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ISO 9000 and TQM
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ISO 9000 and TQM
The united nations standards coordinating committee (UNSCC) and ISA members had a meeting after world war II on international standards that resulted in ISO as a nongovernmental organization in 1947. In 1987 ISO 9000, was first published by the International Organization for Standardization, a specialized global organization agency for standardization was made of national standard bodies worldwide. It was adopted by industries gradually instead of forcing contractors to adopt multiple often alike requirements.
Total Quality Management (TQM) roots can be traced back to the 1920s when statistical theory applied for the first time to product quality control. A management consultant William Deming developed (TQM), whose work significantly impacted Japanese manufacturing. Concentration expanded from the quality of products to anything within an organization and was TQM's start. TQM has several similarities with the six sigma improvement process though it's not the same (Youssef & Youseff, 2018).
ISO is a system that satisfies the requirements of international standards concerning quality. Its main objective is to produce effective quality systems and maintaining quality levels in services. On the other hand, TQM has organization-wide efforts to put up a permanent condition where employees advance their abilities to provide on-demand services and products consumers find of absolute value. TQM aims to improve quality, while ISO does not significantly enhance the quality of the products and the company's performance.
TQM requires a complete commitment of the top executive, which fails to develop at times. The executive may support the initiative and fail to show their dedication to expected behavior. ISO requires heavy documentation work, which may be a waste of effort, thus giving ISO a gradual view as bureaucratic (Lakhal, 2014). Many companies implement ISO due to customer and market demand without cautioning the certificate's exact meaning. TQM is a philosophy that many companies fail to transfer into a set of daily practices.
References
Lakhal, L. (2014). The relationship between ISO 9000 certification, TQM practices, and organizational performance. Quality Management Journal, 21(3), 38-48.
Youssef, M. A., & Youssef, E. M. (2018). The synergistic impact of ISO 9000 and TQM on operational performance and competitiveness. International Journal of Quality & Reliability Management.
