TOTAL QUALITY MANAGEMENT: CONCEPTS, PRINCIPLES AND IMPLANTATION

BY

OLOWU DAUDU Y. MALACHY DEPARTMENT OF BUSINESS ADMINISTRATION FACULTY OF ADMINISTRATION AHMADU BELLO UNIVERSITY, ZARIA

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INTRODUCTION Total Quality Management (TQM) is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. Total Quality is a description o the culture! attitude and organi"ation o a company that stri#es to pro#ide customers $ith products and ser#ices that satis y their needs. The culture re%uires %uality in all aspects o the company's operations! $ith processes being done right the irst time and de ects and $aste eradicated rom operations. TQM is! thus a management strategy aimed at embedding a$areness o %uality in all organi"ational processes. &t is a structured system or satis ying internal and e'ternal customers and suppliers by integrating the business en#ironment! continuous impro#ement! and brea(throughs $ith de#elopment! impro#ement! and maintenance cycles $hile changing organi"ational culture. TQM is as $ell a method by $hich management and employees can become in#ol#ed in the continuous impro#ement o the production o goods and ser#ices ) a combination o %uality and management tools aimed at increasing business and reducing losses due to $aste ul practices. &ndeed! gi#ing a name to a broad set o principles! methods! and tools as described abo#e can be inherently misleading and limiting. *onetheless! a $ord)by) $ord e'amination o the term $ill pro#ide urther insight into the meaning o the TQM concept. T*$ .: +uggests ull commitment o e#eryone in the organisation and a co#erage o e#ery aspect o all processes. Q, .i$(: Means continuously meeting customers, re%uirements. three le#els o %uality! namely.) (i) (ii) Must be quality ) meeting re%uirement Expected quality ) meeting e'pectations. Thus %uality is

ultimately de ined by the customer. -rganisations must become cogni"ant o the

(iii)

Exciting quality ) e'ceeding e'pectation %uality can e'cite! cause

Must be (specifications) Quality: This le#el o

indi erence or dissatis y because the customer e'pressly speci ies his re%uirements. 0or e'ample! a customer orders or a 100# 234 brand o 53+ and is supplied $ith a 100# Mercury brand! $ith the e'planation that the t$o per orm the same unction. Expected Quality: This le#el o %uality does not e'cite the customer! but i lac(ing can cause deep dissatis action. 6hilst the customer $ill not tell or as( or it! he e'pects it. 5sually the customer is indi erent to this type or le#el o %uality unless disappointed. 7#ery ban( customer e'pects the ban(ing hall to be cool and com ortable! not hot and humid. Exciting Quality8 This le#el o %uality e'cites because it is une'pected.

4ustomers cannot re%uest or it because they are not a$are o its e'istence or possibility. This le#el o %uality encourages customer loyalty. 9o$e#er! once e'perienced! an e'citing %uality becomes e'pected. M n ge&en$: &mplies an acti#e process led rom the top. The usage o this term is intended to re lect the #ie$point that! cetris paribus! :85; o the problems are caused by the system< and that only management can correct the system problems. Thus! %uality can and must be managed. 0rom the oregoing e'planation o its constituent terms! Total Quality Management can be de ined as the combination o people and systems! $or(ing harmoniously together or the ultimate bene it o the customer.

T*$ . A"&( Q, .i$( 4TAQ5 The concept o TQM is applicable to the military establishment as it is to the =usiness 7n#ironment. Total 2rmy Quality is the 2rmy,s integrated strategic
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management approach or achie#ing per ormance e'cellence. T2Q culti#ates incremental and brea(through impro#ement! inno#ation! continuous learning and change! and pro#ides a#enues to recogni"e those $ho stri#e or e'cellence.

BASIC CONCEPTS OF TQM TQM is ounded on a number o basic and e'tremely important concepts. include the ollo$ing8 1. 7#eryone has a customer. /. 7#eryone is responsible or %uality. >. 0ocus on pre#enting problems not i'ing them. ?. Team $or(. 5. 3rocesses ail not people. 1. Top Management must lead. @. Middle management must support. 8. 0ocus on process and systems. 9. Ano$ the cost o %uality. 10. Bero de ects. E/e"(*ne ) # C,#$*&e" These concepts or principles are built around the customer! %uality and employees. They

TQM embraces more than the e'ternal customer. 6e all do not $or( in isolation. $or( has no #alue unless it is :deli#ered< to someone else. +o $e are as much customers as $e are suppliers o any ser#ice or product. 2 customer is anyone to $hom you pro#ide a product or ser#ice. 2 supplier is anyone $ho pro#ides a product or ser#ice to a third party. & you ail to satis y your e'ternal customer ) he has a choice to go some$here else or an alternati#e ser#ice. & you ail to satis y your internal customer! then it is most li(ely the ser#ice pro#ided has to be done again to meet the re%uired

e'pectation or speci ication! thus costing more. &n either case ) the company losesC E/e"(*ne i# "e#!*n#i'.e +*" Q, .i$( 7#eryone ) e#eryone must ma(e a commitment to getting things right irst time. To get e#eryone in#ol#ed! you must pro#ide the tools and techni%ues to analyse and dri#e out problems. These ha#e to be taught at all le#els in all unctions i e#eryone is to participate. There is a need to de#elop the attitude and in luence the culture o the organi"ation by learning to put people irst! caring or employees! creating goal congruence bet$een leaders and those being led. P"e/en$ P"*'.e&# n*$ +i6 $)e& 0ire ighting is random strategy $hich is ine icient in the short run and grossly ine ecti#e in the long run. There must be a structured approach to dealing $ith problems in organi"ations. This in#ol#es8 ) 0inding root causes ) dealing $ith core problems not the symptoms. These $ill entail the use o speci ic tools a#ailable in the %uality ield to assist in identi ying root causes o problems. ) ) +electing the best solution. 3re#ent reoccurrence by standardi"ing the solution or the ne$ system or process de#ised. Te & W*"7 3eople $or( in teams either naturally $ithin the same department or across departments and unctions in recognition o the speciali"ed role they all play. The solution or e ecti#e $or( processes is through team$or(. This is based on e#eryone understanding each other,s needs. P"*-e##e# F i. N*$ Pe*!.e 7#erything $e do is a process! $hich is the trans ormation o a set o inputs into the desired outputs. 3rocesses should be managed through a strategy o

prevention, rather than detection.

&n reality nobody goes to $or( to ma(e

mista(es unless the system ma(es it possible. &ndeed! maDority o mista(es occur at $or( because the process has ailed. The obDecti#ity o TQM in this area is to design robust processes that ma(e it di icult to ail. TQM ensures that management adopts a strategic o#er#ie$ o %uality and ocus on pre#ention! not detection o problems. 5sing lo$ charts or e'ample! areas o possible ailure can be highlighted and possibility o ailure re#ie$ed. T*! M n ge&en$ M,#$ Le % $)e P"*-e## TQM must start at the top $here serious commitment to %uality must be demonstrated. &ndeed! TQM no$ challenges management,s traditional role to plan organi"e and control and no$ demands that management should no$ empo$er! coach! de#elop and encourage organi"ation $ide participation in running the business. This demands commitment and leadership (no$ledge $or(er! he is no longer the only solution pro#ider. Mi%%.e M n ge&en$ M,#$ S,!!*"$ Middle management also has a (ey role to play in communicating the message. Traditionally! middle management,s role is that o super#isor! maintenance o %uality! setting priorities and de#eloping sta . &n TQM ocused organi"ation! all these remain! in addition to the responsibility or the continuous impro#ement o e#ery aspect o processes under his control. F*-,# *n I&!"*/ing P"*-e##e# n% S(#$e&# 3eople $or( in chains o acti#ities that collecti#ely orm business processes. TQM ocused organi"ations see( to impro#e the process o deli#ering a ser#ice or product than indi#idual or departmental per ormance or competence. TQM philosophy encourages a supporti#e and encouraging organi"ation culture $here people $ill inno#ate and impro#e these processes. 5n ortunately! e$ organi"ations ha#e a process by $hich employees are encouraged or enabled to rom management at all le#els. Management must reali"e that $ith the ad#ent o the

impro#e their $or()gi#ing rise to the re%uent system ailures that is pre#alent in most organisations. +ystem ailure is said to occur $hen the lin( in the chain brea(s i.e. the lo$ o $or( is disturbed. 6e ha#e all learnt to li#e $ith and accept ailures. +ystems ailures ha#e become standard because $e #ie$ each step or unction o our acti#ities and not the total process. ailure. 8n*9 $)e C*#$ *+ Q, .i$( The cost o %uality is a misnomer. 4ost o %uality is $hat it costs an organi"ation to a#oid! re#ie$ and measure all those acti#ities de#oted to consciously impro#ing %uality. Prevention: 4osts to ensure that things get done right time irst time. The $hole philosophy o TQM hinges on pre#ention. Appraisal: 4ost o inspecting! testing another chec(ing o products or ser#ices. +ub)optimal per ormance at unctional or unit le#el is #ie$ed as acceptable! the accumulation o such brea(do$ns at e#ery step ends up in global

Internal failure costs: 4ost o putting things right be ore deli#ery to customer. External failure costs: 4ost o putting things right a ter deli#ery i.e. $arranty costs. Exceeding requirements: 4ost o pro#iding a ser#ice or product! $hich a customer does not need. Lost opportunities: 4ost o an uncompetiti#e product or ser#ice. 0ocus should be on pre#ention! $hich dri#es out ailure costs. 0ocusing there ore on processes instead o inspection should reduce costs associated $ith inspection as product or ser#ice le#els impro#e.

Ze"* De+e-$# Bero de ects is a standard o per ormance $hich insists on doing the Dob right irst time. &t then ollo$s that i it can be done right irst time! it can be done right all the time.

IMPLEMENTATION PRINCIPLES AND PROCESSES Many companies ha#e di iculties in implementing TQM. +ur#eys by consulting irms ha#e ound that only /0)>1; o companies that ha#e underta(en TQM ha#e achie#ed either signi icant or e#en tangible impro#ements in %uality! producti#ity! competiti#eness or inancial return. 2s a result many people are s(eptical about TQM. 9o$e#er! $hen one loo(s at success ul companies one inds a much higher percentage o success ul TQM implementation. 2 preliminary step in TQM implementation is to assess the organi"ation's current reality. Eele#ant preconditions ha#e to do $ith the organi"ation's history! its current needs! precipitating e#ents leading to TQM! and the e'isting employee %uality o $or(ing li e. & the current reality does not include important preconditions! TQM implementation should be delayed until the organi"ation is in a state in $hich TQM is li(ely to succeed. & an organi"ation has a trac( record o e ecti#e responsi#eness to the en#ironment! and i it has been able to success ully change the $ay it operates $hen needed! TQM $ill be easier to implement. & an organi"ation has been historically reacti#e and has no s(ill at impro#ing its operating systems! there $ill be both employee s(epticism and a lac( o s(illed change agents. & this condition pre#ails! a comprehensi#e program o management and leadership de#elopment may be instituted. 2 management audit is a good assessment tool to identi y current le#els o organi"ational unctioning and areas in need o change. 2n organi"ation should be basically healthy be ore beginning TQM. & it

has signi icant problems such as a #ery unstable unding base! $ea( administrati#e systems! lac( o managerial s(ill! or poor employee morale! TQM $ould not be appropriate.5 9o$e#er! a certain le#el o stress is probably desirable to initiate TQM. 3eople need to eel a need or a change. 7'perts address this phenomenon by prescribing the use o building bloc(s $hich are present in e ecti#e organi"ational change. These orces include departures rom tradition! a crisis or gal#ani"ing e#ent! strategic decisions! indi#idual Fprime mo#ers!F and action #ehicles. Gepartures rom tradition are acti#ities! usually at lo$er le#els o the organi"ation! $hich occur $hen entrepreneurs mo#e outside the normal $ays o operating to sol#e a problem. 2 crisis! i it is not too disabling! can also help create a sense o urgency $hich can mobili"e people to act. &n the case o TQM! this may be a unding cut or threat! or demands rom consumers or other sta(eholders or impro#ed %uality o ser#ice. 2 ter a crisis! a leader may inter#ene strategically by articulating a ne$ #ision o the uture to help the organi"ation deal $ith it. 2 plan to implement TQM may be such a strategic decision. +uch a leader may then become a prime mo#er! $ho ta(es charge in championing the ne$ idea and sho$ing others ho$ it $ill help them get $here they $ant to go. 0inally! action #ehicles are needed and mechanisms or structures to enable the change to occur and become institutionali"ed. &n this respect! the principles discuss abo#e pro#ide the needed plat orm or actuali"ing TQM.

De&ing:# 0; !*in$#
6 7d$ards Geming $as an 2merican statistician $ho $as credited $ith the rise o Hapan as a manu acturing nation! and $ith the in#ention o Total Quality Management (TQM). Geming $ent to Hapan Dust a ter the 6ar to help set up a census o the Hapanese population. 6hile he $as there! he taught 'statistical process control' to Hapanese engineers ) a set o techni%ues $hich allo$ed them to manu acture high)%uality goods $ithout e'pensi#e machinery. &n 1910 he $as a$arded a medal by the Hapanese 7mperor or his ser#ices to that country's industry.

Geming returned to the 5+ and spent some years in obscurity be ore the publication o his boo( F-ut o the crisisF in 198/. &n this boo(! Geming set out 1? points $hich! i applied to 5+ manu acturing industry! $ould he belie#ed! sa#e the 5+ rom industrial doom at the hands o the Hapanese. 2lthough Geming does not use the term Total Quality Management in his boo(! it is credited $ith launching the mo#ement. Most o the central ideas o TQM are contained in F-ut o the crisisF. The 1? points seem at irst sight to be a rag)bag o radical ideas! but the (ey to understanding a number o them lies in Geming's thoughts about #ariation. Iariation $as seen by Geming as the disease that threatened 5+ manu acturing. The more #ariation ) in the length o parts supposed to be uni orm! in deli#ery times! in prices! in $or( practices ) the more $aste! he reasoned. 0rom this premise! he set out his 1? points or management! $hich $e ha#e paraphrased here8

2 core concept in implementing TQM is Geming,s 1? points! a set o management practices to help companies increase their %uality and producti#ity8 1. 4reate constancy o purpose or impro#ing products and ser#ices. Eeplace short) term reaction $ith long)term planning. /. 2dopt the ne$ philosophy. The implication is that management should actually adopt his philosophy! rather than merely e'pect the $or( orce to do so. >. 4ease dependence on inspection to achie#e %uality. & #ariation is reduced! there is no need to inspect manu actured items or de ects! because there $on't be any. ?. 7nd the practice o a$arding business on price alone. instead! minimi"e total cost by $or(ing $ith a single supplier.

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5. &mpro#e constantly and ore#er e#ery process or planning! production and ser#ice. 4onstantly stri#e to reduce #ariation. 1. &nstitute training on the Dob. & people are inade%uately trained! they $ill not all $or( the same $ay! and this $ill introduce #ariation. @. 2dopt and institute leadership. Geming ma(es a distinction bet$een leadership and mere super#ision. The latter is %uota) and target)based. 8. Gri#e out ear. Geming sees management by ear as counter) producti#e in the long term! because it pre#ents $or(ers rom acting in the organisation's best interests. 9. =rea( do$n barriers bet$een sta concept o areas. 2nother idea central to TQM is the the 'internal customer'! that each department ser#es not the

management! but the other departments that use its outputs. 10. 7liminate slogans! e'hortations and targets or the $or( orce. 2nother central TQM idea is that it's not people $ho ma(e most mista(es ) it's the process they are $or(ing $ithin. 9arassing the $or( orce $ithout impro#ing the processes they use is counter)producti#e. 11. 7liminate numerical %uotas %uality goods. 1/. Eemo#e barriers that rob people o pride o $or(manship! and eliminate the annual rating or merit system. Many o the other problems outlined reduce $or(er satis action. 1>. &nstitute a #igorous program o education and sel )impro#ement or e#eryone. 1?. 3ut e#erybody in the company to $or( to$ards accomplishing the trans ormation. ESSENTIAL TQM TECHNIQUES 9a#ing discussed its essential principles and concepts! $e can no$ outline and discuss the techni%ues! systems and procedures used to ensure a success ul implementation o the TQM doctrine. 2mong these systems! the ollo$ing are especially important8 J establishing and monitoring the 4ost o Quality or the $or( orce and numerical goals or management. Geming sa$ production targets as encouraging the deli#ery o poor)

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J J J

establishing and monitoring Total Quality +tandards establishing and moti#ating Quality Kroups benchmar(ing

E#$ '.i#)ing An% M*ni$*"ing T)e C*#$ O+ Q, .i$( Ma(ing any product or pro#iding any ser#ice in#ol#es t$o basic costs8 i) ii) The Mandatory 4ost o Going =usiness (M4G=). and The 4ost o Quality.

M4G= includes all the costs that $ould actually be incurred in pro#iding de ect ree products or ser#ices and o running the business. These include the cost o inputs (ra$ materials)! e%uipment! labour! o ice spaces! transportation! management processes! etc. 2s $e ha#e already seen! the 4ost o Quality (4-Q) is one o the most central concepts o Total Quality Management. M4G= and 4-Q ma(e up the 4ost o Going =usiness (4G=). =y reducing 4-Q! $e reduce 4G= and mo#e nearer M4G=. & $e understand and properly manage the relationship bet$een the elements o 4-Q! $e $ill be able to ensure TQM in the #arious parts o the -rganisation. E#$ '.i#)ing n% M*ni$*"ing T*$ . Q, .i$( S$ n% "% n% TQM Le/e.. &n order to produce a %uality product or ser#ice that meets and e#en e'ceeds the stated needs and e'pectations o the customer! $e need in the irst instance to ha#e in a place a $ay o ascertaining $hat le#el o productLser#ice %uality $e are see(ing to meet and e#en e'ceed. TQ+ pro#ide there ore the measurements against $hich the %uality le#el o a

productLser#ice pro#ided by a supplier to! a customer could be determined. TQ+! contain the needs and e'pectations reduced to measures and indices ) in short! the %uality speci ications o the customer $hich the supplier must attempt to meet and e#en e'ceed at all times.

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The end result o the %uality speci ications $ill usually be a product or ser#ice pro#ided by the supplier to the customer. To assure the %uality o that end result ) product or ser#ice! TQ+ also need to be established and applied to all the acti#ities and processes! including procedures! systems used by the supplier to produce the product or ser#ice desired by customer. -ne procedure de#eloped or doing this is called +upplier and 4ustomer (+4) 2nalysis. 2nother procedure introduced by Mi(e Eobson is called &n)Gepartment 7#aluation o 2cti#ities (&G72). Through the use o either procedure! an -rganisation is able to establish a system! $hich enables it to establish8 i) ii) iii) The current le#el o customer satis action and hence the o#erall le#el o TQM e'isting in the entire organisation. The range o opportunities e'isting or %uality impro#ement in all parts o the organi"ation. Total Quality +tandards or e#ery acti#ity! process and hence the results (product and ser#ices) that lo$ rom such acti#ities or the entire -rganisation. T)e E#$ '.i#)&en$ *+ Q, .i$( G"*,!# The establishment! training and subse%uent acti#ities o %uality groups constitute an important component o any process aimed at achie#ing 7'cellence through TQM.). 6e are o course! amiliar $ith the Quality 4ircles or $hich Hapanese companies are amous. 9o$e#er! %uality circles are one o the many types o %uality groups that TQM organisations use. 0or your Total Quality Management programme! the ollo$ing groups $ill be essential8 J J J Quality 4ircles. Quality &mpro#ement Teams. and Quality Tas( 0orces.

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Q, .i$( Ci"-.e# These are groups ormed #oluntarily by bet$een 5)@ employees $ho $or( in the same section or unit. They meet periodically! usually once a $ee( or about 1 hour during o ice hours. The purpose is $or(ing on a problem a ecting the producti#ity and per ormance o the entire unit or section using appropriate problem sol#ing techni%ues and analysis o the selected problem and $hich ollo$ing the in#estigation! prepare reports $ith recommendations or action and ma(e presentation to management or its consideration and action. The reports and the recommendations are considered by management and $hen accepted! implemented! usually $ith the ull participation o or eedbac( to circle members. Q4's are ongoing8 they disband only $hen circle members are no longer interested in membership o the circle. Q, .i$( I&!"*/e&en$ Te &# These are similar )to %uality circles the only di erence bet$een QlTs and) Q4s is that the membership dra$n rom di erent unctional areas $hereas the! membership o Q4s is dra$n rom the same $or( group or $or( unit. Membership o Q&T+ is #oluntary. Q, .i$( T #7 F*"-e# Quality Tas( 0orce are ormed by the management o the organi"ation to e'amine! analyse and ma(e! recommendations $hich are percei#ed by the management to be ad#ersely a ecting the per ormance and producti#ity in the organi"ation. The members o the QT0 as $ell as its terms o re erence are chosen by management. QT0's are problem speci ic $hich $ill be disbanded as soon as they ha#e accomplished the e'amination and analysis o the assigned problem. Quality tas( 0orces can be used by top management or by the manager o a particular section! unit or department. &n the ormer case! membership o the QT0 $ill be cross unctional. &n the latter case! it $ill be sectional or departmental restricted only to one unctional area. Ben-)& "7ing

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To become the best you must learn rom the best.

4ompanies ha#e been scrutini"ing

competitors e#er since there $ere competitors. 6hen they $eren,t comparing price! product eatures! they loo( at product %uality. Total %uality management demands a broader #ie$ o competiti#e comparisons. They are still being made on product and ser#ice %uality! but they ha#e been e'tended to include customer satis action! and other customer data! internal operations! business procession and support ser#ices. Much o this in ormation is gathered by =enchmar(ing. =enchmar(ing is the process o understanding your per ormance! comparing it against the per ormance o best)in)class companies (reno$ned industry leaders) learning ho$ they per orm better! and using that in ormation to impro#e in other $ords adapting their success ul strategies. =enchmar(ing has been called the :po$er and tool o %uality.< &t is the di erence bet$een teaching yoursel ho$ to play ootball and ta(ing lessons rom Pele. -ne leads to ine icient mechanics and rustration! the other to re%uent netting and hope or impro#ement. =enchmar(ing can be di#ided into t$o parts8 practices and metrics. =enchmar(ing should irst be appro#ed on the basis o in#estigating best industry practices. The metrics that %uanti y the e ect o incorporating the practices in an operation can be analysed and synthesi"ed later. asset measurement. The bottom)line bene it o =enchmar(ing is competiti#eness. =enchmar(ing helps to de#elop a picture o ho$ the operation should loo( a ter the changes has been made or attain superior competiti#e per ormance. This is a po$er ul $ay to marshal the energies o the operation to enable it to become competiti#e and then outdistance the competition. Kenerally! metrics chosen should be true indicators o the process per ormance and may include customer satis action! unit cost! cycle time! and appropriate

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CONCLUSION 9a#ing discussed the concepts and basic issues relating to TQM! it is important to emphasi"e that the commitment to %uality cannot be real nor ta(en seriously by employees and indeed! by other managers $here a single manager allo$s the integrity o operations to be compromised. The integrity o operations is compromised $hen a manager engages in double standards. &t is compromised $hen! in the $ords o the Quality Manager! a manager puts pressure on the system to let him or her get a ay ith things that are definitely rong!. The integrity o operations is compromised $hen a manager ails to see himsel as the standard by $hich the %uality o operations is Dudged. &t is composed $hen! as a management! $e build into the en#ironment o $or( conditions that indicate contempt or lo$er le#el employees. 0or these reasons! assuring the integrity o operations re%uires! indeed demands! courage on the part o top management to ta(e Mhard, decisions $here necessary. This courage is re%uired to change current management attitudes and practices as $ell as processes! structures and procedures that ha#e pro#ided support $hether hidden or open or these attitudes and practices in the past. TQM encourages participation amongst shop loor $or(ers and managers. There is no single theoretical ormali"ation o total %uality! but Geming! Huran and &shi(a$a pro#ide the core assumptions! as a F...discipline and philosophy o management $hich institutionali"es planned and continuous... impro#ement ... and assumes that %uality is the outcome o all acti#ities that ta(e place $ithin an organi"ation. that all unctions and all employees ha#e to participate in the impro#ement process. that organi"ations need both %uality systems and a %uality culture.F.

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BIBLIOGRAPHY Kilbert! K. (199/). Quality &mpro#ement in a Ge ense -rgani"ation. 3ublic 3roducti#ity and Management Ee#ie$! 11(1). 9yde! 2. (199/). The 3ro#erbs o Total Quality Management8 Eecharting the 3ath to Quality &mpro#ement in the 3ublic +ector. 3ublic 3roducti#ity and Management Ee#ie$! 11(1). 9ill +tephen (1991). F6hy Quality 4ircles ailed but Total Quality management might succeed.F =ritish Dournal o industrial relations! /9(?). &shi(a$a! A! (1985). 6hat is Total Quality 4ontrolN The Hapanese $ay. 7ngle$ood 4li s! *e$ Hersey! 3rentice) 9all. Aurrahm 9ashimi (/000). &ntroduction and &mplementation o Total Quality Management (TQM) Ohttp8LL$$$.isi'sigma.comLlibraryLcontentLc0>1008a.aspP Martin! Q. (199>). FTotal Quality Management in the 3ublic +ector!F *ational 3roducti#ity Ee#ie$. +mith! 2A! (199>). Total Quality Management in the 3ublic sector. Quality 3rogress! Hune. +tephens! Aenneth + (/00?). Huran! Quality! and a 4entury o &mpro#ement8 The =est on Quality =oo( +eries o the &nternational 2cademy or Quality! Iolume 15 +$iss! H. (199/). 2dapting TQM to Ko#ernment. 3ublic 2dministration Ee#ie$! 5/. Tichey! *. (198>). Managing +trategic 4hange. *e$ Ror(8 Hohn 6iley S +ons.

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