Total Quality Management

Quality can be defined as the degree to which a product or service meets specific characteristics, standards, or customer expectations. This definition encompasses both technical competence and perceived value. Quality is not merely a feature of the final product or service but an essential attribute that must be pursued throughout all production and delivery processes. Total Quality, therefore, means extending this perspective to the entire organizational performance. Total Quality Management (TKY) does not limit quality to the final product but integrates it as a vital component of all operational processes.

Historical Development 

Total Quality Management emerged as a historical evolution of quality control concepts. In the early 20th century, Shewhart developed the statistical quality control approach, which was later followed by the planning and process-oriented quality philosophies of Deming and Juran. In the 1950s, these principles applied in Japan evolved into a systematic philosophy through the contributions of figures such as Kaoru Ishikawa, Feigenbaum, and Crosby. The concept of Total Quality Control gradually shifted from a product-focused understanding to one that integrates the entire organization around a common quality objective.

Principles

The principles of Total Quality Management include customer focus, continuous improvement (Kaizen), full participation, leadership, process orientation, measurability, and systematic thinking. Through these principles, TKY has become a universally applicable approach not only for production units but for all organizational structures.

Approaches and Pioneers

Deming, Juran, Feigenbaum, Ishikawa, and Crosby are the pioneers who established the theoretical foundation of Total Quality Management. Deming advocated a systematic quality model through the PDCA cycle and his 14 principles; Juran emphasized quality planning and leadership. Feigenbaum introduced the concept of Total Quality Control, while Ishikawa highlighted participation through quality circles and cause-and-effect diagrams. Crosby contributed to TKY through his “zero defects” philosophy.

Key Elements

For TKY implementations to succeed, key elements include leadership from top management, employee training, participative team structures, customer focus, measurability, and continuous improvement. These elements aim not only for structural transformation within the organization but also for changes in behavior and attitude.

Processes 

TKY processes are addressed within a cyclical framework consisting of planning, implementation, control, and corrective action. This cycle is grounded in the philosophy of continuous development. Defining, observing, and improving processes constitute the core operational logic of TKY.

Tools

The primary tools used in TKY applications are based on statistical analysis techniques. Key indicators in this context include Pareto diagrams, histograms, cause-and-effect diagrams, control charts, and scatter plots. These tools play an effective role in identifying the root causes of quality problems.

Contributions

TKY implementations provide organizations with benefits such as cost reduction, increased efficiency, sustained employee motivation, and improved product and service quality. It has also been demonstrated that TKY enhances an organization’s market share and competitive strength.

Total Quality Management and Continuous Improvement (Kaizen) 

Kaizen is an approach focused on achieving continuous improvement through small, incremental steps. When considered alongside TKY, this philosophy ensures the sustainability of quality enhancement across all units of the organizational structure. Within TKY processes, Kaizen has been adopted as an internal discipline.

Total Quality Management and Strategic Planning 

Strategic planning is regarded as an indispensable element for the long-term success of TKY implementations. Strategic management techniques such as benchmarking help define organizational goals and contribute to TKY’s objective of continuous development.

The Relationship Between Total Quality Management and Customer and Employee Satisfaction

In the TKY framework, satisfaction of both external customers and internal customers (organization employees) is emphasized. Participative management, reward systems, training opportunities, and communication policies aim to enhance this satisfaction.

Total Quality Management Applications in Public Institutions

Although TKY initially emerged as an approach targeted at the private sector, it has now been effectively implemented in public institutions as well. The challenges and advantages of TKY applications in the public sector have been examined in detail. Institutional bureaucracy and resistance remain among the most significant obstacles in implementation.

The Role and Importance of Total Quality Management in Organizations 

TKY creates a structure that fosters horizontal relationships, supports open communication, and empowers employees. Therefore, TKY is not merely a quality policy but also a management philosophy.

Quality Assurance Systems and ISO 9000 Standards 

The ISO 9000 series links TKY implementations to international standards. These systems aim to ensure quality in areas such as document control, internal auditing, customer satisfaction, and product design.