Comparative Analysis: TQM, Six Sigma, and ISO 9000 Models

This report provides a comparative analysis of three business improvement models: Total Quality Management (TQM), Six Sigma, and ISO 9000. It begins by outlining the aims of each model, which include improved production processes, increased customer satisfaction, and enhanced quality management. The report then details the methods used by each model, such as implementing process improvements, reducing defects and cycle times, and adhering to quality management guidelines. Additionally, the report offers recommendations for implementation, suggesting a top-down approach with careful consideration of organizational changes. The conclusion emphasizes the importance of tailoring each model to specific business needs. The report references relevant sources to support its analysis and provide a comprehensive overview of the subject matter.

TQM, six sigma and ISO 9000 1
TQM, SIX SIGMA AND ISO 9000
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TQM, six sigma and ISO 9000 2
TQM, SIX SIGMA AND ISO 9000
Introduction
This report is a comparative analogy of business improvement models, namely Total
Quality Management (TQM), Six Sigma, and ISO 9000.
TQM SIX SIGMA ISO 9000
Aims
The three models aim towards a better production process with more control, safe products,
and high efficiency.
Continuous quality
improvement and
development of open working
relationships.
Increment of profits To include quality
management within an
enterprise system.
Methods
The three models are applied to existing operations to identify and implement possible
improvements and then monitoring the results to evaluate whether the implemented solutions
achieve their intended outcomes (Chiarini and Vagnoni, 2014).
TQM is implemented through
upgrading existing policies
and procedures to realize high
standards of quality, engaging
every person or process to
work towards the
Six Sigma makes small scale
tweaks in systems to realize
positive results, more
customer satisfaction,
reduced defects, reduced
cycle time, reduced wastage,
ISO 9000 achieves its
objectives by subjecting
operations to a flexible set of
guiding rules and
requirements. It involves
regular audit checks for the

TQM, six sigma and ISO 9000 3
improvement of existing
states of processes and
operations (Chiarini and
Vagnoni, 2014).
and improved quality. effectiveness of quality
management practices and
results.
Recommended Implementation Approach
It should implement from the
top organization level
downwards and the start of
the production process
towards the end.
Business should prepare
adequately for any violent
changes. The company
should implement one change
at a time and observe it
before moving to the next
stage.
The organization must
modify the standard
guidelines to fit its genre then
implement the requirements
(Karthi, Devadasan and
Murugesh, 2011).
Conclusion
Every Business should tweak the model to fit its needs.

TQM, six sigma and ISO 9000 4
References
Chiarini, A. and Vagnoni, E. (2014) 'A proposed audit pattern for the shop-floor processes in
TQM, Lean Six Sigma and ISO 9001 environments', International Journal of Services and
Operations Management, vol. 18, no. 2, pp. 159-179.
Karthi, S., Devadasan, S. and Murugesh, R. (2011) 'Integration of Lean Six-Sigma with ISO
9001: 2008 standard', International Journal of Lean Six Sigma.