W. Edward Deming & TQM

Total Quality Management (TQM) is a management approach which seeks to establish zero defects in any part of an organization, and which uses teams, worker empowerment and creative problem solving to accomplish this aggressive goal. Originally developed for the manufacturing sector, TQM programs are now found throughout organizations, including marketing, production, finance and customer support. A TQM program encompasses all aspects of a company's operations, including its hiring and promotional practices, the way the company itself is structured, and the culture that the company develops. In some cases, TQM programs are implemented in companies that already have some quality emphasis; in other cases, TQM programs are laid into companies totally lacking a commitment to quality. The way in which TQM is implemented can be critical in whether the program is an eventual success or failure, but also depends on which style of TQM is implemented. This research considers the pioneering work of W. Edward Deming within TQM, and considers how his approach to TQM can influence its success.

TQM has gained much attention in recent years as American manufacturers seek to improve their productivity and their profitability. At the heart of successful TQM programs is the requirement that all employees at all levels of the organization be committed to the TQM process. In small organizations, getting all employees to be involved in the process can

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ent to the program comes from the highest levels of the organization, and when there is strong and continuing support from all levels. As employees witness the success of the TQM program, that success helps build future success, with the end result that employees are able to build a selfperpetuating quality environment which eventually becomes part of the corporate culture. However, merely announcing that a company is putting a quality program into place is not enough. The commitment that is so important can take the form of training, which can be handled through the human resource department, or it may require the implementation of a computer system. In those organizations where information systems are already in place, it is critical that they be used to their maximum ability to provide the information that the TQM system requires. This goes beyond merely reporting the number of defects; instead, creative and imaginative solutions to each department's problems should be developed to ensure that the TQM process receives the maximum support from this department. References Castellano, J. F., Harper R. A. & Hughes, D. (1995, February). The Deming philosophy. CMA - the Management Accounting Magazine, pp. 25-28. Chen, M

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