NHÓM 4: BLACK STAR

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TOPIC: TQM MODEL

1. What Is Total Quality Management (TQM)?
Total quality management (TQM) is the continual process of detecting and reducing or
eliminating errors in manufacturing, streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to speed with training.
2. Early TQM frameworks:
- Efforts have been made to help organizations understand how to implement good quality
management, including definitions of quality, levels of senior management responsibility, and a
general approach.
- The understanding of quality, developed in Europe and other parts of the world, so the author's
original TQM model is widely used across systems.
The "masters of quality" in the US include:
+ Walter A. Shewhart,
+ W. Edwards Deming,
+ Joseph M. Juran,
+ Armand Feigenbaum,
+ Philip Crosby,
+ Genichi Taguchi
 + Ishikawa Kaoru.
Walter A. Shewhart (1891-1967),
a statistician at Bell Laboratories, developed statistical control process methods to distinguish
between random and non-random variation in industrial processes. . He also developed the "plan-
do-check-act" cycle for continuous improvement and was strongly influenced by Deming and
Juran.

W. Edwards Deming (1900-1993)

leading statistician and business consultant in the field of quality, devised a philosophy and
method that enables individuals and organizations to improve themselves, their processes, their
products and services through cooperation and continuous improvement. He also advocates for
statistical process control (SPC) and identifies 14 critical points for quality improvement. He was
awarded the highest award for industrial excellence in Japan - the Deming Prize.
Deming's philosophy focuses on continuously improving the quality of products and services by
minimizing uncertainty and variability in the design, manufacturing, and service processes.

Joseph M. Juran (1904 – 2008)

emphasized the importance of producing quality products through quality planning, control and
improvement. Product quality is determined from the customer's point of view and includes
design quality, compliance, usability, safety, and field of use. Juran's philosophy proposes a
simple definition of quality as "fit for use".
Juran's 10 steps to quality improvement include awareness of improvement needs and
opportunities, setting improvement goals, organizing the implementation of goals, providing
training, implementing projects to solve problems. topics, report progress, acknowledge results,
communicate results, score points, and stay motivated by making annual improvements.
Armand Feigenbaum proposes the concept of "total quality control" and considers quality as
everyone's responsibility. Philip Crosby believes that quality is free and that an organization can
reduce overall costs by improving the overall quality of its processes.
Crosby's philosophy is that quality is important and is not a gift, but a free one. Things that cost
money are things that have no quality
Over the next 20 years, Japanese managers improved the quality of their products at a rapid pace.
Managers began to realize that “quality management” was more important than “quality control”
and the term Total Quality Management (TQM) was born. TQM integrates quality principles into
an organization's management system.

Pioneers in the field of quality management include Juran, Ishikawa Kaoru and Genichi Taguchi.
Key ideas include minimizing change, considering the cost of quality to society, extending
Juran's concept of external failure, and developing problem-solving tools such as causal (bone)
diagrams. and fish diagrams. Ishikawa Kaoru is known as the father of the quality circle.

Oakland's TQM Framework, a holistic quality management approach that is aligned with the
policy and strategy of the business or organization. The culture and commitment of everyone in
the organization to customers/suppliers is critical to the success of this approach. Many
companies have adopted TQM and find this simple framework very useful. The key to success is
integrating TQM into a business or organizational strategy.

3. Quality Award Model

The Baldrige Awards of America have seven categories to evaluate organizations, promote
operational excellence, and improve competitiveness. These categories include leadership,
strategic planning, customer focus, information and analysis, human resource management,
business process management, and results management.
- European Excellence Model (EFQM): The European Quality Awards by the European For
Quality Management (EFQM) followed from the Baldrige Award. This framework was the firs
one to include business results and to really represent the whole business model. Both Baldrige
and the EFQM model were recognized as descriptive holistic business models. The EFQM
excellence model provides a framework which organizations can use to follow 10 new steps:

Set direction through leadership.

Establish the results they want to achieve.
Establish and drive policy and strategy.
Set up and manage appropriately their approach to processes, people, partnerships and resources.
Deploy the approaches to ensure achievement of the policies, strategies and thereby the results.
Assess the business performance in terms of customers, their own people and society results.
Assess the achievements of key performance results.
Review performance for strengths and areas for improvement.
Innovate to deliver performance improvements.
Learn more about the effects of the enablers on the result.
The full Excellence Model, which is an optional approach to achieving good results in business
operations, includes supporting elements such as leadership, strategy, people, processes,
products, systems, partnerships, and resources. The model also incorporates learning, innovation,
and creativity feedback loops, along with suggested weights for assessment.

3. The four Ps and three Cs – a model for TQM

This model is based on a comprehensive and scientific approach to TQM. It provides a simple
framework for excellent performance, covering all angles and aspects of an organization and its
operations.
- The Four Ps
The four Ps provide the “hard management necessities.” The four Ps of Planning, Processes, and
People are the keys to delivering quality products and services to the customers and improving
overall Performance:
1. Planning: Planning includes the development and deployment of policies and strategies,
setting up appropriate partnerships and resources, and designing with quality in mind.
2. Processes: Processes include understanding, management, design/redesign, quality
management systems, and continuous improvement.
3. People: People include managing human resources, culture change, teamwork,
communications, innovation, and learning.
4. Performance: Performance includes establishing a performance measure framework – a
‘balanced scorecard’ for the organization, carrying out self-assessment, audits, reviews, and
benchmarking.
- The Three Cs: The three Cs – culture, communication, and commitment – provide “soft
outcomes” for the TQM model.
Do not underestimate the importance of the three Cs!
The TQM model is complete once “soft outcomes” are integrated into the four Ps framework, so
that the model can successfully move organizations forward:
1. Culture: Create values and ethics to support the development of a total quality culture and
ensure that creative and learning activities are developed and implemented.
2. Communication: Communicate the vision, mission, policies, and strategies. Consistently
promote communication and collaboration.
3. Commitment: Participate personally and actively in the quality and improvement activities of
your organization.