Definition of Total Quality Management (TQM)
Total Quality Management (TQM) is a management philosophy and approach that originated in Japan in the 1950s and later gained worldwide popularity. It is a structured system centered on quality, based on customer satisfaction, and aimed at benefiting all members of an organisation and society. TQM is not merely a technique but a comprehensive philosophy for managing an organisation to achieve excellence. It can be understood as an "intensive, long-term effort directed at the creation and maintenance of the high standards of product quality and services expected by customers".
The term TQM can be broken down as follows:
- Total: This signifies that everyone in the organisation is responsible for quality, regardless of their position or function. It requires a systems view that is both exhaustive and rigorous.
- Quality: In the context of TQM, quality means meeting customers' needs at the lowest possible cost, consistently and every time. The organisation’s success depends on customer satisfaction. Different experts have defined quality in various ways, such as "fitness for use or purpose" (Joseph M. Juran) and "a predictable degree of uniformity and dependability at low cost and suited to market" (W. Edwards Deming).
- Management: This refers to achieving continuous improvement through a network of communication and control, with the commitment of top managers and the optimal use of resources.
TQM is also described as a method for removing waste and improving processes by involving every employee. Its three basic components are planning, review, and performance tracking.
Concepts of Total Quality Management (TQM)
TQM is built on several core principles and concepts that guide its implementation.
- Customer Focus: The primary objective of TQM is customer satisfaction. Organisations exist to deliver value to customers by satisfying their needs. This customer-driven approach helps prevent errors and ensures that products and services are designed to meet user requirements. In a library context, this translates to fulfilling the expectations of its users.
- Continuous Improvement: This is considered the heart of TQM, as it links product quality directly with customer satisfaction. TQM is a process of continuous improvement in all organisational functions. This concept is a key point in the teachings of TQM guru W. Edwards Deming, who advocated for constantly improving every process for planning, production, and service.
- Total Involvement and Participation: TQM requires that every employee in the organisation participates in and is responsible for quality. This necessitates a committed and well-trained workforce whose participation is reinforced through a system of rewards and recognition. It involves breaking down barriers between staff areas to foster teamwork.
- Process Improvement: The philosophy of TQM focuses on improving organisational processes, which in turn leads to high-quality products and services.
- Prevention, Not Detection: TQM emphasizes the prevention of defects and errors rather than their detection after the fact. This aligns with the goal of "zero defects," a concept promoted by experts like Shigeo Shingo and Philip B. Crosby. Deming also urged organisations to "cease dependence on inspection to achieve quality".
- Leadership Commitment: Successful implementation of TQM depends on the commitment and personal involvement of top managers. One of Deming's 14 points for management is to "adopt and institute leadership".
- Quality Circles: Central to the TQM philosophy, a Quality Circle is a small group of employees who meet regularly to solve problems. Introduced by Kaoru Ishikawa, these circles ensure staff participation, improve communication, develop team spirit, promote job involvement, and help cultivate leadership qualities.
Elements of Total Quality Management (TQM)
The implementation of TQM is guided by six key elements:
- Leadership: Strong leadership from top management is crucial. Leaders must adopt the new philosophy and drive the transformation throughout the organisation.
- Education and Training: TQM requires a well-trained workforce. Continuous education and on-the-job training are necessary for all employees to support the goal of continuous improvement. This is a key requirement for implementing TQM in service organisations like libraries.
- Communication: An interactive network of communication and control is essential. TQM helps to break down barriers between departments and improve communication, often facilitated through structures like Quality Circles.
- Supportive Structure: TQM requires a supportive organisational structure that encourages teamwork and employee participation. Quality circles are an example of such a structure.
- Measurement: Performance must be measured and tracked to support continuous improvement. Various tools, such as the seven tools for quality control introduced by Kaoru Ishikawa (e.g., Histograms, Control charts, Pareto diagrams), can be used for measurement.
- Reward and Recognition: An effective system of rewards and recognition reinforces employee participation and commitment to quality. However, W. Edwards Deming advised against annual ratings or merit systems, as they can create fear and undermine teamwork.