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Integral Transformation Group, Inc. (A transf o rma ti ve mana g ement g roup—people &
Integral Transformation Group, Inc.
(A transf o rma ti ve mana g ement g roup—people & o rg aniza tions
committed to Go odness, Va l ue & Qua lity )
532 Camia St., Palm Village
Makati City 1012
Cellphone: +63975-211-6954
+639055480943
+632-8961215
43C Lauan Circle, Binictican
Subic Bay Freeport Zone,
Zambales 2222
E-mail: itg_thegroup@yahoo.com
http://community.asq.org/RAFAEL
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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Integral Transformation Group, Inc., (ITG-TheGroup) is a

transformative management group that gives organizations and its people alternative forms of managing and living life to the fullest using various Western and Eastern disciplines and concepts. Formed 1992, it came to evolve into “a coalition of people and organizations committed to Goodness, Value and Quality” and is commonly called Friends of The Group (FOG).

Integral Transformation Group, Inc., (ITG-TheGroup) is a transformative management group that gives organizations and its people

Great achievements do not happen by chance, it is a choice, a decision of kindred souls with a common vision and goal. The meaning of earthly existence lies, not as we have grown used to thinking, in prospering, but in the development of soul. The development of character is at the heart of our development not just as leaders, but as human beings. (RMF)

Integral Transformation Group, Inc., (ITG-TheGroup) is a transformative management group that gives organizations and its people
Our Forte, Services & Advocacy
Our Forte, Services & Advocacy
Integral Transformation Group, Inc., (ITG-TheGroup) is a transformative management group that gives organizations and its people

INTEGRATED MANAGEMENT SYSTEMS

Total Quality Management Systems, ISO standards, Benchmarking, Six Sigma, 5S, Quality Circles, Workplace Cooperation.

Philippine Quality Awards/

Philippine Quality Challenge - Malcolm Baldrige Criteria for Performance Excellence Transformative Leadership Project Management

Methods

Marketing Management and Research

Stress Management Methods; Human Potential Development (HPD),

Complimentary & Alternative

Medicine (CAM), Quality Government, Quality Education, Q-Industry, Q-Environment, Quality of Life (QoL).

Project Feasibility Studies Integrated HRM Systems

INCLUSIVE GROWTH SYSTEMS Integrated Area Development Inclusive & Sustainable Development Methods Organic Agriculture/Farming, Permaculture Systems Institutional
INCLUSIVE GROWTH SYSTEMS
Integrated Area Development
Inclusive & Sustainable
Development Methods
Organic Agriculture/Farming,
Permaculture Systems
Institutional Development
and Management;
Cooperative Development &
Management.
Strategic Quality Planning and
Management.
Integrated Local Government
Unit (LGU) Systems
REVENUE GENERATING
SYSTEMS
*Property Assessment & Tax
Administration System
*Business Permits & Licensing
System
*Building Permits Adminis-
tration System
*Motorized Tricycle Opera-
tion & Permits System
Integral Transformation Group, Inc., (ITG-TheGroup) is a transformative management group that gives organizations and its people

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FINANCIAL MANAGEMENT SYSTEMS *Budget Operations System *General Accounting and Auditing System *Treasury Operations System *Supply Management
FINANCIAL MANAGEMENT
SYSTEMS
*Budget Operations System
*General Accounting and
Auditing System
*Treasury Operations System
*Supply Management System
INTEGRATED GEOGRAPHIC
INFORMATION SYSTEM
*Human Resource Manage-
ment
System
*Legislative Management
System
*Document Tracking System
*Hospital Information System
DECISION SUPPORT SYSTEM
FOR PLANNING
*Computerized Environment
& Land Resources System
Integral Transformation Group, Inc., (ITG-TheGroup) is a transformative management group that gives organizations and its people