Total Quality Management (TQM) is a management technique used to improve the quality and productivity of a company. TQM is a holistic management philosophy that spans an organization horizontally, involving all departments and employees and extending backward to include suppliers and clients/customers. TQM is a management philosophy that promotes continuous improvement in all areas of an organization.
Deming, trained as a mathematician and statistician, traveled to Japan in 1951 to lend his assistance with the Japanese Census. The Japanese were already familiar with Shewhart’s statistical data quality control methods, which he developed in the 1960s. Deming had been asked to give a presentation on the subject, which he accepted.
In 1950, the Japanese Union of Scientists and Engineers sponsored a lecture series that featured leading scientists and engineers worldwide. During World War II, Deming became increasingly critical of American manufacturing methods, particularly quality control methods.
Management and engineers were in charge, and line workers had little influence. In his lectures on SQC, Deming promoted his ideas and techniques, particularly increased worker involvement in the quality process and the use of new statistical tools. His recommendations were taken into consideration by a Japanese executive.
Japan was the first country to implement Total Quality Management (TQM). In 1954, they also invited Joseph Juran to give a speech, to which Juran enthusiastically accepted the invitation. Total Quality Management (TQM) is inapplicable because its implementation results in numerous inefficiencies and the potential undermining of fundamental values, such as equality when it comes to the public sector.
Gaining top-level commitment, educating the general public, and developing a flexible plan that considers the findings of a comprehensive evaluation analysis are all difficult tasks. Implementing TQM control methods and structures in public sector organizations is not recommended due to these considerations.