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1 ISO 9000 and TQM Name Institution affiliated Course Instructor Date ISO 9000 and TQM The united nations standards coordinating committee (UNSCC) and ISA members had a meeting after world war II on international standards that resulted in ISO as a nongovernmental organization in 1947. In 1987 ISO 9000, was first published by the International Organization for Standardization, a specialized global organization agency for standardization was made of national standard bodies worldwide. It was adopted by industries gradually instead of forcing contractors to adopt multiple often alike requirements. Total Quality Management (TQM) roots can be traced back to the 1920s when statistical theory applied for the first time to product quality control.
A management consultant William Deming developed (TQM), whose work significantly impacted Japanese manufacturing. Concentration expanded from the quality of products to anything within an organization and was TQM's start. TQM has several similarities with the six sigma improvement process though it's not the same (Youssef & Youseff, 2018). ISO is a system that satisfies the requirements of international standards concerning quality. Its main objective is to produce effective quality systems and maintaining quality levels in services.
On the other hand, TQM has organization-wide efforts to put up a permanent condition where employees advance their abilities to provide on-demand services and products consumers find of absolute value. TQM aims to improve quality, while ISO does not significantly enhance the quality of the products and the company's performance. TQM requires a complete commitment of the top executive, which fails to develop at times. The executive may support the initiative and fail to show their dedication to expected behavior. ISO requires heavy documentation work, which may be a waste of effort, thus giving ISO a gradual view as bureaucratic (Lakhal, 2014).
Many companies implement ISO due to customer and market demand without cautioning the certificate's exact meaning. TQM is a philosophy that many companies fail to transfer into a set of daily practices. References Lakhal, L. (2014). The relationship between ISO 9000 certification, TQM practices, and organizational performance. Quality Management Journal , 21 (3), 38-48.
Youssef, M. A., & Youssef, E. M. (2018). The synergistic impact of ISO 9000 and TQM on operational performance and competitiveness. International Journal of Quality & Reliability Management .
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ISO 9000 and Total Quality Management (TQM)
Introduction
The pursuit of quality in manufacturing and service sectors has led to organizational frameworks and standards aimed at enhancing performance. Among these frameworks are ISO 9000 and Total Quality Management (TQM). ISO 9000, established by the International Organization for Standardization (ISO), provides a set of standardized requirements aimed at improving the quality of products and services worldwide. In contrast, TQM is an organizational philosophy focused on continuous quality improvement and customer satisfaction. Although both concepts aim to enhance quality, they differ significantly in their principles, methodologies, and overall impact on organizational performance.
Historical Context
The ISO was established in 1947 in the aftermath of World War II during meetings coordinated by the United Nations Standards Coordinating Committee (UNSCC) among other global bodies (ISO, 2023). ISO 9000 was first published in 1987 as an international standard to guide organizations in implementing quality management systems. The principles of ISO 9000 focus on process quality, customer satisfaction, and continual improvement of processes.
Conversely, TQM has its roots dating back to the early 20th century, emerging from statistical methods used for quality control developed by Frank Woollard and later refined by American statistician W. Edwards Deming. His philosophies gained traction in Japan, leading to the productivity revolution of the 1950s (Besterfield et al., 2016). TQM emerged as a comprehensive management approach that concentrates on the organization as a whole, seeking quality improvement at every level.
ISO 9000 vs. TQM: Definitions and Objectives
ISO 9000 refers to a set of international standards that specify the requirements for a quality management system (QMS). The primary objectives are to ensure consistent quality of products and services, improve customer satisfaction, and promote the adoption of standardized processes. To obtain ISO 9000 certification, organizations must document their processes, adhere to the standards, and undergo regular audits to maintain compliance (Mohamed & Hashim, 2016).
TQM, on the other hand, is a broader management philosophy that seeks continual improvement in all organizational processes, products, and services. TQM involves a commitment from all members of the organization, emphasizing a culture of quality and customer satisfaction. Processes are improved through techniques such as employee empowerment, training, teamwork, and leadership engagement (Prajogo, 2016). TQM aims to create a culture where quality becomes a core value within the organization.
Comparison of ISO 9000 and TQM
1. Focus and Scope: ISO 9000 primarily focuses on adhering to specific standards and requirements, emphasizing documentation and repeatability. In contrast, TQM takes a holistic approach by aiming for comprehensive quality improvement across the entire organization.
2. Implementation Approach: Organizations pursue ISO 9000 certification with a focus on compliance and achieving certification through documented processes. Conversely, TQM emphasizes a philosophy of quality management driven by people and relationships between the organization and its customers.
3. Leadership Commitment: While both ISO and TQM call for leadership commitment, TQM places greater emphasis on leadership's role in fostering a quality culture through strong engagement and visible support. TQM initiatives are often successful when leaders actively participate in training and promote the necessary changes (Zhang et al., 2015).
4. Documentation: ISO 9000 requires extensive documentation of processes and standard operating procedures, which some organizations may find burdensome. Conversely, TQM focuses on outcomes and results rather than documentation, allowing organizations more flexibility in how they implement quality improvements (Juran, 1999).
5. Continuous Improvement: Both frameworks encourage continuous improvement, but TQM emphasizes a proactive approach, encouraging all employees to contribute ideas for improvements. ISO 9000 often adopts a more reactive stance, responding to identified quality issues.
6. Employee Engagement: TQM seeks to involve every employee in the quality process, whereas ISO 9000 tends to focus primarily on management and quality assurance teams (Youssef & Youssef, 2018).
Synergy Between ISO 9000 and TQM
Organizations often employ both ISO 9000 and TQM to maximize their quality management efforts. While these systems can be employed independently, integrating them can lead to improved operational performance and competitiveness (Lai et al., 2016). The structured approach of ISO can provide a foundation for organizations looking to implement TQM philosophies effectively.
By blending ISO 9000's systematic processes with TQM's principles of continuous improvement and employee engagement, organizations can build resilient quality cultures. They can streamline processes while fostering innovation through employee involvement, ultimately enhancing customer satisfaction and loyalty.
Challenges and Limitations
Despite their benefits, implementing ISO 9000 and TQM comes with challenges. Organizations may face resistance to change, lack of management commitment, and insufficient training. ISO certification may be pursued as a mere compliance requirement rather than as a comprehensive improvement tool, leading to what some researchers term "box-ticking" behavior (Lakhal, 2014). This approach undermines the intended purpose of a quality management system and fails to fulfill customer expectations.
Conversely, TQM’s philosophical approach can have its pitfalls. Without strong leadership and commitment, TQM initiatives can fizzle out, resulting in disillusioned employees and stagnant processes (Al-Shammari et al., 2016). Companies must balance their focus on compliance with ISO standards while fostering a culture of quality that empowers employees to engage in TQM practices actively.
Conclusion
ISO 9000 and TQM represent two influential frameworks for achieving quality excellence in organizations. While ISO 9000 provides standardized methods to ensure compliance and consistency, TQM delivers a comprehensive approach rooted in culture and continuous improvement. Organizations can benefit from an integrated approach that combines the structured framework of ISO with the holistic philosophy of TQM to achieve superior quality outcomes.
References
1. Al-Shammari, M. M., Al-Khaldi, A. S., & Al-Harbi, R. (2016). The Impact of Total Quality Management Practices on Organizational Performance: Evidence from Saudi Arabia. International Journal of Productivity and Performance Management, 65(5), 681-698.
2. Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M. (2016). Total Quality Management. Pearson.
3. ISO. (2023). International Organization for Standardization: About ISO. Retrieved from [ISO official website](https://www.iso.org/about-us.html)
4. Juran, J. M. (1999). Juran's Quality Handbook. McGraw-Hill.
5. Lai, Y. J., Yang, T. C., & Duh, R. R. (2016). The Relationship between Total Quality Management Practices and Firm Performance in the Furniture Industry. Quality Management Journal, 23(1), 27-39.
6. Lakhal, L. (2014). The relationship between ISO 9000 certification, TQM practices, and organizational performance. Quality Management Journal, 21(3), 38-48.
7. Mohamed, A., & Hashim, A. (2016). The Role of ISO 9001 Quality Management System on Organizational Performance: A Study on SMEs in Malaysia. International Journal of Quality and Service Sciences, 8(4), 515-541.
8. Prajogo, D. I. (2016). The Effect of TQM Practices on Performance: A Comparative Study among Manufacturing and Service Firms. International Journal of Performance Measurement, 1(1), 50-73.
9. Youssef, M. A., & Youssef, E. M. (2018). The Synergistic Impact of ISO 9000 and TQM on Operational Performance and Competitiveness. International Journal of Quality & Reliability Management.
10. Zhang, Z., & Zhang, Y. (2015). Quality Management in the Global Manufacturing Environment: A Review and Future Research Directions. Production Planning & Control, 26(4), 254-266.