Total Quality Management (TQM) is an integrative management philosophy for continuous improvement of the quality of an organization's products and processes in order to meet or exceed customer expectations. There are several TMQ strategies used to improve business management systems. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine most 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
- Employee involvement
The following sections describe some other important and widely used techniques that drew inspiration from TQM in their focus on quality and control.
Six Sigma
Six Sigma drew inspiration from the quality improvement methodologies of preceding decades, including quality control, TQM, and Zero Defects. It focuses on improving the quality of process outputs by identifying and removing the causes of defects while minimizing the variability in manufacturing and business processes Like TQM, the Six Sigma philosophy asserts that achieving sustained quality improvement requires commitment from the entire organization, particularly top-level management.
Six Sigma
The Six Sigma management philosophy drew inspiration from the quality improvement methodologies of preceding decades, including TQM.
Just-in-Time (JIT)
The Just-in-Time (JIT) method is a production strategy for improving business return on investment by reducing in-process inventory and associated carrying costs. JIT focuses on continuous improvement to maximize an organization's return on investment, quality, and efficiency. The JIT inventory system focuses on having "the right material, at the right time, at the right place, and in the exact amount" and defines inventory as a cost factor.
JIT programs often include a focus on Total Quality Control. For example, when a process or parts quality problem surfaces on Toyota's production line, the entire production line is slowed or even stopped while the problem is dealt with. JIT must be organization-wide and consistent.
Pareto Analysis
Pareto analysis is a statistical technique used to select a limited number of tasks that produce significant overall effect. It uses the Pareto principle: most problems have a few key causes. Pareto analysis also concludes that 80% of the result can be generated by focusing on 20% of the key work.
Five Whys
The Five Whys is a question-asking technique used to explore the cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem, which points toward a process that is not working well or does not exist. The technique was originally developed by Sakichi Toyoda and was used by Toyota Motor Corporation as it evolved its manufacturing methodologies. It is now used within Kaizen (continuous improvement), lean manufacturing, and Six Sigma.