Introduction Total Quality Management (TQM), was developed by the Navy, at the Naval Air Systems Command.

It was developed to help describe its Japanese-style approach to quality improvement in the earlier 1980s. This style and approach soon became popular among US business which focused on reducing defects, services and errors in production with the use of various statistical tools and permutations. TQM (Total Quality Management), also known by other as Continous Quality Improvement (CQI) and Strategic Quality Mangement (SQM) by others, the term TQM is more frequently used. TQM defined as a strategic architecture requiring evaluation and refinement of continuous improvement practices in all areas of business (Roosevelt, 1995). TQM also requires long-term perspective, customer focus, top management commitment, system thinking, providing training and tools in quality, increased employee participation, development of a measurement system and continuous improvement (Neves & Nakhai, 1993). TQM a philosophy that builds a customer focus organization, with dedication to the total aspect of customer satisfaction through its continuous improvement in effectiveness and efficiency with its processes. TQM is defined as a management style based on producing quality service as defined by the customer. This method in turn will help improve the organizations strategic goals through the continued process. Basically, TQM is a customer focus, top-down management commitment process, giving employee empowerment, education and training, analysis system and process management. There is a clear difference in TQM practices by company size, industry type, and degree on innovation. Large organizations have higher levels of implementation verses small to medium-sized companies. TQM

practices are more significant in manufacturing companies compared to service companies and organizations with higher innovation and technology have showed higher practice of implementation. The Importance of TQM TQm is worth studying in the manufacturing industry for the simple reason it works. Benchmarking various organizations in the same industry will prove to anyone the significance of TQM. There are several if not most, manufacturing companies worrying about quality, regardless of department within the organization. Companies worry about overall satisfaction of their customers whether they are happy or not. In turn translates to profit and sales for the organization in question. TQM is relevant in todays business, quality in manufacturing is a necessity when customer losing interests in product or services, no return business, or leaving to go to a competitor, causing decrease sales, and revenue. TQM is not for every company or organization in manufacturing industry. Organizations with poor organizational strategies or approach will fail at the implementation of Total Quality Management (TQM) in their organization. In contrast to organization with good strategies with poor implementation tactics or leadership will also fail to successfully implement TQM. In addition, a few more mistakes can have a negative effect on the TQM in an organization as well. Poor leadership of the organization in a whole, quality must be implemented in an hierarchy model, from the top down. Attempts will fail when management does not lead or commit to the developing or sharing of TQM knowledge or wisdom. In order to achieve its full potential within the organization, leaders have to be the driven force behind quality. Delegate duties and

responsibilities to employees rather than having them working in isolation performing only their given duties creating an environment of us vs them. Poor business decision, such as a merger or acquisition, causing a change in top management will easily undo years of successful building of a quality-based organization. There are many versions of TQM in todays business world, regardless of the version applied they must have a program of continuous TQM improvement. Implmenting or controlling TQM, is having each employee feel they are actively responsible for the client or customer satisfaction, taking ownership of a task or process. Employees will take more ownership if they are included in the development of visions, strategies, and training in their workplace, basically empowering the workforce of the organization. A strong drive from upper management with responsibility and ownership will have a trickle-down effect of the staff in regards to quality in the organization. Example, management cannot say one thing then do the complete opposite. Changes made across the board with a balance in theory and practice in the organization will further enhance the quality approach to achieve successful goals. In turn, employees not feeling empowered within their line of tasks or processes in an organization, TQM will not be successful. Their lack of overall strategies and active implementation of the TQM principles will surely have a devastating effect on TQM as a whole in the organization. In a recent study conducted by Christauskas, J. and Bizys, N., Problems of Implementing TQM in the Lithuanian Chemical Engineering Enterprises, it showed significant underestimation on management and workers as a whole. The rendering of some functions and responsibilities from the top level down, was markedly underestimated. Group influence on individuals in teamwork was underestimated as well

because of the work culture in Lituania, where there is little understanding of the need for working as a tea and the importance of synergy within the workforce at this time (Bizys, 2010). The research goes on to state several mistakes with the implementation of TQM in that particular work environment. The lack in creating standards across the organizations, from the smallest to the largest of departments. According to Joseph M. Juran, unless there are changes and a process that reaches for new and higher levels of performance, there remains control(Bizys,2010). Ultimately, for an organization to have a great outcome of controlling and implementing TQM in an organization, there must be an onsite process, where employees can achieve or be part of the development process knowledge of planning, control, improvement of quality and conditions in the organization. The organization at Lithuania failed as do many organizations have failed, management focuses on controlling the overall process because it rarely has a policy or strategy for doing more ( bizys,2010). Applications TQM in manufacturing is designed to help improve the actual product and help minimize the amount of defects. The process begins with taking random sample selections of the product and testing the samples for the characteristics that are the most important to the customer. Defects will be removed and isolated and be used as learning tools to help make a better product. To apply TQM to the manufacturing industry there are three fundamental principles: 1. A focus on customers and stakeholders 2. Participation and teamwork by everyone in the organization

3. A process focus supported by continuous improvement and learning. (Evans & Lindsay, 2008) TQM practices are assessed by using the Malcolm Baldrige National Quality Award (MBNQA) criteria which consist of seven performance excellence hierarchical set of categories, items or areas to address. The seven categories are as follows (1) leadership; (2) strategic planning; (3) Market and customer share; (4) Statistical measurement and analysis; (5) Human resource factor; (6) Process management; and (7) Business results. TQM will be integrated into an organizations strategic planning process, it needs long term planning, system thinking and management commitment to achieve a total quality culture in an organization. The consideration of both human and manufacturing issues sould be address with the implementation. Manufacturing issues can be approach with statistical tools and analysis to achieve the necessary results deemed. Human resources approach, the organization can adopt new process, training, rewards to help dimish any human factor in the company. To help reach overall success and growth in the production four parts of the TQM plan must function together, these parts called, Kaizen, Ataimae Hinshitsu, Kansei, and Miryokuteki Hinshitu. 1. Kaizen, is improvement that functions continuously 2. Ataimae Hinshitsu, is where everything involved in the process will work the way it will need to. 3. Kansei, is where the use of a product will work in the correct way for the result to come about

4. Miryokuteki Hinshitsu, is where the product will need to have the aesthetic quality needed. Stating each process and participant of a particular process will improve when and where needed to achieve the specified results. In a case study review of the Quality performance Indices Construction of Bicycle Components Manufacturing Industry using a Fuzzy Analytical Hierarchy Process, by Jui-Kuei Chen, Tamkang University and I-Shuo Chen, National Chiao Tung University, showed how successful implementation of TQM into the organization helped increase profits and market share. Help propelled their company to create low cost processes for producing key components at minimal cost to the company. The study goes on to indicate companies need to develop product strategies to make components to be more durable, and interchangeable in manufacturing process. The manufacturing industry market is always drastically changing, it is essential to create process which can be change and manipulated to fit the customers choices. In addition, social responsibility has become a way of both marketing and an avenue for social contribution in various industries. Lastly, using old or discarded parts into useful resources and training aides to help decrease costs and increase the quantity of quality products. Finally the study concluded regardless of the theories implemented it is critical to focus on the most profitable and helpful ways to improves quality and performance of the overall organization. Focusing on the top five factors to improve quality

performance and TQM factors based on the individual needs of a organization will make the implementation more successful.