Total Quality Management

Total Quality Management (TQM) is the idea that controlling quality is not something that is left to a "quality controller, a person who stands at the end of a production line checking final output. It is (or should be) something that permeates an organization from the moment its raw materials arrive to the moment its finished products leave the premises.

The model is a non-prescriptive TQM framework based on nine criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organization does. The 'Results' criteria cover what an organization achieves. 'Results' are caused by 'Enablers' and feedback from 'Results' help to improve 'Enablers'.

The model, which recognizes there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People Partnerships and Resources, and Processes.

It is a non-prescriptive framework that recognizes there are many approaches to achieving sustainable excellence. Within this non-prescriptive approach there are some fundamental concepts which underpin it:

Figure of EFQM model

• Results Orientation: achieving results that delight all the organization's stakeholders
• Customer Focus: creating sustainable customer value
• Leadership & Constancy of Purpose: visionary and inspirational leadership, coupled with constancy of purpose
• Management by Processes & Facts: managing the organization through a set of interdependent and interrelated systems, processes and facts
• People Development & Involvement: maximizing the contribution of employees through their development and involvement
• Continuous Learning, Innovation & Improvement: challenging the status quo and effecting change by using learning to create innovation and improvement opportunities
• Partnership Development: developing and maintaining value-adding partnerships
• Corporate Social Responsibility: exceeding the minimum regulatory framework in which the organization operates and to strive to understand and respond to the expectations of their stakeholders in society

The model is one of the most widely used organizational frameworks in Europe.

Book: John S. Oakland - TQM: Text with Cases, Third Edition

Compare EFQM with: Deming cycle  |  Kaizen  |  Balanced Scorecard  |  Baldridge  |  People CMM

More management models

Further reading

Kaplan, Norton, The Strategy- Focused Organization

Fogg, Implementing Your Strategic Plan

Knight, VBM. Developing a systematic approach..

Brickley, Designing Organizations to Create Value
Ferris, Valuation: Avoiding the Winner's Curse

Risher, Aligning Pay and Results

Edvinsson, Corporate Longitude

Standfield, Intangible Management

Lev, Intangibles: Management, Measurement, and Reporting

Smith, Valuation of Intellectual Property and Intangible Assets

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