The desire to stimulate the production of goods that are competitive in world markets initiated the creation of a new organization-wide method of continuous quality improvement all organizational processes, production and service. This method is called the general quality control.

Total Quality Management- the philosophy of total quality management, which successfully started many years ago in Japan and the United States with the practice of awarding awards to companies that have achieved the highest quality of their products.

The main idea of ​​TQM is that a company should work not only on product quality, but also on the quality of the organization of work in the company including staff work. Constant parallel improvement of 3 components:

product quality

process organization quality

personnel qualification level

Allows you to achieve faster and more efficient business development.

degree of implementation of customer requirements

values financial indicators companies

the level of satisfaction of company employees with their work

The principle of operation of TQM can be compared to holding the ball on an inclined plane. In order for the ball not to roll, it must either be propped up from below or pulled from above.

TQM includes 2 mechanisms:

Quality Assurance (QA) - quality control - maintains the required level of quality and consists in the provision by the company of certain guarantees that give the client confidence in the quality of this product or service.

Quality Improvements (QI) - quality improvement - suggests that the quality level must not only be maintained, but also increased, respectively raising the level of guarantees.

Two mechanisms: quality control and quality improvement - allow you to "keep the ball in the game", that is, constantly improve and develop the business.

The ideology of TQM is presented in an article by well-known Canadian quality specialist George Lazlo.

What is Total Quality Management

Total quality management is a management system based on the production of quality products and services from the point of view of the customer. TQM is defined as a quality-focused, customer-focused, fact-based, team-driven process. TQM is aimed at the systematic achievement of the strategic goal of the organization through continuous improvement of work. TQM principles are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

The word “total” in TQM means that every person in the organization must be involved in the process, the word “quality” means concern for customer satisfaction, and the word “management” refers to the people and processes necessary to achieve a certain level quality.

TQM is not a program; it is a systematic, integrated and organized style of work aimed at continuous improvement. This is not a managerial whim; it is a time-tested management style that has been used successfully by companies around the world for decades.

TQM is based on the following principles:

consumer orientation

involvement of employees, which enables the organization to benefit from their abilities

approach to the quality system as a process

systematic approach to management

continuous improvement

Edward Deming's 14 Universal Principles

Align goals with quality improvement plan. Top management should create and publish a letter of intent to all employees of the company with a plan and a clear definition of goals. Goals must be achieved.

Adopt a new quality philosophy. Everyone, from top management down to the lowest level worker, must rise to the challenge of improving quality, learn their responsibilities, and embrace the demands of the new philosophy. Poor quality products should never reach the customer. The organization should make it a rule that defects in product quality may occur, but defective product should never be delivered to the customer.

End the negative reliance on too frequent quality inspections and audits. The purpose of inspections is to improve processes and reduce costs, not just to find defects. The need for frequent inspections can be eliminated at the expense of ensuring the initial quality of work.

Stop choosing suppliers based solely on the cost of their products and services. Avoid contracts that promise the lowest cost (and imply the worst outcome); instead, care should be taken to minimize the overall cost of projects. Instead of constantly looking for the cheapest seller and then having problems with low quality products, it is worth striving to work with a regular supplier. Then you can build a long-term relationship based on loyalty and trust.

Identify issues and work continuously to improve your quality control system. Organizations must continually improve their quality management and control system. Many managers tend to think that the structure of such programs has a beginning, a middle, and an end. Total Quality Management has no end, it is continuous process. The phrase "continuous improvement" should become a common concern within the organization.

Establish training. Should be entered modern methods formal training, especially for new hires. On-the-job learning is not acceptable, as the new employee is likely to be "learning" along the way, doing work alongside hard-core "veterans" who may resist TQM innovations. Training is also possible for external customers if it orients them towards the goals that the company is striving for. Later, when the company expects a certain level of quality from these external customers, their previous training will prove useful.

Train and establish leadership. The purpose of the manual should not be only to indicate what work to do but also help to do the job better. Leadership must be masterfully trained, and organizations must train their managers to be good leaders.

Eliminate fear at work. The company must create an atmosphere of trust and innovation so that each employee can work effectively to improve the organization as a whole. Many fears at work are caused by quantitative assessments of the quality of work. Employees strive to do what is required to get these good grades, which have nothing to do with quality. Employees should not be afraid to contribute new ideas, and the organization should tolerate failure when employees experiment with new ideas.

Eliminate barriers between departments. Top management should establish interaction between departments, not competition. This should optimize the efforts of the teams towards the intentions and goals of the organization instead of fomenting competition between departments.

Avoid empty slogans in the workplace. Management should eliminate slogans and calls for the complete elimination of defects and errors, increasing productivity without providing employees with the means and describing methods for achieving such heights. Such exhortations only create conflicting relationships. Most of the causes of poor quality and unproductive work in organizations are related to the management system and therefore exceed the ability of employees to change anything about it.

Minimize (or optimize) work standards and production metrics. Top management should prioritize service improvement over quantity. Eliminate individual punishment/reward controls such as bonuses and fines. Eliminate ambition-based management. To ensure that the achievement of goals does not depend only on aspirations, managers must develop methods for improving quality, as well as involve management in helping employees achieve their personal goals.

Let employees take pride in their workmanship. Organizations should abolish the system ratings merit and not blame workers for system failures that are beyond their control.

Encourage and stimulate extensive educational programs, re- and advanced training programs. Engage leading specialist instructors to train and educate employees. Introduce learning related to a statistical view of the organization and then expand it into a shared vision of processes. This will give an idea of ​​the organization as a whole, as a single organism.

Transform. Focus every employee on making small changes to improve the entire company. Transformation is the work of every employee, not just management. Create something like a clearinghouse to keep all employees informed of this progress.

These 14 principles form the basis of Total Quality Management. They are the cure for 5 deadly diseases that could destroy a company.

TQM strategy

Several strategies can be applied to develop a quality management system based on the TQM philosophy. The organization can choose the most appropriate strategy based on the prevailing conditions of its work.

Element-by-element TQM implementation strategy. The application of this strategy involves the use of various quality management tools to improve key business processes and departments. This strategy is most often used by organizations when they implement the TQM philosophy as they learn its individual parts. Examples of the implementation of such tools are the use of the circle of quality, statistical process control, Taguchi methods (6 sigma), deployment of quality functions ("house of quality").

Strategy for applying TQM theory. This strategy is based on the practical implementation of the TQM provisions developed by such specialists and quality management gurus as Deming, Crosby, Juran, etc. The organization studies the theories and principles developed by these specialists to determine what shortcomings in comparison with these theories exist in the practice of work. After that, actions are taken to eliminate these shortcomings. An example of the implementation of TQM based on this strategy can be the application of Deming's 14 points and the 7 deadly diseases model or Juran's "triads of quality".

Model comparison strategy(benchmarking) . In this option, an organization's team or individual visits another organization that has a leadership role in implementing TQM and learns about their processes and success factors. Based on the information received, the management of the organization develops a management model adapted to its working conditions.

Strategy for applying criteria for quality awards. To develop a quality system based on TQM, the criteria for various quality awards are applied. These criteria are used to identify areas for improvement in their work. Examples are the criteria for the Deming Prize, the European Quality Award (EFQM) and the like.

TQM Implementation Methodology

Every organization is unique in terms of culture, management practices, processes used to create products or provide services. Therefore, there is no single approach to implementing TQM. It varies from organization to organization. However, several key elements of the TQM implementation methodology can be identified:

1. Top management must study TQM and decide to follow the TQM philosophy. The philosophy of TQM should be positioned as an integral part of the organization's work strategy.

2. The organization should assess the current level of culture of its work, the level of customer satisfaction, and evaluate the state of the quality management system.

3. Top management should define key principles and priorities for work and communicate this information to all employees of the organization.

4. It is necessary to develop a strategic plan for the implementation of the TQM philosophy in the work of the organization.

5. The organization must identify priority customer requirements and align its products or services with those requirements.

6. It is necessary to map the processes by which the organization can satisfy customer requirements.

7. The management of the organization must ensure the creation and operation of process improvement teams.

8. The creation of self-managing process improvement teams should be encouraged.

9. Management at all levels should contribute to the implementation of the TQM philosophy by their personal example.

10. It is necessary to carry out continuous, daily management of business processes and their normalization. Normalization refers to the stable execution of processes with minimal deviations from established requirements.

11. Progress in the implementation of the plan for implementing the TQM philosophy in the work of the organization should be regularly assessed and adjusted if there is a need for change.

12. Constantly inform the staff about changes in processes and encourage the initiative of employees to make suggestions for improvement.

Many followers Total Quality Management (TQM), following the example of Edward Deming, suggest that TQM and performance appraisals are incompatible. Indeed, on Deming's list, "Performance Evaluation, Merit Evaluation, and Annual Review" ranks third in his Seven Deadly Diseases. Why can't TQM and performance appraisal coexist?

Most importantly, certification is contrary to the fundamental values ​​and principles of TQM. TQM requires customer focus, systems thinking, understanding the need for change, teamwork, improving methods and understanding the process of personal motivation and learning. It is these TQM requirements that are undermined by performance appraisal. TQM requires understanding, controlling and improving processes for the benefit of the customer. Performance appraisal aims to manage human behavior for manager satisfaction. These two approaches represent a fundamental choice for leaders: one or the other, but not both.

While beating TQM V Lately became fashionable in periodicals for American business, TQM is alive and well. Companies such as Harley Davidson, Motorola and Xerox who understand TQM are not involved in beating him. No word on the demise of TQM in Japan either. So we are witnessing the American appetite for fads. Those who never understood that quality comes first are now proclaiming it dead.

Total Quality is a compelling and simple management approach. Being wisely applied, Total Quality management, however, will fundamentally change the way a manager normally thinks about the nature of the job and the purpose of leadership. This fundamental change requires leaders abandon the old set of initial premises- the old paradigm - and struggling to understand, internalize and apply the new approach - what Brian Joyner calls fourth generation management. Deming says, "Nothing less than a transformation of the Western approach to management is required." Many managers have learned rhetoric and how to apply TQM tools in their companies. But relatively few of them have deeply appreciated how different the approach required Total Quality management from leaders.

"I believe most of what he teaches Deming’ is commonly heard from executives. "I agree with ten or twelve of his fourteen points." While joining ten or twelve is still better than none, these managers fail to see that all fourteen items are interdependent as a whole. If you pull out one line in this tapestry, it will unravel. What do people reject from Deming? Usually, this is point 12: “Remove barriers that rob employees of their right to take pride in their work. This means, in particular, the abolition of the annual ranking of merit and management by objectives. The responsibilities of managers should be transferred from quantitative to qualitative indicators.

Among Deming's fatal illnesses are: "... performance appraisal, merit appraisal, or annual appraisal." Why is certification, which often leads to some increase wages or other reward, is on Deming's banned list? Why, in time-honored American business practice, is it seen as inconsistent with overall quality? And if businesses don't evaluate employee performance, what should they do, eh?

Principles behind quality

At the heart of quality there are principles that create the basis for a new philosophy and, indirectly, serve as the basis for refusing to be certified. Here are the principles drawn from the teachings of Deming and other founders of Total Quality:

Principle 1

ClientsAndtheirneedsformourorganizationAndherwork,ANotvice versa.

• We need to know our business and who our customers are.
• We must know the needs and interests of our customers. We need to understand what they experience when they apply our products and services.
• Our deep understanding of our customers drives the development of our products and services. Consistent modernization and improvement are also responses to customer requirements.
• Our decisions, plans and improvements that we must introduce are determined by the benefits that will be available to our customers.

Principle 2

QualityproductsAndservicesdeterminedqualitysystems,processesAndmethods.

• Customer needs should be understood in terms of the systems, processes, materials, equipment and methods required to accomplish what customers need, how and when they need it.
• We have to build quality so reliably in the system that control of the final product is no longer required.
• Exhortations, threats, encouragement, rewards and punishments have nothing to do with the production of quality goods and services.
• Over 95 percent of our quality problems are sourced from the system. If every employee and manager becomes the best, we will eliminate only a small part of the existing quality problems.
• Improvement efforts should be directed at the system, processes and methods, and not at individual employees. These efforts to improve attention, accuracy, speed, etc. individual workers, without changing the system, processes and methods are only low-power strategies with little short-term result.
• Leaders must understand their systems, processes and methods in terms of opportunity and variability. The data collected about how systems and processes change over time will help leaders understand how work is done in their organization. When managers do not understand the changes inherent in their systems and processes, they leave themselves vulnerable to some serious problems:
  • They miss trends where there are trends.
  • They see trends where none exist.
  • They explain to employees - individually or collectively - the problems that are inherent in the system, and this will continue regardless of how employees do their job.
  • They will not understand the results of past performance and will not be able to predict future results.

Principle 3

QualitylocatedVfocusall-consumingattentionorganizations.

• In the new era of competitiveness, competitive strategy based on quality. As described above, this quality is determined by customer requirements and is part of the system.
• Organization plans and decisions begin and end with quality. Every aspect of a business is understood through its contribution to quality. Organizations seek to cut costs, increase productivity, lower prices, or increase market share. But if they do so without first ensuring the quality that the customer requires for their products/services and their systems, processes and methods, they only deliver short-term benefits, not long-term survival and prosperity. This is indeed the story of the decline of many American businesses. Quality must become an integration strategy for the US economy if it is to regain its dominance in the global market.

Principle 4

Organizationseeksqualitydevelopmentmethodsimprovements.

• It is not enough to know how to improve. Profits will go to those who have learned to improve faster than their competitors.
• The need for improvement is so broad and constant that every person in the organization must know the methodology of improvement and be involved in the improvement effort.
• We must understand the difference between improvements and changes. We also need to understand the difference between improvement and replacement. We must learn to start from where we are and use logic and data to understand and improve ourselves.
• Improvement will ultimately only occur when the root causes of system problems have been identified and addressed. For example, improving the Chernobyl nuclear power plant involves more than cleaning up and repairing the site of the accident. It should include policy, practice and technology decisions in the Russian nuclear power industry that caused the Chernobyl accident and could lead to other natural disasters like this. When we are happy with finding the culprits, we will never look for systemic causes and the problem will likely recur again with new culprits.

Principle 5

Organization,providing quality management,guidesAndfocusesmyenergy.

• Leaders must formulate and communicate to the employees of the organization a clear and permanent goal, mission, values, philosophy. To tell everyone “who we are, what we do, how we do it” and “what kind of legacy we will leave for those who follow us.”
• The operations, tasks and methods of daily work are no longer regarded as an art form. The only sure way: any recurring tasks are set as standard. It is documented and everyone is trained to do this work only in this way. Attempts to find the best method are made outside of daily activities.
• We use data to identify the most important business challenges and improve priorities. Of everything worth doing, we choose only a few priorities and bring them to the end. We strive for a complete solution of only important problems, and not for a quick solution to many.

Principle 6

Existsnewparadigmleadership.Managersmustformulate,WhatMeanslead.

• Leaders must have the client's point of view.
• Leaders must have a systematic point of view.
• Leaders must have a statistical point of view.
• Leaders must have an employee's point of view.

What is TQM (Total Quality Management)?

Story

The desire to stimulate the production of goods that are competitive in world markets initiated the creation of a new organization-wide method of continuously improving the quality of all organizational processes, production and services.

This method is called total quality management.

Total Quality Management- the philosophy of total quality management, which successfully started many years ago in Japan and the United States with the practice of awarding awards to companies that have achieved the highest quality of their products.

The main idea of ​​TQM is that a company should work not only on product quality, but also on the quality of the organization of work in the company including staff work.

And conduct continuous parallel improvement of the 3 components of the business :

product quality

process organization quality

personnel qualification level

This allows you to achieve faster and more efficient business development.

Quality is defined by the following categories :

degree of implementation of customer requirements

values ​​of the company's financial indicators

the level of satisfaction of company employees with their work

TQM includes 2 mechanisms :

Quality Assurance (QA) - quality control - maintains the required level of quality and consists in providing certain guarantees by the company that give the client confidence in the quality of this product or service.

Quality Improvements (QI) - quality improvement - suggests that the level of quality must not only be maintained, but also increased, respectively raising the level of guarantees.

Two mechanisms: quality control and quality improvement - allow you to constantly improve, develop business and remain a leader in the market .

Total quality management is a management system based on the production of quality products and services from the point of view of the customer.

TQM is defined as a quality-focused, customer-focused, fact-based, team-driven process.

TQM is aimed at the systematic achievement of the strategic goal of the organization through continuous improvement of work.

TQM principles are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

The word “total” in TQM means that every person in the organization must be involved in the process, the word “quality” means concern for customer satisfaction, and the word “management” refers to the people and processes necessary to achieve a certain level quality.

TQM is not a program; it is a systematic, integrated and organized style of work aimed at continuous improvement.

This is not a managerial whim; it is a time-tested management style that has been successfully used by companies around the world for decades .

In our country, the concept Total Quality Management» already known to many, at least to those who not only celebrated the receipt of the ISO 9000 certificate, but also continue to improve the quality system at their enterprise.

There is no consensus on the definition of TQM. However, the most common definition given in the international standard ISO 8402 is as follows:

"TQM- approach to managing an organization , focused on quality , based on the participation of all its members and aimed at achieving long-term success through customer satisfaction and benefits for all members of the organization and society » .

In addition, TQM is interpreted as criteria for various quality awards: the Japan Prize. Deming, established in 1951, the American National Award. Baldridge (MBNQA), founded in 1987, the European Quality Award, founded in 1992. In Russia, the Prize of the Government of the Russian Federation in the field of quality was approved in 1996.

TQM is based on the following principles :

consumer orientation

involvement of employees, which enables the organization to benefit from their abilities

approach to the quality system as a process

systematic approach to management

continuous improvement

Also TQMbased on the following requirements:

agreement with the requirements of the customer;

optimization of chains "customer - supplier";

production of the required products;

do everything right the first time;

taking measurements to evaluate success;

continuous improvement;

leadership leading the work exemplifies;

personnel training;

multilevel communications;

recognition of achievements.

Total Quality Management is a concept that provides for the comprehensive, purposeful and well-coordinated application of quality management systems and methods in all areas from research, development, production and operation to after-sales service and disposal, with the participation of management and employees at all levels and with the rational use of technical capabilities.

Elements of a TQM strategy

Key elements on which TQM strategies are based the following:

1) Active involvement of senior management. One of the main and mandatory requirements for the successful functioning of TQM is the constant personal involvement of the company's top management in quality-related processes.

If the first head of the company is not imbued with the consciousness of the need to develop and implement modern systems quality in the competition for the consumer, then the world experience in the struggle for quality will remain an empty slogan.

2) Emphasis on the requirements of the consumer and society.

The activities of the enterprise should be organized based on the requirements of consumers and the reaction of society.

Currently, the final assessment of product quality is carried out by the consumer, so it must meet his needs and desires.

A new point of view on the consumer has been established, which is as follows :

processes are carried out to meet the needs of the individual and society;

processes are useful if they add value to the individual and society;

The needs and desires of people and society are different in time and space;

processes may differ in different cultures and nations;

needs and processes can be modeled and tracked using statistical methods;

3) Involvement of all staff in continuous quality improvement.

The success of a quality management strategy depends not only on the personal commitment and participation of top management, but also on the entire staff of the company.

One of the key features of the TQM system was the use of collective forms and methods for searching and solving the issues raised, constant participation in improving the quality of all company personnel, including in such an organizational form as quality circles.

For the most effective participation of each employee of the company, the following TQM conditions must be met :

training of all personnel in the TQM system;

training employees on the principles of continuous quality improvement;

vesting each of those working in a particular operation or area of ​​work with responsibility and rights corresponding to this work;

determination of the degree of real interest of the personnel as a result of their work;

obligatory encouragement of everyone for improving the results of work.

4) Development and certification of quality systems, conforming to the requirements of the ISO International Standards series9000.

Many of the principles documented in the TQM system have already been set out in IS ISO 9000.

Therefore, their integral application, strict observance of the requirements established in them has become the key to the successful functioning of TQM.

The main goal set before the establishment of the ISO 9000 quality system was to ensure product quality, in accordance with customer requirements and to provide evidence of the ability to meet these requirements.

Confirmation of conformity of quality systems to ISO 9000 standards is achieved through certification of quality systems.

5) Continuous quality improvement.

Continuous continuous improvement of the quality of all processes is one of the main elements of TQM systems.

Until now, the cost of marriage in the total production volume ranges from 5% to 100%. J. Juran pointed out the need for continuous quality improvement in the early 1950s.

The concept of quality management he developed includes three phases :

quality planning, which is carried out at the stage of process planning in accordance with established requirements;

quality control, which is used to take corrective actions in a timely manner;

quality improvement, contributing to the identification of optimal ways to improve processes.

6) Continuous improvement of processes, How optimal system achieving the main goalproduct creation, most fully satisfying the requirements of the consumer with a minimum cost, as for the consumer, as well as for the manufacturer.

Edward Deming's 14 Universal Principles

1. Align goals with quality improvement plan . Top management should create and publish a letter of intent to all employees of the company with a plan and a clear definition of goals.

Goals must be achieved.

2. Adopt a new quality philosophy. Everyone, from top management down to the lowest level worker, must rise to the challenge of improving quality, learn their responsibilities, and embrace the demands of the new philosophy.

Poor quality products should never reach the customer. The organization should make it a rule that defects in product quality may occur, but defective product should never be delivered to the customer.

3. End the negative dependence on too frequent quality inspections and audits. The goal of inspections is to improve processes and reduce costs, not just to find defects.

The need for frequent inspections can be eliminated at the expense of ensuring the initial quality of work.

4. Stop choosing suppliers based solely on the cost of their goods and services.. Avoid contracts that promise the lowest cost (and imply the worst outcome); instead, care should be taken to minimize full cost projects.

Instead of constantly looking for the cheapest seller and then having problems with low quality products, it is worth striving to work with a regular supplier. Then you can build a long-term relationship based on loyalty and trust.

5. Identify problems and work continuously to improve the quality control system. Organizations must continually improve their quality management and control system.

Many managers tend to think that the structure of such programs has a beginning, a middle, and an end.

Total Quality Management has no end, it is a continuous process. The phrase "continuous improvement" should become a common concern within the organization.

6. Set up training. Modern methods of formal training should be introduced, especially for new employees. On-the-job training is not acceptable because new employee, most likely, will “learn” along the knurled path, doing work alongside condo “veterans” who may resist TQM innovations.

Training is also possible for external customers if it orients them towards the goals that the company is striving for.

Later, when the company expects a certain level of quality from these external customers, their previous training will prove useful.

7. Train and establish leadership. The purpose of a manual should not only be to tell you what work to do, but to help you do it better.

Leadership must be masterfully trained, and organizations must train their managers to be good leaders.

8. Eliminate fear at work. The company must create an atmosphere of trust and innovation so that each employee can work effectively to improve the organization as a whole.

Many fears at work are caused by quantitative assessments of the quality of work. Employees strive to do what is required to get these good grades that have nothing to do with quality.

Employees should not be afraid to contribute new ideas, and the organization should tolerate failure when employees experiment with new ideas.

9. Eliminate barriers between departments. Top management should establish interaction between departments, not competition.

This should optimize the efforts of the teams towards the intentions and goals of the organization instead of fomenting competition between departments.

10. Avoid empty slogans in the workplace. Management should eliminate slogans and calls for the complete elimination of defects and errors, increasing productivity without providing employees with the means and describing methods for achieving such heights.

Such exhortations only create conflicting relationships. Most of the causes of poor quality and unproductive work in organizations are related to the management system and therefore exceed the ability of employees to change anything about it.

11. Minimize (or optimize) work standards and production metrics. Top management should prioritize service improvement over quantity.

Eliminate individual punishment/reward controls such as bonuses and fines. Eliminate ambition-based management.

To ensure that the achievement of goals does not depend only on aspirations, managers must develop methods for improving quality, as well as involve management in helping employees achieve their personal goals.

12. Let employees take pride in their workmanship . Organizations should abolish the system of merit ratings and not blame workers for failures in systems that are beyond their control.

13. Encourage and stimulate deployed educational programs, retraining and advanced training programs . Engage top trainers to train and nurture employees.

Introduce learning related to a statistical view of the organization and then expand it into a shared vision of processes. This will give an idea of ​​the organization as a whole as a single organism.

14. Transform . Focus every employee on making small changes to improve the entire company. Transformation is the work of every employee, not just management.

Create something like information center to keep all employees informed of this progress.

These 14 principles form the basis of Total Quality Management. They are the cure for 5 deadly diseases that could destroy a company.

For a long time (until the mid-1950s) quality management was reduced to product quality control and related to engineering and technical issues, while the problems of general management were of a pronounced organizational nature with a socio-psychological connotation.

While in the field of quality management, first of all, control methods were improved (control charts by V. Shewhart, sampling tables by G. Dodge and G. Roming, etc.), in general management a "classical administrative school" was formed, the main activities of which were the description of management functions, the development of management principles, and the systematization of organization management.

In the 1950s, the prerequisites for the creation of a new concept of quality management, focused on meeting the needs of the consumer and turning quality improvement into the task of each employee of the organization, were formed.

Armand Feigenbaum proposed the Total Quality Control Model.

Feigenbaum understood Total Quality Control as a system that allowed solving the problem of product quality, and its prices, depending on the benefits of consumers, manufacturers and distributors. Feigenbaum proposed to consider quality not as the final result of the production of a product, but at each stage of its creation.

The system of General Quality Control created by Feigenbaum was introduced into the practice of Japanese enterprises by E. Deming.

Thanks to the legendary man Edward. Deming, one of the creators of the "Japanese economic miracle", the theory of quality management was further developed.

Recognizing the existence of deviations, the need to track "unnatural" deviations and find out their causes, Deming put forward the idea of ​​canceling the evaluation of tasks and the results of the work of employees.

The modern concept of Total Quality Management (TQM) has incorporated the best of the principles listed above (first of all, Deming's 14 principles).

Edward Deming's Quality Principles

The essence of E. Deming's approach to quality is that the reasons for low efficiency and poor quality are most often embedded in the system, and not in employees. Therefore, to improve production results, managers must adjust the system itself. Deming believed an atmosphere of fear promotes a focus on short-term goals, ignoring long-term goals, and hinders teamwork. Edward Deming's fourteen principles are still the basis for quality management throughout the world.

E. Deming paid special attention to:

• · the need to collect statistical information about deviations from the standards;
• Reduction of deviations in the processes and products of the company;
• Finding, analyzing and eliminating the causes of deviations.

He proposed the following 14 principles for quality improvement for managers:

• 1. Make it a constant goal to improve the quality of products and services. Improving the quality of products and services should be carried out not sporadically, but continuously and systematically, becoming one of the most important tasks of the manufacturer. At the same time, it is necessary to ensure: rational allocation of resources; satisfaction of long-term needs; product competitiveness; business growth; employment and creation of new jobs.
• 2. Adopt a new philosophy. It is impossible to continue to live with the existing system of delays, delays, mistakes; defective materials and imperfect labor force.

The management style needs to be changed to stop the ongoing recession in the economy; constantly improve the quality of all systems, processes, activities within the company.

• 3. Stop Depending on Inspection. To do this, mass inspections should be eliminated as a way to achieve quality. A manufacturer can achieve this goal only if quality issues are in the first place for him and he has constant information about its level, using statistical methods of quality control in production and purchases.
• 4. Stop the practice of concluding contracts on the basis of low prices. It is necessary to measure the quality with the price (the price does not matter if it is not compared with the quality of the purchased products); choose one supplier for the supply of one type of product; establish a long-term relationship with the supplier based on trust; work with the supplier to reduce overall costs.
• 5. Constantly improve the system. The constant and continuous improvement of the system of planning, production and service provides for the prompt resolution of emerging problems, the continuous improvement of quality and productivity. The result of system improvement is a continuous reduction in the cost of source materials, design and improvement of the equipment used, retraining and training of personnel, quality control. Improvement of the system provides for progress in the organization of continuous monitoring of processes continuous production in order to improve the performance of each section.
• 6. Train on the job. For on-the-job training, it is necessary to introduce modern methods of on-the-job training and retraining for everyone, including management staff. Particular attention should be paid to the use of the capabilities of each employee.
• 7. Establish leadership. It implies the establishment of a leadership institution in order to assist personnel in solving their tasks. Today, the most important task of leadership at any level is to identify the required excellence for subordinates and to assist in his excellence so that he becomes a leader. Facilitate two-way communication between management and subordinates to improve efficiency and productivity.
• 8. eradicate fear. An employee of the company should not be afraid of changes in his work, but strive for them.
• 9. Remove barriers. This refers to the removal of barriers between departments and groups of personnel. Personnel working in the field of research, design and production should be perceived as a single team. Each employee must think and try to satisfy at his workplace not only the requirements of the consumer of the company's products, but also the consumer of the results of his work in this company. Only then can the requirement for continuous process quality assurance be fulfilled.
• 10. Avoid empty slogans. Do not call for quality improvement without considering how it can be achieved. Empty slogans, however attractive they may be, have a certain effect for a short time and then are forgotten. At the same time, most of the defects and, as a result, low quality occur not because the employee does not want to do a good job, but because the system existing in the company (interest, time to complete the work, responsibility, etc.) does not allow him do your job well.
• 11. Eliminate digital quotas for work management. Digital quotas are typical for piece work. At the same time, the norm for piece work is set as the average time it takes to complete it. Therefore, half of the workers perform it quickly and then rest, while the other half will be late with its implementation and continue to work. This cannot create a normal climate in the team, and therefore piecework reduces productivity. In addition, in part-time work most of employees are busy studying specific operations, measuring the time of their implementation, setting the norm (in numbers) for piece work. It would be better to use this category of people on specific work in the process of manufacturing products, and transform the process in such a way that the piecework system is replaced by a system that ensures the growth of quality and productivity in a team working as a single team.
• 12. Give the opportunity to be proud of belonging to the company. Eliminate barriers to a sense of pride in work. It is very difficult to have a sense of pride in one's work if the company's products do not have a good reputation or the employee cannot influence the working situation.
• 13. Encourage education and self-improvement. Career advancement should be determined by the level of knowledge.
• 14. Engage everyone in the transformation of the company. One of the main conditions for success in the process of achieving quality is the conviction of the company's management in the need for this. It must participate daily in the process of improving quality and productivity. Top management must act and not be limited to just support.

Demin noted that these principles are not yet enough to solve all problems, but putting them into action means that the management intends to stay in business and protect investors and jobs. 14 principles make up the management theory. But there are obstacles to the realization of this theory, which Deming called "deadly diseases."

There are 5 deadly diseases that must be eradicated in an organization in order to successful implementation TQM. If these 5 deadly diseases are not eliminated, they can not only hinder the application of TQM, but also gradually destroy the organization. Here are the 5 deadly diseases:

• 1. Main line control only. An organization that cares only about the main line of development and manages only numbers is doomed to failure. Management is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and give examples of their solution to their subordinates.
• 2. Performance evaluation based on a system of quantitative indicators. Evaluation using scorecards, reports, rankings, or annual reviews of achievement sometimes results in classifications, forced quotas, and other rankings that cause unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should personally comment on the individual performance of employees to help them improve.
• 3. Emphasis on short-term benefits. If an employee has a history of making quick profits in the past, he will try to continue working in the same vein. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.
• 4. Lack of strategy. If there is no sequence of achievable goals in the organization, the employees of the organization will feel insecure about the possibility of their permanent professional and career development. The organization should have a continuously implemented strategic plan, which should also include quality improvement issues.
• 5. Staff turnover. If an organization has a high turnover of staff, this indicates serious problems. Eliminating the first 4 deadly diseases can help overcome this one as well. Management must take steps to make employees feel like an important part of not an alienated organization, but a single team.