What is TQM Research

Total quality management (TQM) in its various forms and permutations has become an established management system in many North American companies. In general, this system is designed as an integrated, customer-focused approach to improve the quality of an organization's processes, products, and services (Dean & Evans, 1994; Harris, this issue; Tenner & DeToro, 1992). Despite the numerous attempts to incorporate TQM in organizations, relatively little is known about its effectiveness and optimal implementation strategies. Few systematic studies have been done to evaluate TQM empirically and little theory exists to guide TQM implementation. The overall purpose of this special issue of CJAS is to add to a small, but growing, theory-based pool of knowledge with regard to TQM and its effective implementation in organizations. The Basis of TQM While many people emphasize the importance of TQM, few can articulate precisely what it is and how to implement it. A review of the literature reveals that TQM encompasses a vast spectrum of topics and approaches. Many of these have been summarized and integrated by the various authors contributing to this special issue. Especially see Harris (this issue), who summarizes the evolution of TQM from more traditional approaches to quality. Companies have been concerned with the quality of their products and their quality management processes for years. However, only since the mid-1980s have organizations paid serious attention to the implementation of TQM. It has its origins in manufacturing, where statistical quality control measures were first used to reduce product defects. However, TQM has spread to include applications in service industries and government (Brown, 1991; Cohen & Brand, 1993). Indeed, applications can now be seen in specific types of organizations such as business schools (see Harvey & Langley, this issue) and specific functional areas (see Fleisher & Nickel, this issue). TQM is not a program, nor is it a specific tool or technique. Rather, TQM may be viewed more as a shift in thinking and organizational culture (Sashkin & Kiser, 1993). A number of individuals associated with the TQM movement have been highly critical of Western management practices. Among these, perhaps the one most strident in his claims was W. Edwards Deming. Deming (1986, 1993) summarized his management philosophy around 14 management principles he offered as requirements to remain competitive in providing products and services. These include management commitment and leadership, statistical process control, removing barriers to employee participation and control of their own quality, and continuous improvement of processes. Juran (1964, 1989) emphasized planning and product design, quality audits, and orienting quality management toward both suppliers and customers. Crosby (1979, 1984) focused on such organizational factors as cultural change, training, and leadership, and the ongoing calculation of quality costs. Important extensions to the TQM framework have included the development of customer-based specifications in the design of a product or process (Taguchi & Clausing, 1990), and benchmarking or the measuring of products/services and processes against those of organizations recognized as leaders (Camp, 1989). My own take on the literature suggests the following elements are key to the TQM concept: 1. a broad definition of quality as meeting customer expectations at the least cost, which encompasses all phases of the design, production, and delivery of a product/service; 2. upper management commitment to place quality as a top priority; 3. the institution of leadership practices oriented toward TQM values and vision; 4. an orientation towards managing-by-facts, including the prolific use of scientific and problem-solving techniques, such as statistical process control; 5. striving continually to improve employee capabilities and work processes through such practices as training and benchmarking; 6. …