Integral Transformation Group, Inc.

( A t r a n s f o r ma t i v e ma n a g e m e n t g r o u p — p e o p l e & o r g a n i z a t i o n s
commi tted to Goodness, Val ue & Quality)

532 Camia St., Palm Village Cellphone: +63975-211-6954

Makati City 1012 +639055480943
+632-8961215
43C Lauan Circle, Binictican E-mail: itg_thegroup@yahoo.com
Subic Bay Freeport Zone, http://community.asq.org/RAFAEL
Zambales 2222

WHAT IS TOTAL QUALITY MANAGEMENT (TQM)?

(Rafael Pablo M. Fernando)

“Long-term commitment to new learning and new philosophy is required of any management that
seeks transformation. The timid and the fainthearted, and the people that expect quick results, are
doomed to disappointment.” (W. Edwards Deming)
Total Quality Management is not derived from a single idea or person. Though most quality
writers and practitioners trace the quality movement’s origins to W. Edward Deming, Joseph M.
Juran and Philip B. Crosby, the roots of quality can be traced even further back, to Frederick Taylor
in the 1920s. Taylor is recognized as the “father of scientific management.” The history of manage-
ment reveals how manufacturing left the single craftsman’s workshop and prompted companies to
develop a quality control department. As manufacturing moved into big plants, between the 1920s
and the 1950s, the terms and processes of quality engineering and reliability engineering developed
tremendously. During this period productivity was emphasized and quality was checked at the end
of the line. But one thing is clear, total quality management is not derived from the quality gurus or
a single idea. It evolved through the history of management (or mankind) and the United States was
slow to see the advantages of TQM, although the American Society for Quality Control (now known
as American Society for Quality) was formed in 1946. Many authorities on total quality manage-
ment emphasize different techniques and use different terminology, but all share the common con-
cepts: quality, process approach, customer intimacy, teamwork, continuous improvement, and top
management support.

The terminology for total quality management is difficult to summarize and define into a simple
sentence or single definition. Many quality gurus have tried defining it, but all agreed that it is basi-
cally an “alternative management philosophy.” Some say TQM is eclectic, but it is not. For a proper
perspective, I present several definitions of total quality management (TQM):

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 “A management process and set of disciplines that is coordinated to ensure that the organization
consistently meets and exceeds customer requirements.” (Capezio and Morehouse, 1995).
 “A combination of methods, theories, techniques, and quality guru strategies for achieving
exceptional quality.” (Richardson, 1997).
 “Total quality management is not a fad of time, but rather a correction of the previous failures in
management combined to produce a better management style when used
appropriately.” (Anschutz, 1995).

The history of quality is also quite important to recognize to get the proper perspective of how total
quality management emerged. Operations executives were aware of the quality message put forth by
the so-called quality gurus: Deming, Juran and Crosby. It’s interesting to note, however, that these indi-
viduals were students of Shewhart, Dodge, and Romig in the 1930s, taking a generation for things to
catch on. Helping the quality movement along is the Baldrige National Quality Award, which was started
in 1987 under the direction of the National Institute of Standards and Technology. The Baldrige Award
recognizes companies each year for outstanding quality management systems. Similarly here in the Phil-
ippines we have the Philippine Quality Awards (PQA) which was patterned after the Malcolm Baldrige
Quality Award. The ISO 9000 certification standards, created by the International Organization for Stand-
ardization, now plays a major role in setting quality standards for global manufacturers. ISO 9000 stand-
ards is said to be the “foundation of total quality management.” In addition to the history of quality,
Peter F. Drucker illustrates the implementation of total quality management philosophies that were
used during the Gulf War by the Tactical Air Command of the United States Air Force under the leader-
ship of Bill Creech, which has become a well-known success story despite the huge size and diversity of
the organization. The basic reason for such a grand accomplishment is its founding in the roots of total
quality management. The lesson is simple, for an endeavor to be successful the six (6) common concepts
of TQM, mentioned earlier, is a prerequisite and an operational imperative.

From a historical perspective it is clear TQM evolved from several lead proponents who used various
methodologies and concepts to bring about quality products. The “total quality company” exists where
people want it to exist, and are willing to work together in creating it for themselves. TQM was never a
one-man show, whether historically or conceptually. Total means that everyone from the President or
CEO down to the lowest rank-and-file participates in quality initiatives and that it is integrated into all
business functions. Quality means meeting or exceeding customer (external and internal) expectations.
Management means improving and maintaining business systems and their related processes or activi-
ties. Given all these, total quality management is a philosophy, a science, a work ethic, a process, and a
system. It is a continuous transformation of people and organizations. Total Quality Management is now
a global necessity, an organizational imperative and a personal ethic. Its message is clear: “We are all in
this together. Quality is everyone’s responsibility.”

Rafael Pablo M. Fernando was formerly the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan Authority (SBMA)
and was instrumental in forming this group as a functional unit of the Agency leading to subsequent certification in ISO 9001:2008 QMS. He is also con-
nected with Integral Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of manag-
ing and living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the areas of:
total quality management-ISO implementation, organic agriculture, cooperatives, inclusive/sustainable development, good governance, strategic
management, institutional development, among others. He is also an Associate/Consultant/Member of several management-development groups, like:
Quality Partners Co., Ltd. (QPCL), GeoData Solutions, Inc., the Asian Development Bank (ADB), Organic Consumers Association, among others.
(January 18, 2013). Buds Fernando can be contacted at: +63975-211-6954 /+63905-548-0943.

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 Great achievements do not happen by
Integral Transformation Group, Inc., (ITG-TheGroup) is a chance, it is a choice, a decision of
kindred souls with a common vision and
transformative management group that gives organizations
goal. The meaning of earthly existence
and its people alternative forms of managing and living life to
lies, not as we have grown used to
the fullest using various Western and Eastern disciplines and thinking, in prospering, but in the
concepts. Formed 1992, it came to evolve into “a coalition of development of soul. The development of
people and organizations committed to Goodness, Value and character is at the heart of our
Quality” and is commonly called Friends of The Group (FOG). development not just as leaders, but as
human beings. (RMF)

Our Forte, Services & Advocacy

INTEGRATED MANAGEMENT INCLUSIVE GROWTH SYSTEMS FINANCIAL MANAGEMENT

SYSTEMS SYSTEMS
Total Quality Management Integrated Area Development
Systems, ISO standards, Inclusive & Sustainable *Budget Operations System
Benchmarking, Six Sigma, 5S, Development Methods
Quality Circles, *General Accounting and
Organic Agriculture/Farming,
Workplace Cooperation. Auditing System
Permaculture Systems
Philippine Quality Awards/
Philippine Quality Challenge - Institutional Development *Treasury Operations System
Malcolm Baldrige Criteria for and Management;
*Supply Management System
Performance Excellence Cooperative Development &
Transformative Leadership Management. INTEGRATED GEOGRAPHIC
Project Management Strategic Quality Planning and INFORMATION SYSTEM
Methods Management. *Human Resource Manage-
Marketing Management and
Research Integrated Local Government ment System
Stress Management Methods; Unit (LGU) Systems *Legislative Management
Human Potential System
Development (HPD), REVENUE GENERATING
*Document Tracking System
Complimentary & Alternative SYSTEMS
Medicine (CAM), *Hospital Information System
Quality Government, *Property Assessment & Tax
DECISION SUPPORT SYSTEM
Quality Education, Administration System
Q-Industry, Q-Environment, FOR PLANNING
*Business Permits & Licensing
Quality of Life (QoL). System *Computerized Environment
Project Feasibility Studies *Building Permits Adminis- & Land Resources System
Integrated HRM Systems tration System
*Motorized Tricycle Opera-
tion & Permits System