TQM as a management system consisting of values, techniques and tools

TLDR

Interest in total quality management (TQM) has surged, yet opinions diverge due to guru opposition, overlapping terminology, and vague definitions. This paper examines TQM’s shortcomings and proposes a framework of values, techniques, and tools as its core components. The authors define TQM as a management system built on interdependent values, techniques, and tools. The authors assert that this definition facilitates better understanding and implementation of TQM.

Abstract

Abstract The interest in total quality management (TQM) has increased rapidly in recent years. Some people see TQM as something necessary to reach competitiveness but others claim TQM to be merely a management fad. We believe that there are several reasons for the different opinions about TQM. One is that the gurus, who often are seen as fathers of TQM, do not like the concept. Another one is that there are several similar names for roughly the same idea. A third one, which, maybe, is the most severe, is that there are many vague descriptions and few definitions of what TQM really is. In this paper we will discuss some of the problems with TQM and describe and discuss our own view of TQM as a management system consisting of the three interdependent components: values, techniques and tools. We strongly believe that this definition will help to understand and implement TQM.