STUDENT REQUEST:: TQM in relationship with Deming's theory

["William J. Latzko" <latzko@worldnet.att.net>]

>STUDENT REQUEST:  Copy angela_lista@eudoramail.com on responses.
>
>My teacher said that TQM was divided into verify subject suppose like
quality management, service management, zero defect, etc. I want to ask
what is the link between TQM with the classification she told about ?
Because, as I know, TQM is about improving quality which it is Deming's
goal at manufacturing. I have searched in the library, the book-store, and
they don't tell the elationship as my teacher's demand. I'm confused now.
Please repy as soon as you can !!! Because this paper must be gather at 18
Nopember 1999. Thank you ... 
>Message posting through the Clemson CQI Web Server.

Dear Angela,

I am sorry that you have a teacher who either is out of touch with the
latest goings on in the world or did not communicate her/his ideas too well.


Deming was one of the first to apply modern methods of management resulting
in quality to the service industry. His paper in 1947 dealt with obtaining
quality for the Census, a pure service application. When I asked him if
that was his earliest paper in the subject of service quality, he wrote
back that all his work dealt with service quality. That was probably
hyperbole since a good number of his early papers dealt with physics. The
point he was trying make was that good management achieves quality whether
in service, manufacturing, academe or any other sector of society.

Another point you should consider is the unfortunate tag of TQM. "Total
Quality Management" implies that there is a method called "quality" or
"quality management". There is not! The method is management. Good
management results in quality of product and service. The 14 points which
are based on Dr. Deming's System of Profound Knowledge (TM) as a guide to
managers of what they need to do to achieve quality.

There is no uniform classification of the topics related to quality. There
are continual new and latest versions of what to do under the guise of some
name like "Zero Defects" (a pretty old and mainly abandoned concept),
Benchmarking (also questionable as a modern method), Six Sigma, ISO 9000,
etc. While the method in each of these categories are somewhat different
their aim is to improve the quality of goods and services. Ultimately,
these methods reduce to a process of continual improvement. Even if the
original key thought behind them was motivational (Zero Defects), or
pseudo-statistical (Six Sigma), or systematic (ISO 9000), people in
business, government and academe come to realize that without continual
improvement, they are at risk of competitors taking away their markets. 

So your final thought is correct. The name of the game is continual
improvement using good management techniques. There is even a growing body
of knowledge that shows that paying attention to quality pays. Check out
Robert Buzzell and Bradley Gale's book, "The PIMS Principles".  These
marketing experts analyzed a large number (about 3000) of business units.
They were looking for the Profit Impact of Market Strategy (PIMS) and to
their surprise it was not market size but quality that mattered. That is
why their chapter 6 is entitled, "Quality is King."

There are about 25 other studies that came up with the same concept, if you
want to survive in business and be competitive, look to your P's and Q's,
which, in this case, stands for production and quality.

Good Luck,

Bill Latzko
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