Total Quality Management (TQM)

The concept of Six Sigma quality is not something new in the world of business. No matter what trade or industry your company belongs to, you surely must have heard of Six Sigma at one time or another. This is because Six Sigma has worked wonders for many companies worldwide. In addition, it worked wonders for the very company that developed it, which is Motorola.

The basic premise behind Six Sigma is to have a system that eliminates defects in the products created and developed by the company. The person who formulated the concept for Motorola is actually Bill Smith, back in 1986. However, Smith was not the first to have thought of the concepts that ultimately make up Six Sigma. This is because Six Sigma is actually inspired by so many quality improvement methodologies that have existed over the past years. These methodologies include Quality Control, Total Quality Management or TQM, and Zero Defects. Six Sigma and its predecessors have the following in common:

One advantage of a smaller business is that you needn't bother with management trends often sold to the bigger boys by management consultants. At least that's how it seems on the face of it. Does it really count as an advantage though? It could be that Total Quality Management could make money for a small business as well as a big one.

Quality management is becoming the only route forward for many businesses. Certain giants now insist on their suppliers providing quality certifications, like BS5750. Those don't come easily and can be expensive, and while a policy of Total Quality Management isn't essential to obtain them, you might as well undertake a TQM drive if you're going to all that trouble.

Establishing "Total Quality Management" in the workplace is not as easy as some assume. The idea implies action as well as quantifiable improvements in quality and service. But some implementations turn out to be entirely ineffective. One study conducted by Canada's Conference Board revealed that about 70% of North American companies experimenting with TQM fail even to show a useful "total quality strategy." However, TQM is not some passing fad; many companies which could benefit have yet to give the plan a real trial. Some proponents of TQM may only be making half-hearted efforts or doing what could best be described as PQM, or "Partial Quality Management."

Last December, I had the opportunity to chat with a friend who works for a major Canadian consulting firm in the area of quality improvement, i asked him whether his company worked with public sector clients. He replied that while his company felt that this market would be lucrative, he also indicated that the government environment was difficult to manage. In particular, he mentioned two things: governments are too slow to make the commitment to quality improvement, and they are unwilling to embrace the concept that it takes an investment of time and money to improve a system as large as government. Doubtless, if he had more experience working with governments, he would have mentioned others.