Several decades ago, a powerful approach called Total Quality Management was introduced. The idea was - quality should not be confined to a department or function but should be all pervasive in the company. Everyone should embrace the concept of quality. Everything we do should show our commitment to quality - all functions - from security to administration, from hiring till exit, from order till delivery, we should work with a commitment to customer satisfaction. 

 

Seven Flaws noticed in TQM:

Total Quality Management was a wonderful concept but had its flaws. Some of the notable one's were -

1. There was no mechanism for structured training. Quality Management professionals conducted training which was sometimes not well received by other functions.
2. Whenever operational urgency emerged, senior management was seen to be supporting operations and not quality. Quality was still seen as stopping the flow of money while functions like sales, marketing, and operations bring money to the company. 
3. At most places, TQM became a slogan or a training program. People were not engaged in real improvement work.
4. People learned several methods. It was unclear how these quality tools connect with each other. People applied the methods in bits and pieces.
5. There was no tried and tested organizational structure for TQM implementation. 
6. Data driven methods were used in a limited fashion and revolved around 7 QC tools and Quality Circles. 
7. TQM implementation did not link with strategic goals of the company. 

 

Lean Six Sigma (LSS) addressed the flaws:

Lean Six Sigma succeeded in a large number of companies as it filled the above gaps in the execution of TQM philosophy. While the initial definition of Six Sigma mentioned it as an approach that increases first-time right output in production, today it is considered it as a full fledged business improvement methodology. 

 

If an improvement project has a business case, utilizes structured learning of best methods, engages cross functional teams, uses right data collection and analysis, and closes with sustainable gains, it is appreciated and encourages more of its kind.

 

Evidence of Professional Growth with Lean Six Sigma:

• Click here to see senior professionals of leading companies who attend our Green Belt workshops.
• Click here to see how Black Belt trained professionals have grown.     

 

You are invited to share your views as a reply to this post. 

 

 

Elimination of 3M-2W 1H

Go to the source 2W 1H

Upstream control 2W 1H

Daily Control 2W 1H

Policy management 2W 1H

are some of the basic methods of TQM.

Instead of DMAIC in six sigma QC story in Place.

It is in bits and pieces and No data driven methods

No structured mechanisms to analyze product & process improvements