Defination of total quality management (TQM) TQM is the enhancement to the traditional way of doing business.

It is a proven technique to guarantee survival in the world-class competition. Therefore, TQM is the art of managing the whole to achieve the excellence. TQM is defined as both philosophy and a set of guiding principles that represents the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in future. TQM integrates fundamental management techniques, existing improvement efforts, and technical tools under disciplined approach.

Key features of TQM Organisation wide TQM system is cross organized and functioned in order to manage, integrate corporate with different activities of the system and facilitate group working. The implementation of TQM requires the participation from high and middle level managers until all employees. It also should encompass the entire value chain in the company including supplier. For example, the organization only deals with the suppliers that provide a quality raw material. Customer driven TQM blurs the boundaries between the organization and the external customers and suppliers. Customers and suppliers are considered as part of the work process. Customer needs drive the key processes, while suppliers assume an important role in the organizational goal of satisfying the customers. Focus on Customer Identify and meet customer needs Stay tuned to changing needs for example like fashion styles. Management involves empowerment Extensive training is required in order to achieve TQM. For example, training will help the employees manage their own quality inspection and to correct problems.

Process perspectives All the process throughout the organization should have a smooths flow of the activity rather than only focus on certain aspects or within functional departments. Supported by quality management system The top management is the main driver of TQM. Senior executives assume responsibility for quality philosophy, determine and communicating quality policies, establishing a system of quality management. It will help to keep the entire TQM process under control. Continuous improvement The key features of the TQM is continuous improvement. Both incremental and breakthrough improvement is encouraged by using improvement tools and techniques and learning from within the organization and through external benchmarking. Education and training reinforce this role for everyone in the organization

Six sigma Six Sigma has evolved over the last two decades and so has its definition. Six Sigma had literal, conceptual, and practical definitions. Six sigma is a business improvement methodology which uses a structured approach involving rigorous data analysis and a unique team based structure. Six Sigma is a business improvement methodology that focuses an organization on: Understanding and managing customer requirements Aligning key business processes to achieve those requirements Utilizing rigorous data analysis to minimize variation in those processes Driving rapid and sustainable improvement to business processes Most practitioners and users of Six Sigma refer to Motorola's early DMAIC acronym which can be explained as :

D - Define opportunity M - Measure performance A - Analyse opportunity I - Improve performance C - Control performance Six Sigma team leaders (Black Belts) work with their teams (team members will normally

be people trained up to 'Green Belt' accreditation) to analyse and measure the performance of the identified critical processes. Measurement is typically focused on highly technical interpretations of percentage defects, and a deep detailed analysis of processes, involving organizational structures and flow-charts. Many other tools for performance measurement and analysis are used, for example the 'balanced scorecard' method, and 'process mapping', etc., depending on the processes and systems favoured by the team leaders and project statisticians, and what needs to be measured and analysed. Six Sigma does not stipulate specifically what analytical methods must be used - the organization and particularly the team leaders decide these things. See illustration 1 and illustration 2 for further explanation as well as article Motorolas second Generation.