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1. Running head: TQM 600 ASSIGNMENT
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TQM 600 Assignment
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TQM 600 Assignment
Introduction
Total Quality Management (TQM) is a broader concept as opposed to the control of
the quality of an individual product. TQM is the synchronization of efforts aimed at
improving customer satisfaction, enhancing worker or employee involvement, advancing
supplier partnerships, as well as enabling an organizational atmosphere of constant quality
improvement. Moreover, TQM is a technique of thinking around organizations and how
individuals should relate as well as work in them. Certainly, TQM is not merely a procedure,
but a philosophy affixed in the conviction or belief that long‐term achievement is subject to
on a constant obligation to quality in every sector of an organization (Alghamdi, 2016).
Prominent Contributors to Quality Movement
Edwards W Deming
The concept of quality began in Japan after World War II. Japan incorporated the
ideas, theories, and methods of Edwards W. Deming in its post-war recovery. Indeed, the
TQM began in Japan, 30 years before the United States, because Deming's proposals were
initially ignored in the U.S. However, the U.S. companies adopted Deming's school of
thought only when they failed to compete with the Japanese counterparts in the 1980s
(Neyestani, 2017).
The "Deming cycle" is also recognized as the "Deming Plan-Do-Check-Act (PDCA)
Cycle," this idea was introduced by Walter Shewhart but propagated by W. Edwards Deming.
Besides, the technique is a cyclical procedure for organizing as well as analyzing
enhancement actions before complete execution or before enacting the enhancement.
Therefore, when an enhancement thought is known, it is often prudent to examine it
moderately before full execution to authenticate its value. Additionally, by altering a
moderate scale, the team has time to admit it and is most likely back. Thus, the "Deming

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PDCA Cycle" avails chances for unending assessment and enhancement (Mindtools.com,
2020).
The steps involved in "Deming's PDCA" are as presented in Figure 1. The first step is
planning for a change or test, PLAN. The second step is doing it, D.O., by performing
alterations or tests, possibly on a minimum scale. The third step is checking it, CHECK, by
observing the alteration or trial outcome and studying it. The fourth step is acting on what
was learned, ACT. In the same manner, the first step is repeated with new knowledge.
Consequently, the second step and onward are continuously evaluated and improved.
Figure 1. Deming Plan-Do-Check-Act (PDCA) cycle (Mindtools.com, 2020)
Deming applied mathematical concepts as well as tools, via the statistical process
control, in reducing variations and preventing defects. Nevertheless, one of his significant
contributions is associated with the significance of organizational culture as well as work
attitudes in producing an influential institution. In several techniques, Deming's ideas
matched the progress of the resource-based approach of firms or organizations that stressed
on operative skills and knowledge as well as organizational culture to be irreproducible or

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irreplaceable, and they can assist based on sustainable competitive advantage (Neyestani,
2017).
Philip Bayard Crosby
Of all the “prominent contributors to quality movement,” Philip Bayard Crosby
believed in utilizing a simplified tool to demonstrate where one is located in the quality
management's spectrum. In simpler terms, he refers to it as the "Quality Management
Maturity Grid." Crosby considered attention to customer requirements as well as the
prevention of defects quality delivery. Crosby mainly defines "quality" and "non-quality" as
"conformance to requirements" and "non-conformance," respectively (Alghamdi, 2016).
In Crosby's book "Quality is Free," it involves cash to attain quality. However, it
involves more expenditure, cash, when quality is not accomplished. Therefore, when a firm
plans and implements an item well for the first time, or avails service devoid of faults, the
quality is free (Alghamdi, 2016). Indeed, it costs nothing above what would have already
been expended. When the firm has to redo or scrap a product due to low quality, it incurs
additional costs. Thus, Crosby deliberates on "Cost of Quality" as well as "Cost of Non-
conformance or Cost of Non-quality." Most importantly, Crosby emphasizes that more
expenditure should be experienced when averting defects while less on rework or inspection.
Crosby advocated for his theories on quality using "Four Absolutes of Quality
Management." First, Crosby considered quality as conformance to necessities as opposed to
goodness. Secondly, he acknowledges that the system that is responsible for quality is
prevention as opposed to appraisal. Thirdly, he asserts that performance standards should be
free of flaws instead, "that's close enough." Also, he suggests that quality should be measured
as the price of unconformity, instead of indexes (Neyestani, 2017).
To back these "Four Absolutes of Quality Management," Bayard Crosby established
the "Quality Management Maturity Grid" as well as the "Fourteen Steps of Quality

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Improvement." Bayard observed the "Quality Management Maturity Grid" as an initial step
when pushing a firm in quality management direction. Generally, when an organization
locates its spot on the grid, it utilizes a quality enhancement system centered on the "Fourteen
Steps of Quality Improvement," as presented by Crosby, as illustrated in Figure 2.
Figure 2. Quality Management Maturity Grid by Philip Bayard Crosby (Gaskell, 2012)
The Bayard's "Absolutes of Quality Management" are outlined in his "Fourteen Steps
of Quality Improvement." The first to the last step is, "management commitment, quality
improvement teams, quality measurement, cost of quality evaluation, quality awareness,
corrective action, zero-defects planning, supervisory training, zero defects, goal setting, error
cause removal, recognition, quality councils, and do it all over again steps."
Figure 2 represents a simple grid of 5 x 6 matrix, indicating various stages of
development of the firm's quality management beside six distinct quality management
classifications, among other things, problem handling, management comprehension of

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quality, and cost of quality. On the other hand, the bottommost stage is "uncertainty,"
characterized by inexperience, with quality management being lowly prioritized.
Consequently, the quality management matures via the steps of "Awakening,"
"Enlightenment," "Wisdom," and "Certainty" as the uppermost level (Gaskell, 2012).
Individual points, development against classification, avails an illustration of how
combinations appear in the organization. For example, the "uncertainty" stage has a problem
"problems are fought as they occur; no resolution; inadequate definition; lots of yelling and
accusations." An aggregate score is realized by summing up the scores for individual
classification. For instance, Stage 1 "Uncertainty" amounts to a score of 1, while Stage 2
"Awakening" leads to 2, Stage 3 with 3. Thus the least score is 6, at the 'Uncertainty
category, while the maximum is at 30 for the Certainty. Therefore, the Quality Management
Maturity Grid has several merits. They are quick and easy to apply and insightful.
ISO Standard Codes
ISO 22000: 2005 - Food Safety Management
ISO 22000 represents a "Food Safety Management System (FSMS)" utilized by the
organization within the food chain, for instance, "farm to fork." Above all, becoming certified
to the Standard permits an organization to demonstrate to their clients or customers that they
have a robust operation food safety management system (ISO, About ISO 22000, 2020).
Besides, it delivers customer confidence in the food product. Nowadays, customers demand
safe food, while food processors are required to avail ingredients as acquired from their
suppliers as safety assurance.
This Standard aims to synchronize the global level of food safety handling by
organizations in the food chain. It is planned for application by organizations that follow a
more coherent or focused food safety management system than is obligated by law. It entails
the organization meeting appropriate food safety linked regulatory and statutory requirements

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via the food safety management system. Lastly, the Stanard backs the "U.N. Sustainable
Development Goals" by minimizing foodborne infections and enhancing public health (ISO,
ISO 22000: Food safety management, 2020).
The Standard necessitates that a business or organization build an FSMS. Indeed, this
implies that the company or organization is required to have a documented system running
and wholly realized in the entire facility. Therefore, the documentation incorporates the
operational prerequisite programs that warrant a hygienic sanitary environment, and a hazard
examination and critical control strategy for ascertaining, averting, and eradicating food
safety hazards. Above all, establishing a documented food safety management system is
required when handling food safety in the entire business entity.
The ISO 22000 standard is composed of particular necessities to be catered by the
FSMS. Thus the Standard entails FSMS processes such as the general food safety policy for
the firms established by top-ranked management. Also, the Standard aims at driving the
firms' visions or efforts to conform to the procedure. A traceability framework should be
selected for the identification of products. Moreover, a corrective action system, as well as
control against nonconformity, is required. The implementation of food safety management
has many merits, besides being a systematic and logical way of addressing food safety. The
standard avails organizations with enhanced transparency, as a result of minimized main food
risks, while availing enhanced security to both customers (ISO, Who develops standards,
2020)
ISO 26000:2010 - Guidance on Social Responsibility
On November 1, 2010, the ISO 26000:2010, Guidance on Social Responsibility, or
the "ISO 26000 SR international standard" was the "International Organization for
Standardization (ISO)." The document incorporates international expertise or knowledge of
the organizations' social responsibility in society (Hemphill, 2013). The paper was developed

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by a working group of approximately 500 experts (ISO, ISO 26000 Social responsibility,
2020). The document aims to integrate the existing multitude of corporate responsibility and
sustainability standards and help organizations better handle their sustainability performance.
Nowadays, corporate social responsibility (CSR) is essential in almost every
organization. Therefore, the significance of documenting as well as handling CSR practices is
crucial; for instance, the tragedy surrounding the British Petroleum's 2010 explosion at the
Deepwater Horizon offshore oil rig. British Petroleum (B.P.) illustrated how social
responsibility is crucial for an organization in terms of public perception and the protection of
investors' interests (Kanso, Nelson, & Kitchen, 2019).
B.P.'s oil spill is reflected as the most massive marine accident in the oil industry's
history. The accident killed 11 crew members, posed severe health risks to several people,
and led to massive damages to wildlife habitats and tourism and fishing industries.
Nevertheless, B.P. utilized numerous public relations actions to rebuild its reputation;
however, the organization was ill-prepared to handle the disaster. B.P. initially made grave
mistakes by trying distance itself from the crisis instead of tackling the problem head-on.
Also, the company focused on advertisements during the clean-up process. However, a
change in the organization's leadership undertook more ethical communication strategies that
redeemed the company. The company is honored its mistakes (Kanso, Nelson, & Kitchen,
2019).
Besides, the ISO 26000 standard ensures that businesses are held responsible for
everything, among other things, e-waste disposal to their carbon emissions. The guideline
ISO 26000 offers concepts, definitions as well as terms associated with social responsibility.
Also, background, shifts, and features of social responsibility are explained in the document.
Besides, the principles and practices related to social responsibility are provided in the paper.

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The ISO 26000 conveys three fundamental benefits to the field of sustainability. First,
it ascertains the meaning of various concepts and terms. It creates bridges between the masses
of the prevailing standards. It is expected to raise awareness of many more organizations
worldwide on the significance or importance of good sustainability performance. Secondly, it
makes it easier for people from different backgrounds to access the field. On the other hand,
it might lead companies to appoint individuals into the new sustainability officer positions to
efficiently drive the practice and performance improvement, and ensure the business gains
from sustainability. Thirdly, by embracing the ISO 26000 guidelines and working in a
socially responsible way, organizations can prove to their stakeholders and their clients their
commitment to implementing real differences in their business activities, thus enhancing their
competitiveness and solidifying their reputation.
As opposed to other well-known ISO standards, the ISO 26000:2010 avails guidance
instead of requirements. Primarily, the document assists in clarifying social responsibility for
the businesses or organizations to translate principles into operative actions and share best
practices associated with responsibility all over the world. Therefore, for a business or
organization to function socially, they need ISO 26000. Therefore, this is because ISO 26000
avails guidance to individuals who acknowledge that respect for the environment or society is
a vital accomplishment aspect. Besides, being the "right thing" to do, implementation of the
Standard is widely observed as an approach of evaluating a firm's obligation toward
sustainability and its general performance (ISO, ISO 26000 Social responsibility, 2020).
Conclusion
To sum up, this paper has shown Deming's and Crosby's philosophies on TQM, as
well as ISO Standards. The ISO 22000 ensures that food producers are accountable for
maintaining the safety of their products and their customers, irrespective of the products or
producer's size. Similarly, the ISO 26000 avails regulation for the very type of organizations,

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irrespective of their location or size. For a TQM philosophy to be efficient, it should begin at
the top. That is, from the top directors to the subordinate staff, TQM strategies should be held
for the realization of real improvements in terms of quality. On the other hand, however,
Crosby’s philosophy has a weakness as it emphasizes on slogans rather than acknowledging
candid difficulties in real situations. “Deming’s cycle” has weaknesses despite working well.
It is doubted if it could bring major enhancements as required by the ISO Stanard ISO
9004:2000, which substituted the term “continuous improvement” with “continual
improvement.”

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References
Alghamdi, H. (2016). Toward a better understanding of total quality management
(TQM). Journal of Business and Economic Policy, 3(4).
Gaskell, T. (2012, July 9). Quality and product insights. Retrieved from
https://www.qualityandproducts.com/2012/07/09/crosbys-quality-management-
maturity-grid/
Hemphill, T. (2013). The ISO 26000 guidance on social responsibility international standard:
what are the business governance implications? Corporate Governance, 13(3), 305-
317.
ISO. (2020). ISO 22000-Food safety management. Retrieved from https://www.iso.org/iso-
22000-food-safety-management.html
ISO. (2020). About ISO 22000. Retrieved from https://committee.iso.org/home/tc34sc17
ISO. (2020). ISO 26000 Social responsibility. Retrieved from https://www.iso.org/iso-26000-
social-responsibility.html
ISO. (2020). Who develops standards. Retrieved from https://www.iso.org/who-develops-
standards.html
Kanso, A. M., Nelson, R. A., & Kitchen, P. J. (2019). BP and the Deepwater Horizon oil
spill: A case study of how company management employed public relations to restore
a damaged brand. Journal of Marketing Communications, 26(2), 703-731.
Mindtools.com. (2020). Plan-do-check-act (PDCA). Retrieved from
https://www.mindtools.com/pages/article/newPPM_89.htm
Neyestani, B. (2017, February 1). Principles and Contributions of Total Quality Management
(TQM) Gurus on Business Quality Improvement. Retrieved from https://mpra.ub.uni-
muenchen.de/77282/1/MPRA_paper_77282.pdf