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To cite this article: John A. Dotchin & John S. Oakland (1992): Theories and concepts in total
quality management, Total Quality Management, 3:2, 133-146
To link to this article: http://dx.doi.org/10.1080/09544129200000015
A. DOTCHIN
& JOHN S. OAKLAND
Abstract This paper uses a review of the literature to examine quality as a concept and in the
context of providing an operational understanding. T Q M is presented as a holistic approach
which requires customer orientation, empowered people, attention to the process, agood quality
system, and continuous improvement. The concepts, theories and components are assembled into
a new model for T Q M .
Introduction
An examination of the ANBAR abstracting service for the 17 years up to an including 1988
shows that there has been an increase of more than six times in the number of papers
classified under 'quality', from 22 in 1971-72, to 134 in 1988-89. As can be seen in Fig. 1,
most of the increase has occurred since 1979, vol. 8, and is in the classification concerned
with production, rather than the non-production category. This indication of the growth
in the number of papers dealing with the subject corresponds with the increase in quality
awareness commented on by Juran (1988) and which he attributes to initiatives taken by
many companies in the early 1980s, in response to what amounted to a 'quality crisis' for
many U S manufacturing companies faced with competition from Japan.
T h e literature offers many recommendations for implementing total quality, and
principles for management. Different authors place their individual emphases, and it
might be inferred that substantially different philosophies are being represented. A more
careful analysis, however, reveals surprisingly similar content. It is possible to recognize
the influence of Feigenbaurn (1956), Juran (1964), Crosby (1979), and Deming (1982), to a
variable extent, in many subsequent works.
Many of the tools used in total quality management (TQM) have rigorous theoretical
background and are proven empirically, for example, many of the techniques and procedures
incorporated in statistical quality control (Shewhart, 1931), or more recently statistical
process control (Oakland & Followell, 1990). In sharp contrast, there is little published
research on other aspects, especially about the integration of the whole. Although most of
the little available empirical work is inconclusive, in general it tends to support the views
propounded by the acknowledged authorities (Garvin, 1988; Saraph et al., 1989).
Quality as a concept
Scholars face many problems when defining quality as an economic as opposed to a
transcendent concept. T h e difficulties it seems apply equally to goods and to services. In
134
6 7 8 9 10 11 12 13 14 15 16 17 18
Vol 1 = 1971 Vol 18 = 1989
+- Prodn.
-c Non-Prodn.
4
Figure 1 . A N B A R Abstracts classed as quality of production (3.51) and quality (non-production) (2.58)
1968, Edwards used the definition 'quality is the capacity of a commodity or service to
satisfy human wants'. He noted that human 'wants' are complex, and may not always be
satisfied in a particular way, users of products make a personal assessment of quality. Each
case will be influenced by how well numerous aspects of performance are able to provide
satisfaction of multiple wants and further distinguished by the subjective importance
attached by the individual.
For many products, judgements must be made over their useful life, and reliability
and ease of maintenance must be taken into account. Another aspect of time and quality
was given almost 60 years ago by Shewhart (1931) who drew attention to the particular
difficulty of knowing and measuring what consumers will consider to be acceptable quality
in the future. Townsend & Gebhart (1986) separted 'quality of perception', as seen subjectively by the customer, from 'quality of fact', or performing to the standard which has
been set. Both need to be recognized and two of the most frequently repeated definitions of
quality, provided by Juran and by Crosby, illustrate this. Juran (1974) referred to quality
being 'fitness for purpose . . . judged by the user, not manufacturer, merchant, or repairman'. A different but equally important emphasis was given by Crosby (1979) who defined
quality as 'conformance to requirements, not elegance'.
These definitions are not mutually exclusive, as they may at first seem, but apply in
different contexts. What the two definitions have in common is (1) powerful simplification
of the concept and (2) they are memorable.
Both definitions have passed into general use and have even stimulated argument and
disagreement (Crosby, 1989). Some of this popular acceptance is because of implicit as
well as explicit meaning.
T h e strength of assumed meaning and implication, can create problems of understanding, however. For example, the word 'conformance' has strong desirable associations in the manufacturing function of a company, but may be anathema in the design
135
department of a firm making a product with a strong fashion element. Groocock (1986),
discussing this problem, pointed out that short messages can easily be misinterpreted
because of the wealth of implication that they carry. This was further supported by
research at AT&T (Lader & Alexander, 1988) which found that some messages, intended
to motivate for quality, have the opposite effect and stimulate negative feelings. Hence, the
words chosen to define and explain quality should be selected with careful attention to the
collective experience of the group concerned.
Quality in context
An explanation of why quality should have different meanings in different contexts was
given by Garvin (1984,1988) by a recognition of five approaches:
transcendent or innate excellence;
product-based or the amount of a desirable attribute which is present;
user-based in the context of fitness for use;
manufacturing-based or conformance to specification;
value-based or satisfaction relative to price.
Garvin argued that these meanings can co-exist. Furthermore, it is necessary to
change the approach taken towards quality from user-based to product-based, as products
move through market research to design; and then from product-based to manufacturingbased, as they go from design into manufacture. He also noted that it may be necessary to
give quality different meanings in different industries.
This was partially explained by Cullen & Hollingham's (1988) assertion that total
quality, unlike a piece of equipment, cannot be purchased but 'must be developed in the
minds of everyone in the organization'. That Ford, after several years of quality improvement experience, have recently changed from using a 'conformance to requirement'
definition of quality to one which places more emphasis on customer, reliability and value,
suggests that it is necessary to be prepared to redefine quality in response to external
influences, and as organizational learning allows and dictates.The conclusion that may be
drawn from the above is that although quality, being the ability of products, goods and
services to satisfy human requirements, may have universal truth, it is also necessary to
have a more detailed expression of the meaning of quality in the context of the following:
the particular organization;
(2) specific activities and functions within the organization;
(3) the state of maturity and experience of the group(s) concerned.
(1)
136
Juran
Snee
Hoernschemeyer
Oakland
Shores
Saraph er al.
1985
1986189
1986
1989
1989
1989
1989
137
customers and suppliers at several levels, and including the operators in this (Doran,
1985).
Other organizations and lobbies, which do not have direct commercial links, also
influence considerations of quality. The consumer movement, Government action on
deregulation, development of national and international standards, and technological
advances, are all examples of this. Another, and in some situations a primary influence,
is competition. Quality as noted in the introduction, is at last being recognized as a
strategic issue, fundamental to survival in increasingly competitive situations (Peters,
1988; Heskett, 1986, 1987; Levitt, 1980).
Customer orientation
Customer awareness and being responsive to customers requirements, is integral to TQM.
Its importance has been stressed by most authorities. Conway (1988) pointed out that
'customers define quality' and customer orientation is a cornerstone of several models,
including Japanese company-wide quality control. This emphasis is needed to overcome
the results of the process of industrialization which has tended to isolate producers from
the customer (Juran & Gryna, 1980)-an
observation made in a manufacturing context but
which can also be seen in the more mature and complex services, for example, in banks
where there are large numbers of 'operators' who work in the back office, not unlike those
in a factory (Levitt, 1979; Deming, 1982,1986).
People in direct customer contact, such as many people in the service sector, benefit
from direct feedback (Juran & Gryna, 1980). Even so, objective on-the-spot assessment of
that feedback is not always possible. Emigh (cited in Deming, 1982) observed that service
workers are not aware of the product (because it is intangible) and hence they may be
unable to visualize customer satisfaction.
In all types of organizations, it is necessary to know about customers' likes, tastes and
applications (Ishikawa, 1985). This applies to the immediate customer and the ultimate
user (Juran & Gryna, 1980). It is insufficient to rely solely on customer complaints. Careful
attentive listening to customers opinion is also needed (Hutchins, 1985; Kinsley, 1979;
Deming, 1982, 1986; Marr, 1986; Desatnick, 1987; Peters, 1988; Scholes & Hacquebord,
1988). This can be through formal market research (Juran 1974), and also by creating
opportunities for people at all levels, and in all positions in the organization, to be exposed
to customers (Doran, 1985; Peters, 1988).
Peters & Austin (1985) found that, although executives agree that customers are of
primary importance, very little is acted on. Marr (1986) attributed this to lack of trust in
customer research data because they are based on subjective perceptions, and he provided
some recommendations for making assessment more reliable; though these still rely on
subjective customer opinion. Leading organizations are active in this field and Hauser
(1988) gave examples of Japanese and U S companies using discussion with customers,
focus groups and qualitative interviews throughout the product development and design
process. These techniques, incorporated into quality function deployment (GFD)
(Sullivan, 1988), increase the effectiveness of customer consideration.
Even this level of customer involvement is not sufficient to determine future needs.
The customers of banks could not have anticipated 'charge cards'. It needed computer
technology, investment in the network and marketing before EFTPOS (electronic
financial transactions at point of sale) could be realized. It is often necessary to 'lead the
customer into the future' (Deming, 1982), but to focus creativity on the application, and
hence the customer, rather than to rely on 'giant technological leaps' (Peters, 1988).
139
140
further suggested that operations research techniques like fuzzy set theory, and goal
programming, which can be useful in dealing with ambiguous and subjective information,
may also provide insights when applied to the problems of process improvement in
services.
Quality systems
Juran (1988) has stated that strategic planning for quality requires a corporate infrastructure, in a structure, in a similar way to strategic business planning. Many other
authorities also place stress on the need for a system so that, '. . . human, administrative
and technical factors affecting quality will be under control' (Oakland, 1989). Oakland
also explained that, in practice, gaining control takes the form of 'Quality Management
Systems' which are used to ensure that the customer's requirements and the organization's
requirements can be met. These systems are established within the context of the organization's quality policy and structure, and will incorporate a plan for achieving quality of
each product or service and be documented in a quality manual setting out the procedures
and practices in appropriate detail.
Oakland (1989) described how international and company standards, such as I S 0
9000 and Ford's Q l , provide a template for systems which can be used by organizations as
the stimuli to examine their activities, record what they actually do, and provide the basis
for standardization and improvement. This involves setting policy, developing quality
manuals, a quality information recording and analysis system, quality plans, and providing
for quality system checks by audit, survey and review.
Although Ishikawa (1985) recognized the role played by national standards in his
country's economic recovery, he also cautioned against 'self satisfaction' having achieved
the standard, and stressed the need for continuous improvement. Deming (1986)
reminded us that systems are not universally regarded as a positive factor since, to the
production worker, historically the system is mostly repressive. This suggests that systems, although necessary, should not be allowed to dictate, or be thought of as justification
for action or inaction of their own merit. Rather, according to Deming, systems must be
subordinate to, and supportive of, the organization's objectives.
There is the mistaken belief in some organizations that performance, as reflected in
terms of output figures, return on investment, etc., is separate from quality issues. This has
been blamed on specialization (Juran, 1988), perhaps resulting from wide adoption of
Taylor's 'scientific management' methods. Possibly the most persistent reason for this
misconception is constant reinforcement by the actions of senior managers to override
quality policies and standards in the interest of other priorities. In these circumstances
there is a need for a quality function with equivalent standing to other functions. Crosby
(1979) and Harrington (1987) have recommended the use of a procedure of corrective
action in which quality problems are escalated to successively higher levels in the management and quality function with the two parties acting in equality to resolve the issues
within the limits of their responsibility.
I n Japan, where there are few quality specialists (Ishikawa, 1985), procedure is
implicit as well as explicit, and works effectively because in many of the major organizations lifetime employment ensures common understanding and shared values (Ouchi,
1981). This does not mean that attention to quality manuals, plans and records, etc. are
unnecessary in any circumstances, but that the responsibility can rest with either a quality
function, which is the usual method in manufacturing in Europe and the USA, or with the
direct operational function concerned, as is practised in Japan. Notably, even in Japan,
141
sectional interests need to be balanced and senior level cross-functional councils are used
(Ishikawa, 1985). These are similar to steering committees which have been proposed
by Crosby and Harrington and which have been adopted by Western organizations
attempting to improve and maintain quality.
Garvin (1988) noted that when T Q M is achieved in an organization, quality is part of
every job description and the quality function can be performed by a small professional
group able to advise at all levels and provide strategic input to business decisions.
Continuous improvement
In this paper definitions have been reviewed and we find that quality is most usefully
expressed in terms of an ability to satisfy customer requirements. It is also apparent that
quality should be defined in the organizational context.
We have also seen that T Q M involves the entire organization: all people, all functions,
and including external organizations, such as suppliers. The several facets of T Q M have
been reviewed, including the following:
recognizing customers and discovering their needs;
setting standards which are consistent with customer requirements;
controlling processes and improving their capability;
establishing systems for quality;
management's responsibility for setting quality policy, providing motivation
through leadership, and equipping people to achieve quality;
empowerment of people at all levels in the organization to act for quality
improvement
142
T h e task of implementing T Q M can be daunting and the chief executive and directors
faced with it may become confused and irritated by the proliferation of theories and
packages. A synthesis, and at the same time simplification, is required. Dominant within
T Q M must be customer-supplier interfaces, both internally and externally, which are
linked by operational processes converting inputs to outputs. A first step is commitment to
building in quality by management of the inputs.
How can we help senior managers and directors know what needs to be done to
implement T Q M and to become committed to quality? Drawing on the words of wisdom
in management and leadership of the so-called 'gurus' which many organizations are using
to establish a policy based on quality we have distilled 10 points for senior management to
adopt. Their sources will be clear to those well read in the field.
T h e organization needs long term commitment to constant improvement.
T h e philosophy of zero errorsldefects must be adopted to change the culture to
'right first time'.
Train the people to understand the customer-supplier relationships.
Do not buy on price alone-look at thc total cost.
Recognize that improvement of the systems has to be managed.
Adopt modern methods of supervision and training-eliminate fear.
Eliminate barriers between departments by managing the process-improve
communications and teamwork.
Eliminate
-goals without methods
-work standards based only on numbers
-barriers to pride of workmanship and
-fiction, get facts by using the correct tools.
Constantly educate and retrain-develop 'experts' and 'gurus'.
Develop a systematic approach to manage the implementation of T Q M .
These can be factored into soft and hard outcomes of T Q M . T h e soft outcomes form
the basis of our model (Fig. 2).
Identify customer-supplier relationships
Manage processes
Culture
Communications
Commitment
T h e process core must also be surrounded by some 'hard' management necessities
-Systems (based on a good international standard),
-Teams (the councils, quality improvement teams, quality circles, corrective action
teams, etc.) and
-Tools (for analysis, correlations, and predictions for action for continuous
improvement to be taken).
T h e model (Fig. 3 ) now provides a three-dimensional T Q M 'vision' against which a
particular company's status can be examined, or against which a particular approach to
T Q M implementaiton may be compared and weakness highlighted.
Comparison with some of the models summarized in Table 1 shows that several
elements are in common, apart from semantic differences. Some other features of T Q M are
also present by implication. For example, 'Planning and Control' is a necessary element
I
C O M M I T M E N T
within all the spheres. Similarly, many of the tools used to identify and resolve problems
are relevant to customer and people aspects of quality management, just as they are to the
processes.
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