TQM used widely in many organizations, either private or public services to enhance service quality.

1. Does Total Quality Management
Work in Public sector
Submitted to:
Ass.Proff. Robson
Submitted by:
Awot K/tsion

2. Content
• Introduction
• What is total quality management ?
• Objectives of TQM
• Current perspective of QM on public
sectors
• Advantage of QM in public sector
• Research Review on implementation
of QM on public sector
• Major QM challenges in public sector
• Conclusion

3. INTRODUCTION
• The term quality has been used for long years differently by
different scholars across time.
• The history of the (total) quality management can be viewed as
evolution consisting of the following development phases:
 Inspection (simple inspection processes were used to ensure the quality of
the product),
Quality Control (the use of statistical tools and methods to control the
manufacturing process),
Quality Assurance (The era of quality planning began, i.e. the focus shifted
from reactive approach to proactive avoidance of problems) and Total
Quality Management (during the 1990’s) (Ville Tuomi, 2012: 3-4).

4. continues
• Total Quality Management (TQM) has been used widely in many organizations,
either private or public services to enhance service quality. In private services,
service quality is a critical factor for business success, thus TQM is essential part
of their operations.
• Nowadays the efficient use of quality management systems, approach and
methods is becoming an important requirement in the institutions operating in
the field of public services.
• TQM is also seen as an organizational philosophy with the purpose, which help
to improve quality of products or services to meet or exceed customer
expectation (Kevin, Kristal Jia, & Robert, 2011).

5. What is Total Quality Management?
 Total quality management (TQM) is a term used to define quality
programs, which companies and organizations put in place to help
improve the service delivery or productive process, reduce error rates,
decrease input and increase output, expand market share and
consequently raise profit margins.
 The TQM can be also defined as the highest level of quality management
(Dale (2003)
 TQM can be defined as a management approach to long-term success
through customer satisfaction based on all members of an organization
participating in improving processes, products, services and the culture
in which they work.

6. Perspectives of QM on Public Sectors
According to Swiss (1992) reasons that quality, metrics for
government services are extremely complex to develop and apply in a
meaningful way.
Frank, Angel, and Barrie (1999) define public organizations as all
organizations, which do not seek increased profits in their objective.
The main objective of public sectors is to satisfy the needs of society
within the constraints of available budgets.
Major difference between public and private sectors are that
bureaucracy operates public sectors while market forces drive private
sectors.

7. continues
 Public services are less innovative than private services and
more standardized.
 Private services tend to be fast moving and dynamic because
they need to react to external environment and competitors.
 Commonly, there is only one single government who provides
public services, whereas there are many private companies
compete for customers.

8. • According to Moore (2002), many people believe that management
ideas from the private sector can be successfully applied to public
sector organizations.
• Benefits of the TQM in public sector are low capital investments,
ideas come from those who are actually doing the job, increased
employee commitment, improved performance/quality, reduction of
waste, reduced costs, and improved customer satisfaction.

9. continues
• The most important critical success factor in the public sector is
management commitment, as it is in other industries too (Fryer et al.
2007).

10. Researchers’ Review on Implementation of QM in Public Sector
• QM it has been largely applied also in service organizations and
public sector (Fryer et al. 2007), including higher education
(Venkatraman 2007), health care (Duggirala 2008), library and
information sectors (Moghaddan et al. 2008; Saarti & Balagué
2009), and other services.
 Tutkimus (2000) in Ville Tuomi (2012), process based quality
management is quite well applicable to public organizations such as
academic library.
 Hallinnon (2001) in quality work at the University of Vaasa (2001)
reveals that universities were moving toward quality management
implementation would be effective

11. Continues
 A study by Tuomi, V. (2009) was to consider how to develop a quality
management system in hospitals. This study was achieved and focused
mainly on public hospitals.
Other resent study by Tuomi, V. & Ajmal, M (2011) on the practices QM in
the case of healthcare and academic libraries. It pointed out the
differences between these two types of service organizations by
elaborating their present strengths, weaknesses, possibilities and threats
while making QM practices in their organizations.

12. Major TQM Challenges in Public Sectors:
• Most Researchers argue that TQM doesn’t work with public sectors for
several reasons, including nature of QM and public services themselves,
work cultures in public sectors (Hsieh et al., 2002).
• In public sectors, managers trapped in rigid rules, bureaucratic procedures,
politics, and negative stereotypes affect implementation of QM (ibid).
• Poister and Harris (1997) suggest several factors contributing to the
difficulty in accurately collecting data and assessing public quality
management effectiveness:

13. continues
I. many sectors’ quality programs are still concentrating on the early stages of
quality improvement.
II. quality processes are intended to produce incremental, continuous improvement
that accumulates into meaningful change over extended periods..
III. public organizations are frequently unclear in articulating specific objectives in
implementing quality programs.
IV. most public sectors are inadequately equipped with precise outcome metrics to
identify and document the accumulated, shifting benefits of quality programs
over the long term (Scharitzer and Korunka, 2000).

14. continues
Hsieh et al. (2002) and Swiss (1992) also argue that:
i. first most public sectors generate services rather than goods.
ii. public sectors focus on outputs rather than inputs and processes
iii. Employees in public sectors have fewer incentives than those in private
services, where incentives are associated with performance improvement..
iv. Government institutions have trouble in developing performance indicators
because they only focus on results rather than process.

15. Conclusion
The model for process measurement and
implementation of quality system could
be applied in practice to any public
organization.
according to some paper review note,
the public sector organizations are not
implementing QM entirely. Only
universities, healthcare institutions, and
some sectors only applied QM.
Implementation of TQM in the public
sector can potentially be fraught with a
slew of inefficiencies.

16. THANK YOU!