Total quality management (TQM) is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM empowers the Total organization, from the employee to the CEO, with the responsibility of ensuring Quality in their respective products and services, and Management of their processes through the appropriate process improvement channels. All types of organizations have deployed TQM, from small businesses to government agencies, from schools to construction firms, from manufacturing centers to call centers. TQM is not specific to one type of enterprise, it is a philosophy applied anywhere quality is required.

TQM, in fact, goes beyond "Meeting customer requirements" and their usual understanding of "Fit for purpose" in respect of products, processes or services that are embraced by the organization. That is it operates organization wide. Prior to TQM, quality testing is usually a norm towards controlling quality during the final phases of a product, process or service. If faults are found, then the supplies are held back; reworked or rejected. Additional costs were usually inevitable, to produce the needed quantity and Quality. TQM's aim to "Get it right first time every time" and in interim abate majority of such avoidable costs.

TQM seeks to identify the source of each defect; to prevent it from entering the final product. Using a simple iterative process TQM reinforces quality assurance to meet changes in products and services by way of improved effectiveness of their operational processes. The modus-operandi involves identifying the "root causes" for the most prevalent/costly defects and then implementing solutions to abate avoid or remove them.

TQM identified three characteristics necessary for TQM to succeed within an organization:

Participative management refers to the intimate involvement of all members of a company in the management process, thus de-emphasizing traditional top-down management methods. In other words, managers set policies and make key decisions only with the input and guidance of the subordinates that will have to implement and adhere to the directives. This technique improves upper management's grasp of operations and, more importantly, is an important motivator for workers who begin to feel like they have control and ownership of the process in which they participate.

Continuous process improvement, the second characteristic, entails the recognition of small incremental gains toward the goal of total quality. Large gains are accomplished by small, sustainable improvements over a long term. This concept necessitates a long-term approach by managers and the willingness to invest in the present for benefits that manifest themselves in the future. A corollary of continuous improvement is that workers and management develop an appreciation for, and confidence in, TQM over a period of time.

Teamwork, the third necessary ingredient for the success of TQM, involves the organization of cross-functional teams within the company. This multidisciplinary team approach helps workers to share knowledge, identify problems and opportunities, derive a comprehensive understanding of their role in the over-all process, and align their work goals with those of the organization.

Quality Management (among others). The goal of TQM is, Total Quality Management. Mostly it uses a PDCA circle, plan, do, check and act. If an item meets or exceeds that specified in a supply contract, the PDC portion will suffice. If not, then you add A.

TQM is part of the alphabet soup of buzzwords and acronyms recently introduced, usually by consultants attempting to justify their billing. Usually, a Japanese source is claimed in the process, with some merit. Mostly, it's common sense in business language. An example is the recent trend of ISO. 9001,9002 etc. ISO was sold as "International Standards for Organizations". Who flew the banners of certification. Bull. ISO, is Greek for equal, and a process which encourages documentation over quality. A well documented water safety ring made of concrete, would qualify for ISO certification.

TQM is simply what you get when you all row in the same direction.

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