What is Total Quality Management about?

Total Quality Management (TQM) was a culture change initiative introduced into the western world in the mid to late 1980's. The stimulus came from two directions: the remarkable post-war success by the Japanese manufacturers in producing goods of world-class quality and a book called "Quality is Free" by Philip Crosby. This book and the attendant consulting company that Crosby formed appeared to explain how the Japanese did it and which contained a recipe that, if followed, could allow western companies to achieve the same.

Unfortunately, many companies found that the approach didn't work for them and they considered it to have been an expensive mistake. There is no question that Crosby's formula contained some good ideas but, on closer scrutiny, they were little more than exhortations demanding that people achieve "Zero Defects" and getting it "Right First Time".

Later people became aware of the far deeper concepts of Deming which brought theory into the equation. Moreover, people realised that TQM was not the same as the Japanese Total Quality Control (TQC) which was actually all about controlling and improving processes using statistical methods.

Our Approach

The Tsana approach addresses both the theoretical aspects as well as the methods part of the equation. Our consultancy and training is firmly established on Deming principles including:

Performance comes from the system, not from asking people to try harder. Knowledge of variation and Process Behaviour Charts is the cornerstone of understanding and using data for improvement. Improvement comes from working with the system and the studied use of simple but powerful methods. We can only improve the system with the help of the people in the system.

The void which TQM never adequately addressed, how best to channel improvements, is filled by the application of Goldratt's Theory of Constraints which enables clear and effective prioritisation of the elements of systems improvement strategy.

Our course our training provides the knowledge required to address all of the above key elements. It is the essential course to position thinking as managers consider how they are going to pick up the reins of what used to be called TQM but which should today be more properly called "Quality Management" as well as equipping individuals and teams with the knowledge and methods required to carry out measurable and sustainable improvement interventions.