History of Total Quality Management

Elton Mayo and the Hawthorne studies investigated the effects of working conditions on worker productivity.
Walter Shewhart developed control charts, a statistical method used for process control and quality management.
Armand Feigenbaum is credited with the book "Total Quality Control" and played a significant role in popularizing the concept.
Abraham Maslow's hierarchy of needs is highly relevant to quality management, as it emphasizes the importance of fulfilling human needs in order to achieve greater productivity and motivation.
Douglas McGregor developed Theory X and Theory Y, which are management philosophies that influence how leaders approach their teams and employees.

Total Quality Inspection is the earliest form of quality control, where every item is inspected.
Quality Control focuses on statistical methods and process control to ensure quality.
Quality Assurance goes beyond inspection and emphasizes prevention of defects through proactive measures.
Total Quality Management (TQM) is the most comprehensive approach, encompassing all aspects of an organization and aiming for continuous improvement in all processes and products.

Quality can be viewed in various ways, including: transcendent, product based, user based, manufacturing based, value based, exceptional, perfection, fitness for purpose, value for money, and transformation.
Transcendent Quality: Subjective and personal, often based on feel and experience.
Product Based Quality: Measured objectively based on quantifiable variables, such as weight, size, or strength.
User Based Quality: Defined by the level of customer satisfaction and fulfillment of their needs.
Manufacturing Based Quality: Primarily focused on meeting specified requirements and standards set for a product or service.
Value Based Quality: Emphasizes cost-effectiveness and providing good value for the price.
Quality as Exceptional: Refers to products or services that stand out from the ordinary by exceeding expectations.
Quality as Perfection: Represents the ideal of zero defects and error-free results.
Quality as Fitness for Purpose: Focuses on fulfilling the specific requirements and needs of customers.
Quality as Value for Money: Assesses quality in terms of the return on investment and the perceived worth of the offering.
Quality as Transformation: Encompasses the process of improving and evolving over time, moving from one state to another.

Kanli, a prominent figure in the field, believes that TQM is a way of life for an organization.
TQM offers several benefits including cost reduction, productivity improvement, customer satisfaction, defect reduction, and employee morale.

Process Manufacturing: Operates in a continuous flow, producing outputs such as food, beverages, or chemicals.
Discrete Manufacturing: Involves the production of individually distinct finished goods, such as automobiles, smartphones, or computers.

Elton Mayo and the Hawthorne Studies: Investigated the impact of changes in work environment, like lighting levels and workday lengths, on worker productivity.
Walter Shewhart introduced statistical process control (SPC) using control charts to monitor and improve production processes.
Armand Feigenbaum wrote “Total Quality Control” emphasizing a comprehensive approach to quality management.
Abraham Maslow developed the Hierarchy of Needs theory, explaining human motivation to achieve self-actualization.
Douglas McGregor formulated Theory X and Y, two contrasting perspectives on employee motivation and management.

Total Quality Inspection: Early focus on inspecting finished products for defects.
Quality Control: Introducing statistical techniques for monitoring and controlling production processes.
Quality Assurance: Emphasis on preventing defects and ensuring quality throughout the production process.
Total Quality Management (TQM): A holistic approach encompassing all aspects of the organization, aiming to satisfy customer needs through continuous improvement.

Transcendent Quality: A subjective and personal interpretation of excellence, often difficult to measure objectively.
Product-Based Quality: Defined by quantifiable features and attributes of a product.
User-Based Quality: Meeting or exceeding customer expectations and satisfaction.
Manufacturing-Based Quality: Conformance to pre-defined specifications and standards.
Value-Based Quality: Delivering a desirable balance between cost, quality, and performance.
Exceptional Quality: Going beyond the ordinary and achieving a superior level of performance.
Perfect Quality: Aiming for zero defects and complete absence of errors.
Fitness for Purpose Quality: Meeting all required functionalities and fulfilling customer needs.
Value for Money Quality: Assessing quality in terms of the return on investment and perceived value.
Quality as Transformation: Viewing quality as a process of change and improvement.

TQM as a Way of Life: Emphasizing a continuous improvement culture embedded in organizational values and practices.

Cost Reduction: Optimizing processes and minimizing waste.
Productivity Improvement: Increasing efficiency and output through continuous improvement.
Customer Satisfaction: Meeting or exceeding customer expectations, resulting in loyalty and repeat business.
Defect Reduction: Minimizing errors and defects, leading to higher quality products and services.
Morale Improvement: Empowering employees, fostering teamwork, and enhancing job satisfaction.

Process manufacturing: Continuous production of goods, typically involving chemical or biological processes (e.g., food, beverage).
Discrete manufacturing: Producing individual finished goods with a specific or identifiable form (e.g., automobiles, smartphones).