Open AccessComparison of approaches to Total Quality Management. Including an examination of the Department of Energy`s position on quality management
Author(s) -
C.T. Bennett
Publication year - 1994
Language(s) - English
Resource type - Reports
DOI - 10.2172/124904
Subject(s) - standardization , total quality management , quality assurance , quality management system , quality management , quality (philosophy) , position (finance) , pdca , engineering management , quality policy , process management , computer science , management science , management system , operations management , engineering , business , finance , lean manufacturing , philosophy , external quality assessment , epistemology , operating system
This paper presents a comparison of several qualitatively different approaches to Total Quality Management (TQM). The continuum ranges from management approaches that are primarily standards -- with specific guidelines, but few theoretical concepts -- to approaches that are primarily philosophical, with few specific guidelines. The approaches to TQM discussed in this paper include the International Organization for Standardization (ISO) 9000 Standard, the Malcolm Baldrige National Quality Award, Senge`s the Learning Organization, Watkins and Marsick`s approach to organizational learning, Covey`s Seven Habits of Highly Successful People, and Deming`s Fourteen Points for Management. Some of these approaches (Deming and ISO 9000) are then compared to the DOE`s official position on quality management and conduct of operations (DOE Orders 5700.6C and 5480.19). Using a tabular format, it is shown that while 5700.6C (Quality Assurance) maps well to many of the current approaches to TQM, DOE`s principle guide to management Order 5419.80 (Conduct of Operations) has many significant conflicts with some of the modern approaches to continuous quality improvement