Chapter 5. A Framework for the Introduction of TQM

B. G. Dale, A. van der Wiele and J. D. van Iwaarden


This chapter presents a framework for the introduction of TQM. It is divided into four main sections, all of which need to be addressed once the motivation for TQM has been identified. The motivation will set the overall strategic direction of TQM and influence the relevant importance of each part of the framework. The foundation of the framework is 'organizing' and the two pillars which form its structure are the use of 'systems and techniques' and 'measurement and feedback'. 'Changing the culture' is something which must be considered at all stages, including the initial organizing activities, but primarily results from the other initiatives described, interacts with them throughout the process, and will evolve with the organization's operating experience of TQM. People, both as individuals and working in teams, are central to TQM and without their skills and endeavours continuous improvement will simply not occur. The framework integrates the various aspects of TQM, from 'soft' approaches such as teamwork, employee development and human relations, to the use of 'hard' techniques such as SPC and FMEA. A diagrammatic representation of the framework is given in figure 5.1 and a summary of its features in table 5.1.

The framework provides an indication of how the various aspects of TQM fit together and is particularly useful for those organizations who:

  • Are taking their ...

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