Consistency in Quality: The Foundation of Total Quality Management

We explore the role of consistency in quality as a baseline for achieving TQM. It is based on research conducted on Swedish engineering companies, supplemented with insights from quality management literature and best practices in the field.

TQM is a management philosophy that focuses on continuous improvement, customer satisfaction, and the involvement of all employees in quality initiatives. It is a holistic approach that integrates various functions, including product development, production, and supplier management.

TQM is built on two main components:

1. Internal Component

• Clear business goals and strategies
• Strong leadership commitment to quality
• A supportive company culture that encourages quality improvements
• Use of appropriate quality tools and methodologies
• Employee training and competence development
• Cross-functional collaboration

1. External Component

• Customer focus and satisfaction
• Benchmarking against competitors
• Supplier collaboration

The fundamental goal of TQM is to integrate quality into every aspect of a business, ensuring that all stakeholders work towards a common objective.

What is Quality Consistency?

Quality consistency refers to an organization’s ability to harmonize its strategy and operations so that employees share a uniform understanding of quality objectives. In simpler terms, it ensures that quality practices are applied uniformly across departments and hierarchical levels.

A lack of quality consistency can lead to:

• Miscommunication about quality goals
• Inefficiencies in quality program implementation
• Variation in product and service quality
• Customer dissatisfaction

Importance of Quality Consistency

According to Carlsson (1993), quality consistency is crucial for achieving long-term quality success. His research on Swedish engineering companies revealed that a lack of uniformity in understanding quality concepts can significantly hinder the effectiveness of quality management programs.

Benefits of Quality Consistency:

1. Improved Efficiency: Consistent quality practices reduce rework, errors, and waste, leading to cost savings.

2. Higher Customer Satisfaction: When customers receive reliable and consistent quality, their trust in the brand increases.

3. Stronger Employee Engagement: A clear and uniform understanding of quality expectations enables employees to contribute effectively.

4. Better Competitive Advantage: Organizations that maintain high and consistent quality stand out in the market.

3. Customer Collaboration Over Contract Negotiation

Stakeholder involvement is key. Agile auditors work closely with the business to ensure the audit is focused on areas that matter most to the organization.

4. Responding to Change Over Following a Plan

In a rapidly changing business environment, flexibility is critical. Agile auditors are prepared to adjust their audit plans to accommodate new risks or changes in the business environment.

According to the 2023 Global Employee Well-Being Index, companies with comprehensive well-being programs see a 56% reduction in absenteeism and a 27% increase in employee retention, highlighting the significant impact of well-being initiatives on overall employee performance and loyalty.

Study Overview

Carlsson’s research involved over 1000 white-collar employees from 20 Swedish engineering companies. The study was conducted in two phases:

1. A broad survey assessing employees’ overall attitude toward quality.

2. In-depth case studies in three selected companies to measure the level of quality consistency.

Key Findings

Communication Gaps in Quality Programs

• Top management struggled to effectively communicate quality objectives.
• Employees lacked a shared understanding of quality goals and implementation strategies.

Divergence in Quality Perception

Employees had varied interpretations of the quality concept, classified into four categories:

• Customer and market-related (41%)
• Product attribute-related (36%)
• Test and control-related (14%)
• Overall perception of quality (9%)

Low Quality Consistency Levels

• The research found a low degree of quality consistency in companies.
• The hierarchical structure played a role in inconsistency, with senior managers having a clearer understanding of quality goals compared to lower-level employees.

Need for Education and Training

• Employees lacked knowledge about quality tools and methodologies.
• Continuous learning initiatives were recommended to bridge the gap.

4. Foster a Culture of Continuous Improvement

• Encourage employee involvement in quality improvement initiatives.
• Recognize and reward contributions to quality enhancement.

5. Measure and Monitor Quality Performance

• Use key performance indicators (KPIs) to track quality consistency.
• Conduct periodic audits and assessments.

6. Strengthen Supplier Collaboration

• Work closely with suppliers to ensure quality consistency throughout the supply chain.
• Implement supplier quality management programs.

Quality consistency is the cornerstone of successful TQM implementation. Without a uniform understanding and application of quality principles, organizations risk inefficiencies, customer dissatisfaction, and competitive disadvantages. Research findings indicate that while companies acknowledge the importance of quality, gaps in communication, education, and strategy hinder effective implementation.

To bridge these gaps, businesses must prioritize standardization, communication, training, and continuous improvement. By doing so, they can create a work environment where quality is not just a goal but a fundamental aspect of everyday operations.

References

• Carlsson, M. (1993). “Consistency in Quality: A Baseline for Achieving Total Quality Management.” Quality and Reliability Engineering International, 9, 217-225.
• Oakland, J.S. (1989). Total Quality Management. Butterworth-Heinemann.
• Banks, J. (1992). The Essence of Total Quality Management. Prentice Hall.
• Bergman, B., & Klefsjö, B. (1991). Quality: From Need to Usage. Studentlitteratur.
• Quimby, C., Parker, L., & Weimerskirch, A. M. (1991). “How, exactly, do you communicate quality?” Quality Progress, June, 52-54.
• Coulson-Thomas, C. J. (1991). “Quality: Where do we go from here?” International Journal of Quality and Reliability Management, 9(1), 38-55.