges for business to regulate business
operations. It is not necessary that tools which are used by organisation helps in resolve issues
like coordination, ineffective decision making, decline profitability etc. Huge amount of
investment and time is required to performed these activities.
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Total Quality Management is a method of doing activities that are directed to achieve delighted
customers, higher revenues, empowered employees and reduced costs. As per the views of van
Schoten and et. al. (2016) TQM is an approach which gives guidelines to any organization to
operate and achieve high performance. They have been aimed at managing the production,
process and level of costs implied in the operational practices. It will help the organisation in
maintaining the quality of production and process on a favourable note. It has been argued by
Obeidat and et. al. (2016) suggesting that organizational excellency is a key stage on the journey
of TQM. The use of TQM, as it can lead to production disruption. In addition, TQ helps in
highlighting the needs of market and needs of the market could be meet in a better way. There
are various factors which influences critically for success or failure of TQM could be classified
as soft and hard. Further, explained that factors which are intangible are soft and hard factors are
referred to as systems and quality tools.
A literature published by Honarpour, Jusoh and Md Nor (2018) reveals the outcome of
investigation done on "why TQM fails in many organizations", this research pointed out that
organizations that have started TQM for their success but were frequently exposed to the factors
which caused their TQM efforts to fail. A review was done to identify common problems that
resulted in failure and pointed out critical success factor. Literature on critical success factors
was recently been reviewed and documented by Peljhan and Marc (2018) using Pareto analysis.
As 56 critical success factors were identified that were reviewed in the literature. An extensive
literature survey with 28 models of TQM is available in the context of manufacturing sector
which was being carried out with the motive of soothing the production process. On the basis of
this, the list of TQM elements to implement which were claimed by an entity, will direct them
towards excellence.
According to Khiste (2018), determining the purpose of implicating appropriate quality
management practices in the industry which will results the rise in production, efficiency as well
as profitability of business. Proper management and execution of all the resources which were
available in the operational practices will lead the firm in having appropriate cost control and
management of operations. Dada, Eniola and Alo (2018) stated that, expense made by an entity
with respect to maintaining the quality will be higher with respect of earning a suitable income.
It will result in balanced capital structure as well as bringing the financial stability in business
performance. Implication of TQM approach will bring drastic reforms in production, process and
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management of quality in the consideration offered by an entity. It will reduce the costs as well
as make proper allocation of all the resources in the business operations.
CONCLUSION
Concluded report is a brief study done on TQM with the help of literature review. It was
identified that factors and elements of TQM can also result in failure of process of TQ as it gives
space to many factors which causes delay in process. It is also reviewed that factors and elements
of TQM can help in succession only by adapting fair measures of using them.
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REFERENCES
Books and Journals
Abell, J. A. And et.al., 2017. Big Data-Driven Manufacturing—Process-Monitoring-for-Quality
Philosophy. Journal of Manufacturing Science and Engineering. 139(10). p.101009.
Akgün, A.E., and et.al., 2014. The mediator role of learning capability and business
innovativeness between total quality management and financial performance.
International Journal of Production Research. 52(3). pp.888-901.
Al-Dhaafri, H.S., Al-Swidi, A.K. and Yusoff, R.Z.B., 2016. The mediating role of total quality
management between the entrepreneurial orientation and the organizational
performance. The TQM Journal. 28(1). pp.89-111.
Androniceanu, A., 2017. The three-dimensional approach of total quality management, an
essential strategic option for business excellence. Amfiteatru Economic. 19(44). p.61.
Belias, D. and et.al., 2017. Integrating Total Quality Management Philosophy in Greek Higher
Educational Institutions. In Strategic Innovative Marketing (pp. 85-90). Springer,
Cham.
Benavides-Velasco, C.A., Quintana-García, C. and Marchante-Lara, M., 2014. Total quality
management, corporate social responsibility and performance in the hotel industry.
International Journal of Hospitality Management. 41. pp.77-87.
Brousseau, S., Cara, C.M. and Blais, R., 2017. A Humanistic Caring Quality of Work Life Model
in Nursing Administration Based on Watson's Philosophy. International Journal for
Human Caring. 21(1). pp.2-8.
Calabrese, A. and Corbò, M., 2015. Design and blueprinting for total quality management
implementation in service organisations. Total Quality Management & Business
Excellence. 26(7-8). pp.719-732.
Dada, D.A., Eniola, A.A. and Alo, E.A., 2018. Total Quality Management Adoption in the
Global Systems of Mobile Telecommunication (GSM) Industry: A case study OF
MTN (NG) and AIRTEL (NG). Asian J. Multidisci. Stud. 6(7). pp.1-20.
Gamage, P., Jayamaha, N. P. and Grigg, N.P., 2017. Acceptance of Taguchi's Quality Philosophy
and Practice by Lean practitioners in apparel manufacturing. Total Quality
Management & Business Excellence. 28(11-12). pp.1322-1338.
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Goetsch, D. L. and Davis, S. B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Goh, A.B., 2015. ROFO principle generates ownership, commitment and team learning–mindset
change before implementing total quality management. Total Quality Management &
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Herzallah, A.M., Gutiérrez-Gutiérrez, L. and Munoz Rosas, J.F., 2014. Total quality
management practices, competitive strategies and financial performance: the case of
the Palestinian industrial SMEs. Total Quality Management & Business Excellence.
25(5-6). pp.635-649.
Honarpour, A., Jusoh, A. and Md Nor, K., 2018. Total quality management, knowledge
management, and innovation: an empirical study in R&D units. Total Quality
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Jiménez-Jiménez, D. and et.al., 2015. Total quality management performance in multinational
companies: A learning perspective. The TQM Journal. 27(3). pp.328-340.
Kafetzopoulos, D., Gotzamani, K. and Gkana, V., 2015. Relationship between quality
management, innovation and competitiveness. Evidence from Greek companies.
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Khanam, S., Siddiqui, J. and Talib, F., 2016. Role of information technology in total quality
management: a literature review.
Khiste, G.P., 2018. Analysis of Publication Productivity of'Total Quality Management'by J-Gate
database. International Journal of Scientific Research in Computer Science,
Engineering and Information Technology. 1(3). pp.538-544.
Kneese, A. V., Russell, C. S. and Kelly, R. A., 2016. Environmental quality management: an
application to the Lower Delaware Valley. Routledge.
Kwon, O., Lee, N. and Shin, B., 2014. Data quality management, data usage experience and
acquisition intention of big data analytics. International Journal of Information
Management. 34(3). pp.387-394.
Mosadeghrad, A.M., 2015. Developing and validating a total quality management model for
healthcare organisations. The TQM Journal. 27(5). pp.544-564.
Oakland, J. S., 2014. Total quality management and operational excellence: text with cases.
Routledge.
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Obeidat, B. Y., and et. al., 2016. The effect of knowledge management uses on total quality
management practices: A theoretical perspective. Journal of Management and
strategy. 7(4). p.18.
Papp, J., 2014. Quality Management in the Imaging Sciences-E-Book. Elsevier Health Sciences.
Peljhan, D. and Marc, M., 2018. Total quality management and performance management
systems: team players or lonely riders?. Total Quality Management & Business
Excellence. 29(7-8). pp.920-940.
Ross, J. E., 2017. Total quality management: Text, cases, and readings. Routledge.
Sadikoglu, E. and Olcay, H., 2014. The effects of total quality management practices on
performance and the reasons of and the barriers to TQM practices in Turkey.
Advances in Decision Sciences, 2014.
Sallis, E., 2014. Total quality management in education. Routledge.
Sanz-Calcedo, J.G. and et.al., 2015. Analysis on integrated management of the quality,
environment and safety on the industrial projects. Procedia Engineering. 132. pp.140-
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Taylor, J., 2018. Quality assurance of chemical measurements. Routledge.
van Schoten, S. and et.al., 2016. The EFQM Model as a framework for total quality management
in healthcare: Results of a longitudinal quantitative study. International journal of
operations & production management. 36(8). pp.901-922.
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