1.

WHAT IS TQM

Total Quality Management (TQM) is a comprehensive management approach or philosophy that aims to
improve the quality of products, services, and processes within an organization. It originated in the
manufacturing sector but has since been applied to various industries, including healthcare, education,
and service sectors. TQM is characterized by several key principles and practices:

Customer Focus: TQM places a strong emphasis on understanding and meeting customer needs and
expectations. Organizations adopting TQM actively seek feedback from customers to identify areas for
improvement.

Continuous Improvement: Continuous improvement is a central tenet of TQM. It involves a systematic

approach to making incremental enhancements in processes and products. This is often achieved
through methods like Kaizen, which encourages small, ongoing improvements.

Employee Involvement: TQM recognizes that employees play a crucial role in quality improvement. It
encourages the involvement of all employees, at all levels of the organization, in identifying problems,
suggesting solutions, and implementing improvements.

Process Orientation: TQM emphasizes the importance of well-defined and standardized processes.
Organizations are encouraged to document their processes, analyze them for efficiency and
effectiveness, and make necessary adjustments.

Data-Driven Decision Making: TQM relies on data and statistical analysis to make informed decisions.
This involves collecting and analyzing data related to processes and quality, which can help identify
areas in need of improvement.

Leadership Commitment: Successful implementation of TQM requires strong leadership commitment

and support. Leaders are responsible for setting a clear vision for quality, providing necessary resources,
and modeling the desired behaviors.

Supplier Relationships: TQM extends beyond an organization's boundaries to include suppliers and
partners. Maintaining good relationships with suppliers is essential to ensure the quality of incoming
materials and components.

Prevention Over Inspection: TQM emphasizes preventing defects and quality problems rather than
relying solely on inspection and correction. The goal is to build quality into processes from the start.

Benchmarking: TQM encourages organizations to compare their performance and processes with
industry best practices and competitors to identify areas for improvement.

Customer Feedback and Satisfaction: Regularly gathering and analyzing customer feedback is essential in
TQM. High levels of customer satisfaction are seen as an indicator of quality.

Training and Education: TQM promotes ongoing training and education for employees to enhance their
skills and understanding of quality principles.
Teamwork and Collaboration: Cross-functional teams are often used in TQM to address specific quality
issues or improvement projects. Collaboration among employees with different expertise helps identify
and solve problems.

TQM is a holistic approach that seeks to create a culture of quality within an organization, where
everyone is committed to improving processes and products. By following TQM principles, organizations
aim to reduce defects, increase customer satisfaction, lower costs, and ultimately achieve long-term
success and competitiveness in the marketplace.

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2.WHAT IS QUALITY ASSURANCE?

Quality Assurance (QA):

Systematic Processes: QA is a systematic and planned set of activities, policies, and procedures
implemented within an organization to ensure that products or services meet specified quality
standards and requirements.

Compliance and Standards: QA focuses on adhering to established quality standards and guidelines. This
can include industry-specific standards, regulatory requirements, and internal organizational standards.

Inspection and Testing: QA often involves inspection and testing of products or services at various stages
of production or delivery to ensure they meet the defined quality criteria.

Preventive Measures: QA places importance on preventing defects and deviations from standards rather
than solely relying on detection and correction. This can involve quality planning, process control, and
risk management.

Documentation and Record Keeping: QA requires thorough documentation of quality-related processes,

procedures, and outcomes. This documentation helps in audits and tracking compliance.

Certification and Accreditation: In some industries, QA processes may lead to certification or

accreditation, which is a formal recognition that an organization meets specific quality standards and
requirements.

Audits and Reviews: Regular audits and reviews are conducted as part of QA to assess and verify
compliance with quality standards and procedures.

In summary, Total Quality Management (TQM) is a broader organizational philosophy that encompasses
a holistic approach to quality improvement, emphasizing customer satisfaction, continuous
improvement, and employee involvement. Quality Assurance (QA), on the other hand, is a set of
systematic processes and activities aimed at ensuring that products or services conform to established
quality standards and specifications. While TQM focuses on the overall culture and mindset of an
organization, QA is more specifically concerned with compliance and conformity to predetermined
quality criteria. However, both TQM and QA contribute to the overall goal of enhancing quality within an
organization.

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3.ORIGIN OF TQM AND QA

The origins of Total Quality Management (TQM) and Quality Assurance (QA) can be traced back to
various historical periods, including the medieval era, though the modern concepts as we understand
them today emerged in the 20th century. Here's a brief overview of their historical origins:

Medieval and Ancient Origins:

Craftsmanship Guilds: In medieval Europe, craftsmanship guilds played a significant role in maintaining
and assuring the quality of products. These guilds established standards and rules to ensure that artisans
and craftsmen produced high-quality goods. Quality control was often enforced through apprenticeships
and strict adherence to established procedures.

Ancient Civilizations: In ancient civilizations like Egypt, Mesopotamia, and China, there was an
understanding of quality in craftsmanship and the need for quality control in various industries, such as
construction and agriculture. However, these early practices were more localized and did not have the
systematic and standardized approach seen in modern TQM and QA.

Early 20th Century:

Scientific Management: Frederick W. Taylor's work on scientific management in the early 20th century
laid the groundwork for modern quality management. Taylor emphasized systematic approaches to
increase efficiency and productivity through process improvement. While not explicitly about quality, his
principles indirectly influenced the later development of TQM.

Post-World War II Era:

W. Edwards Deming in Japan: After World War II, W. Edwards Deming played a pivotal role in the
development of TQM. He was invited to Japan to assist with rebuilding the country's industrial
infrastructure. Deming introduced statistical methods and quality improvement principles, such as the
PDCA (Plan-Do-Check-Act) cycle and his "14 Points for Management," which became key elements of
TQM.

1950s - 1970s:

Quality Gurus: In the mid-20th century, other quality gurus like Joseph Juran, Philip B. Crosby, and
Armand V. Feigenbaum made significant contributions to the field. Juran introduced the concept of
"fitness for use," Crosby promoted "zero defects," and Feigenbaum emphasized "total quality control."

Late 20th Century:

Quality Awards and Standards: In the 1980s, various quality awards and standards, such as the Malcolm
Baldrige National Quality Award in the United States and ISO 9000 series internationally, helped
institutionalize TQM and QA practices across industries and countries.
Global Adoption: TQM and QA principles gained international recognition and were adopted across
various sectors, including manufacturing, healthcare, service industries, and education, in the latter part
of the 20th century.

In summary, while early concepts of quality and quality control can be traced back to ancient
civilizations and craftsmanship guilds, the modern principles of Total Quality Management (TQM) and
Quality Assurance (QA) emerged in the 20th century. The foundational work of individuals like W.
Edwards Deming, Joseph Juran, and others, as well as the development of standards and awards,
contributed to the widespread adoption of these principles in organizations worldwide. Today, TQM and
QA continue to evolve and play a crucial role in maintaining and improving product and service quality.

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IMPORTANT PEOPLE: In the fields of Total Quality Management (TQM) and Quality Assurance (QA),
several notable experts and gurus have made significant contributions. While there isn't a single
universally recognized "father" figure, as there is with some other fields, such as modern physics with
Albert Einstein, there are several influential individuals who have shaped and advanced these concepts.
Here are some of the key figures:

TQM Gurus:

W. Edwards Deming: Often referred to as one of the most influential figures in TQM, Deming's work in
Japan after World War II was instrumental in shaping modern quality management. His "14 Points for
Management" and the PDCA (Plan-Do-Check-Act) cycle are foundational concepts in TQM.

Joseph M. Juran: Juran was a renowned quality management expert who introduced concepts like
"fitness for use" and "the Juran Trilogy," which includes quality planning, quality control, and quality
improvement. His work emphasized the importance of involving all levels of an organization in quality
improvement efforts.

Philip B. Crosby: Crosby popularized the concept of "zero defects" and emphasized the importance of
prevention over inspection. His book "Quality Is Free" helped spread the idea that investing in quality
can save organizations money in the long run.

Armand V. Feigenbaum: Feigenbaum introduced the concept of "total quality control" and stressed the
importance of quality at all levels of an organization. His work laid the groundwork for the broader
concept of TQM.

QA Figures:

Edwards S. Pound: Pound is often credited with being a pioneer in quality assurance. He was
instrumental in establishing the role of quality control in the automotive industry.

Walter A. Shewhart: Shewhart, while known more for his contributions to statistical process control, laid
the foundation for quality assurance principles with his work on statistical methods for quality
improvement.
While these experts and gurus made significant contributions to the fields of TQM and QA, it's important
to note that the development of these concepts was a collaborative effort, and many others also played
crucial roles in shaping modern quality management practices. Additionally, the principles of TQM and
QA continue to evolve and adapt to the changing needs of organizations and industries.

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Regenerate

Total Quality Management (TQM) and Quality Assurance (QA) principles began to gain prominence in
the field of education during the late 20th century and have continued to evolve in subsequent decades.
Here is a rough timeline of the introduction and development of TQM and QA in education:

1970s - 1980s:

Initial Adoption: The application of TQM and QA principles in education started in the 1970s and gained
momentum in the 1980s. Initially, it was influenced by the success of these principles in industries,
particularly manufacturing.

Influence of Quality Gurus: Ideas from quality gurus like W. Edwards Deming and Joseph Juran, who had
already made significant contributions to the manufacturing sector, were adapted to educational
settings.

Higher Education Initiatives: Quality management concepts began to be applied in higher education
institutions, particularly in the United States, as they sought to enhance their services and improve
student outcomes.

980s - 1990s:

Quality Assurance Agencies: Many countries established national or regional quality assurance agencies
for higher education during this period. These agencies were responsible for evaluating and accrediting
institutions and programs to ensure they met specific quality standards.

Accreditation and Accountability: Accreditation processes in higher education became more systematic
and focused on outcomes. Institutions were required to provide evidence of meeting quality standards
and improving student learning.

2000s - 2010s:

Globalization of Quality Assurance: As higher education became more globalized, there was a need for
international quality assurance frameworks. Organizations like the European Association for Quality
Assurance in Higher Education (ENQA) and the Asia-Pacific Quality Network (APQN) were established to
promote QA in education across borders.

Emphasis on Learning Outcomes: Quality assurance in education increasingly focused on learning

outcomes, assessment, and accountability. This shift was driven by the need to demonstrate the value
and effectiveness of educational programs.
2010s - Present:

Digital Learning and Online Education: The growth of digital and online education has led to new
challenges in ensuring quality. QA efforts have expanded to include assessment of online courses and
programs.

Quality in K-12 Education: Quality management principles have also been applied to K-12 education,
with a focus on standards-based education, teacher evaluation, and student assessments.

Continuous Improvement: The principles of continuous improvement and data-driven decision-making

remain central to QA efforts in education, with institutions using assessment data to make
improvements at all levels.

In summary, the adoption of Total Quality Management (TQM) and Quality Assurance (QA) principles in
education began in the late 20th century, with a particular emphasis on higher education institutions.
Over time, the focus shifted to encompass quality assurance agencies, accreditation processes, learning
outcomes, and accountability. These principles continue to evolve as educational systems worldwide
strive to enhance their quality and relevance in the 21st century.