TQM in relationship with Deming's theory: The 3Cs

[FVoehl@aol.com]

In a message dated 11/5/99 1:31:58 AM, Angela_lista@eudoramail.com wrote:

<<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 ?>>

Although Dr. Deming did not like to use the term TQM, he agreed that there 
are at least three important aspects of TQM from a classifications viewpoint. 
 (These concepts are covered more fully in my TQ 10-volume book series 
published by St. Lucie Press).  I call these the 3Cs of TQM:

!-  Counting:  tools, techniques, and training in their use for defining, 
analyzing, understanding, and solving quality problems.
2- Customers:  with quality for the customer being the driving force and 
central concern.
3- Culture: shared values, principles, and beliefs, expressed by leaders, 
that define and support quality.

The above 3Cs must should understood in relation to a basic definition of TQM:

"TQM means that the organization's culture is defined by and supports the 
constant attainment of customer satisfaction and value through an integrated 
system of tools, techniques, and training (the 3Ts).  This involves the 
continuous improvement of organizational processes using the PDSA Cycle, 
resulting in high quality products and services, increased productivity, and 
more jobs."

 TQM works in the Deming mode best when people use statistical thinking and 
tools, coupled with behavioral techniques, to count and collect data in order 
to solve problems.  In Deming's world, people do this not out of an abstract 
interest in statistics or problem solving, but because it is the best--and 
perhaps the only--way to meet and exceed customers needs and wants.  But none 
of this can happen if an organization's culture does not support this 
concept, which is why Deming spent so much time working in the *social 
system* of the organization.  

We learned that there is no generic set of magic steps, for in each case an 
organization must define its own way in relation to its AIM.  What Deming's 
System of Profound Knowledge did was to help us understand what TQM really 
is, apart from all the hoopla and hurrahs;  to help us understand the first 
steps to take and to avoid the major traps and pitfalls in moving toward a 
TQM-based organization.

I hope this helps.  Feel free to contact me directly for a further 
explanation.

Frank Voehl (FVoehl@aol.com)
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