TOMAS CLAUDIO COLLEGES

Graduate Studies Program

Morong, Rizal

GRADUATE STUDIES DEPARTMENT

Name: ELENA E. DIAMANTE

Subject: Educ. 209 – SYSTEM ANALYSIS
Professor: DR. RAQUEL B. PUNZALAN
DATE: February 13, 2021
Topic: Total Quality Management

I. INTRODUCTION

While many of us may feel that we are now all part of the quality
movement, there is still a huge gap between the rhetoric and real
understanding. The philosophies of the pioneers of the quality movement,
Deming, Juran and Crosby, have not been translated very accurately into the
practice of education.

Total Quality Management as a management model, with its emphasis

on leadership, strategy, teamwork, rigorous analysis and self-assessment,
has a universal message.

Total Quality Management in education has as its message the idea

that every student has worth and demands the best possible chance in life

Total Quality Management means that the organization's culture is

defined by and supports the constant attainment of customer satisfaction
through an integrated system of tools, techniques, and training. This involves
the continuous improvement of organizational processes, resulting in high
quality products and services.

II. CONTENT

TQM comprises the two (2) major side of Quality Management, namely
1. ‘Soft’ and 2. ‘Hard’ side.

‘Soft’ side comprises 9 principals in Quality Management application

The ‘Soft’ Side of TQM resulted in the identification of nine (9) key
principles found in Quality Management.

1) Total Employee Involvement

2) Continuous Improvement
3) Continuous Training
4) Teamwork
5) Empowerment
6) Top-management Commitment and Support
7) Democratic Management Style
8) Customer/Citizen Satisfaction
9) Culture Change

‘Hard’ side are Tools & Techniques practiced in Total Quality

Management.

Hard” TQM Practices in Quality Management covers; Techniques,

tools and systems, Statistical Process Control, ISO 9000 series, Pareto
Analysis, Matrix Diagram, Histograms, Tree Decision Diagram, Critical Path
Analysis, Fishbone or Ishakawa diagram.

Philosophical Leaders of the Quality Movement

Philip Crosby

Philip Crosby (1926-2001) was an influential author, consultant and

philosopher who developed practical concepts to define and communicate
quality and quality improvement practices. His influence was extensive
and global. He wrote the best-seller Quality is free in 1979, at a time
when the quality movement was a rising, innovative force in business and
manufacturing. In the 1980s his consultancy company was advising 40%
of the Fortune 500 companies on quality management.

Quality, Crosby emphasized, is neither intangible nor

immeasurable. It is a strategic imperative that can be quantified and put
back to work to improve the bottom line. Acceptable quality or defect
levels and traditional quality control measures represent evidence of
failure rather than assurance of success. The emphasis, for Crosby, is on
prevention, not inspection and cure. The goal is to meet requirements on
time, first time and every time. He believes that the prime responsibility for
poor quality lies with management, and that management sets the tone for
the quality initiative from the top.

Joseph M. Juran
 He is described as being an astute observer, attentive listener, brilliant
synthesizer, and prescient prognosticator. Juran has been called the father of
quality, a quality guru, and the man who taught quality to the Japanese. One
of his stellar contributions is the Juran trilogy of the three quality processes:
quality control, quality planning, and quality improvement. Juran summarized
the following three features of quality control activities in Japan that created
the revolution in quality: a massive quality-related education and training
program; an annual program of quality improvement; and upper-management
leadership of the quality function.

W. Edwards Deming

William Edwards Deming (1900-1993) is widely acknowledged as the

leading management thinker in the field of quality. He was a statistician and
business consultant whose methods helped hasten Japan’s recovery after the
Second World War and beyond. He derived the first philosophy and method
that allowed individuals and organizations to plan and continually improve
themselves, their relationships, processes, products and services. His
philosophy is one of cooperation and continual improvement; it avoids blame
and redefines mistakes as opportunities for improvement.

Deming's work and writing constitute not so much a technique, as a

philosophy of management, Total Quality Management, that focuses on quality
and continuous improvement but which has had - justifiably - a much wider
influence.

Here we will consider Deming's interest in variation and his approach to

systematic problem solving which led on to his development of the 14 points
which have gained widespread recognition and which are central to the quality
movement and his philosophy of transformational management.