Key concepts of Total Quality Management.

Catherine Rivera^*
*Correspondence: Dr. Catherine Rivera, Department of Management, University of South Wales, Cardiff, United Kingdom, Email:

Editorial Note

Total Quality Management (TQM) is a management strategy based on the premise that all "employees continuously enhance their capacity to supply on-demand products and services that consumers would find of particular value."

The term "Total Quality Management" encapsulates the concept: "Total Quality Management." The term "total" suggests that all personnel in the business are expected to improve operations, from development of production to fulfilment. Furthermore, "management" implies that this process should be a concentrated effort. To actively manage product and service quality on a continual basis, leadership should offer financing, training, manpower, and well defined goals.

It will be feasible to inspect how these ideas can be formed into an administration structure fitting for your own organization.

The six key concepts to be considered are as follows:

1. Customers

2. Never- ending improvement

3. Control of Business process

4. Upstream preventive management

5. Ongoing preventive action

6. Leadership and teamwork

Successful organizations realize that a major factor in Total Quality improvement is monitoring performance in meeting or exceeding customer requirements. They recognise that 'customers' include not only the people to whom you sell products or provide services, but also your internal employees. Internal suppliers 'down the line' in a process supply input to the next task, so satisfying their customers - those 'up the line' who require the knowledge or material.

The only way to achieve world-class goals is to strive for continuous development in all elements of performance. The process of improvement must never come to a halt. When goals are met, new ones are created, with the goal of improving product, process, and service efficiency even more. By continuously extending the advantage over static or slow-changing competitors, a true competitive advantage can be developed. The enviable reputation of Japan's industry has grown substantially as a result of its intense operation of this concept over forty years; competition has improved slowly, thus the gap has grown to a significant lead. The underlying business or industrial procedures that develop any organization's products or services determine their quality. If the chain of processes is made efficient and effective, the final products or services will be as well, and the external client will be satisfied. As a result, rather than focusing solely on direct, particular controls of products or services, effort should be put at controlling processes. Direct product and service controls, such as inspection, frequently simply treat the symptoms of possible problems, ignoring the underlying reasons in the process.

When assessing process control, it's critical to identify the process control. These are all the persons who have a daily, minute-by-minute influence on the process and are thus well qualified to advice and remark. The successful application of their knowledge and abilities is critical to effective process control and is a cornerstone of Total Quality management.

Processes are numerous and diverse, yet each is critical and should be managed appropriately. Manufacturing and service delivery processes are usually easy to spot, but supporting processes that are less evident should not be overlooked. Typing, greeting guests, taking phone calls, presenting bills, and other administrative, secretarial, and personal services must all be managed because they all meet customer and corporate criteria.

Total Quality requires the highest levels of leadership and collaboration. This approach relies on involvement and teamwork in all aspects of the organization. If the firm intends to begin on a 'journey to excellence' through Total Quality, the chief executive must show visible and true dedication.