DTQM

What is Required DTQM?

“Digital Total Quality Management” or “Required Deming Total Quality Management,” depending on the context. Here’s a breakdown of both interpretations, especially relevant in quality management and Six Sigma environments like Six Sigma Labs or Deming Technologies.

🔍 1. What is Required DTQM?

DTQM stands for:

A. Digital Total Quality Management (DTQM)

This involves the integration of digital technologies such as AI, IoT, Big Data, and cloud computing into traditional TQM (Total Quality Management) practices to improve quality, efficiency, and decision-making in real time.

B. Deming Total Quality Management (DTQM)

A variation of TQM based on W. Edwards Deming’s principles, emphasizing statistical control, continuous improvement, and leadership-driven change for quality enhancement.

📌 Required DTQM Means:

• Establishing system-wide quality goals
• Embedding quality in digital processes
• Using data for real-time monitoring and continuous improvement
• Standardizing methods using Six Sigma, ISO, or Deming’s 14 Points
• Involving everyone—from leadership to operators—in quality decisions
• Focusing on customer satisfaction and lean production
• Enhancing digital quality assurance through automation and analytics

🔧 Key Components of Required DTQM:

🌍 Why is Required DTQM Important Today?

• Rapid digital transformation across industries
• Need for faster, more reliable decision-making
• Rising customer expectations
• Global competition and compliance requirements (e.g., ISO 9001:2015)
• Integration of cybersecurity and digital resilience in quality systems

✅ Applications of Required DTQM

• Manufacturing (smart factories, predictive maintenance)
• Healthcare (digital patient records, quality diagnostics)
• IT Services (software testing, agile quality assurance)
• Logistics (supply chain quality control)
• Agriculture (precision farming, digital traceability)

Who is Required DTQM?

DTQM (Digital / Deming Total Quality Management)” depends on the industry, organization type, and quality objectives. Here’s a detailed explanation:

🔎 1. Organizations That Require DTQM

👤 2. Roles / Professionals Who Require DTQM

🌍 3. Countries or Markets That Require DTQM

• Developed Markets like USA, Germany, Japan (Industry 4.0 implementation)
• Emerging Markets like India, Brazil, Indonesia (digital upskilling + quality push)
• Export-Oriented Businesses (to meet international buyer standards)

✅ Summary:

Required DTQM is essential for any individual or organization striving to deliver consistent quality, achieve operational excellence, and digitally transform their systems and processes.

When is Required DTQM?

DTQM (Digital/Deming Total Quality Management) is required at specific points in a company’s lifecycle, project stages, or in response to business needs and external changes. Below is a detailed breakdown:

✅ 1. When is DTQM Required in an Organization?

📊 2. Event-Based Triggers for DTQM

• ✔️ ISO 9001:2015 certification drive
• ✔️ Digital ERP/CRM integration
• ✔️ Internal or external audits
• ✔️ Business process reengineering
• ✔️ Customer feedback programs
• ✔️ Strategic review by leadership
• ✔️ Cybersecurity or IT infrastructure upgrades
• ✔️ Launch of sustainability and ESG goals

🔁 3. DTQM Should Be Required…

• Before problems occur (Proactive)
• During implementation of any major initiative
• After quality lapses or inefficiencies
• Continuously, as a strategic practice

💡 Summary:

DTQM is not just a one-time requirement. It is required:

• At the beginning of business and process setup,
• During scale-up, digitalization, or quality challenges, and
• Continuously to ensure customer satisfaction, compliance, and competitiveness.

Where is Required DTQM?

DTQM (Digital or Deming Total Quality Management) is required wherever quality, consistency, compliance, and customer satisfaction are critical—especially in digital environments and competitive industries.

Below is a structured answer across locations, industries, and operational levels:

🌍 1. Where in the World is DTQM Required?

🏭 2. Where in the Industry is DTQM Required?

🏢 3. Where Inside a Company Is DTQM Needed?

• On the production floor – for automated defect detection and predictive maintenance
• In control rooms – for live monitoring of KPIs
• Within software systems – for automated workflow quality checks
• On cloud platforms – to ensure cybersecurity and performance quality
• In supplier networks – to ensure incoming material quality and traceability
• Across the entire value chain – from planning, sourcing, production, delivery to customer service

🔄 4. DTQM is Also Required In:

• 🌐 Online services (e.g., e-commerce platforms ensuring UI/UX and service reliability)
• 🏥 Hospitals and diagnostic labs (for clinical data accuracy, equipment calibration)
• 🎓 Educational institutions (for learning management system quality and digital exams)
• 🏛️ Government digital services (ensuring reliability, transparency, and citizen trust)

✅ Summary:

DTQM is required wherever quality meets digital transformation — across industries, departments, and global markets. It is essential wherever products or services are designed, produced, delivered, or digitally managed.

How is Required DTQM?

DTQM (Digital or Deming Total Quality Management) is required and implemented through a structured, technology-driven, and people-centered approach to continuously improve processes, products, and services.

Here’s a detailed breakdown of how DTQM is required, adopted, and executed in organizations:

🛠️ 1. How is DTQM Required (Established)?

DTQM becomes a requirement when an organization seeks to:

• Improve customer satisfaction and service quality
• Digitize operations for better efficiency
• Reduce errors, waste, and rework
• Comply with regulatory frameworks (e.g., ISO, FDA, IATF)
• Compete in a digital-first global market
• Move from manual to data-driven decision-making
• Align quality with innovation and digital transformation

🔁 DTQM is not optional—it becomes essential when businesses want to survive and thrive in modern, quality-critical, and digital environments.

🧩 2. How is DTQM Implemented? (Step-by-Step)

📋 A. Assessment Phase

• Conduct a gap analysis of current quality practices
• Identify digital tools, legacy systems, and process inefficiencies
• Define business goals aligned with quality KPIs

🏗️ B. Framework Design

• Establish DTQM policy aligned with ISO 9001 or Deming principles
• Integrate Plan-Do-Check-Act (PDCA) or DMAIC (Six Sigma) models
• Choose the right digital tools (e.g., ERP, MES, QMS software)

🧠 C. Digital Integration

• Automate quality data capture (sensors, IoT devices)
• Enable real-time monitoring and dashboards
• Use AI/ML for predictive quality and root cause analysis

👥 D. Employee Involvement & Training

• Train teams in quality concepts + digital tools
• Promote a culture of continuous improvement
• Involve cross-functional teams in problem-solving

📊 E. Continuous Monitoring & Improvement

• Measure performance with KPIs and quality metrics
• Audit processes digitally (internal & external)
• Update systems based on feedback and data insights

🧰 3. Tools & Technologies Used in DTQM

📘 4. Methodologies Supporting DTQM

• Deming’s 14 Points (management transformation model)
• Six Sigma / Lean Six Sigma (data-driven improvement)
• ISO 9001:2015 (quality management systems)
• Kaizen (continuous improvement)
• Agile QA (in software and digital product development)

✅ Summary:

How is DTQM required?
→ It is demanded by modern quality expectations and executed through structured planning, digital integration, employee training, and continuous process improvement—using proven methodologies and smart technologies.

Case Study on DTQM?

DTQM (Digital Total Quality Management)

Title: Implementing DTQM in a Mid-Sized Manufacturing Firm to Improve Quality and Digital Maturity
Industry: Precision Engineering & Components
Location: Vasai-Virar Industrial Belt, Maharashtra, India
Company Size: 250+ Employees
Certification Goals: ISO 9001:2015, Industry 4.0 Readiness

🏭 Background:

Shakti Components Pvt. Ltd., a mid-sized manufacturer of precision automotive and electronic parts, faced challenges in:

• Quality inconsistencies across batches
• High rejection rates (~6%)
• Manual record-keeping causing audit non-compliance
• Poor traceability of defects across the production line
• Delay in customer complaint resolution

The leadership decided to implement a DTQM (Digital Total Quality Management) framework aligned with Deming principles and ISO 9001 using modern technologies and lean methodologies.

🎯 Objectives:

1. Reduce product defects by 50% in 6 months
2. Achieve real-time quality monitoring
3. Digitize quality records for traceability and compliance
4. Build a culture of continuous improvement
5. Integrate digital tools with quality KPIs

🔧 DTQM Implementation Process:

1. Assessment & Planning

• Conducted a quality gap analysis
• Identified 5 core areas: Incoming Inspection, Process Control, Calibration, Rework Tracking, and Customer Feedback
• Aligned goals with Deming’s 14 Points and ISO clauses

2. Technology Integration

3. Employee Engagement

• Kaizen events every month
• Digital suggestion board for shopfloor operators
• Cross-functional quality improvement teams (QITs)

4. Monitoring and Evaluation

• Daily quality dashboards accessible to all managers
• Weekly review of NCRs (Non-Conformity Reports)
• Real-time alerts for deviations via mobile apps

📈 Results After 6 Months:

💡 Key Learnings:

• DTQM is most effective when technology + culture change go hand in hand
• Data transparency improved teamwork and ownership across departments
• Digital SOPs and training significantly reduced human error
• AI-powered quality prediction helped prevent future failures

🏁 Conclusion:

This case shows how DTQM enabled a traditional manufacturer to become quality-driven, data-centric, and audit-ready, while also enhancing employee participation and customer satisfaction.

White paper on DTQM?

Title: Driving Quality Excellence in the Digital Age
Author: Six Sigma Labs / Deming Technologies
Date: June 2025

🔍 Executive Summary

Digital Total Quality Management (DTQM) is a strategic evolution of traditional TQM principles, leveraging digital technologies to enhance quality, productivity, compliance, and customer satisfaction. In this white paper, we explore how DTQM integrates smart systems, data-driven methodologies, and continuous improvement principles to help modern organizations thrive in a competitive, rapidly digitizing world.

🧩 1. Introduction: Why DTQM Now?

In the era of Industry 4.0, quality is not only about conformance—it’s about innovation, agility, traceability, and speed. Traditional quality systems alone cannot support digital transformation. DTQM is required when:

• Manual quality tracking leads to delays or errors
• Global supply chains demand real-time traceability
• Customer expectations and compliance pressures rise
• Organizations adopt smart manufacturing, AI, or IoT

🏗️ 2. What is DTQM?

DTQM = TQM Principles + Digital Technologies + Real-Time Intelligence

Core Pillars of DTQM:

• Customer-Centric Digital Design
• Real-Time Quality Monitoring
• Predictive Analytics & AI for Defect Prevention
• End-to-End Process Visibility
• Cloud-Based Documentation & Compliance
• Empowered Workforce via Digital Learning

🛠️ 3. How DTQM Works: Framework

Step 1: Assessment & Planning

• Gap analysis of current quality systems
• DTQM strategy aligned with ISO 9001 & Six Sigma

Step 2: Digital Tool Integration

• QMS Software, IoT sensors, ERP, cloud platforms

Step 3: Workforce & Culture

• Training, digital SOPs, real-time feedback loops

Step 4: Continuous Improvement

• Data dashboards, KPI reviews, Kaizen with AI support

⚙️ 4. Technologies Powering DTQM

📈 5. Benefits of DTQM

🧪 6. Case Example Snapshot: Precision Manufacturer in India

• Pre-DTQM Defect Rate: 6.2% → Post-DTQM: 2.1%
• Real-time machine monitoring reduced downtime by 70%
• ISO audit preparation time cut from 30 days to 5 days
  (Full case study available upon request)

🚧 7. Challenges in DTQM Implementation

• Resistance to change by workforce
• High upfront cost of digital tools
• Need for strong IT infrastructure
• Data integration across legacy systems

Solution: Begin with small pilots, align DTQM with business goals, and train cross-functional teams.

📌 8. Recommendations for Implementation

1. Get leadership commitment
2. Start with a high-impact process (e.g., final inspection, calibration, training)
3. Choose scalable, cloud-based QMS software
4. Integrate data from IoT and ERP systems
5. Regularly review KPIs and conduct digital audits
6. Build a continuous learning culture

🔮 9. The Future of DTQM

• AI will automate root cause analysis and suggest preventive actions
• Digital twins will simulate quality scenarios in real time
• Sustainability KPIs will integrate into DTQM metrics
• Blockchain will enhance traceability in global supply chains

📎 10. Conclusion

DTQM is no longer optional—it is the backbone of competitive, compliant, and customer-focused organizations. When implemented strategically, DTQM can turn data into decisions, and decisions into long-term value.

✅ Quality is no longer a department—it’s a digitally enabled culture.

Industrial Application of DTQM?

Digital Total Quality Management (DTQM) is widely applied across industries to transform traditional quality systems into smart, real-time, data-driven frameworks. Below is a breakdown of how DTQM is applied in various industrial sectors:

🔧 1. Manufacturing Industry

✅ Applications:

• Smart Quality Monitoring: IoT sensors detect real-time production flaws.
• Automated Inspection: AI-based vision systems inspect parts for defects.
• Digital Calibration Management: Cloud-based tools schedule and verify equipment calibration.
• Root Cause Analysis: Machine learning identifies recurring quality issues.

📈 Benefits:

• Reduced defects and rework
• Enhanced traceability
• Faster issue resolution
• Predictive maintenance of machines

💊 2. Pharmaceutical & Biotechnology

✅ Applications:

• Digital Batch Records: Paperless batch documentation using QMS software.
• Automated Compliance: Real-time checks for FDA, WHO, GMP requirements.
• AI in Lab Quality Control: Predicting trends in stability testing and contamination control.

📈 Benefits:

• Audit readiness
• Data integrity and 21 CFR Part 11 compliance
• Faster product release cycles

🚗 3. Automotive and Aerospace

✅ Applications:

• In-Line Quality Control: IoT-based sensors monitor torque, pressure, dimensions.
• PPAP Automation: Digitized Production Part Approval Process workflows.
• Traceability: Blockchain or ERP integration for component tracking.

📈 Benefits:

• Zero-defect manufacturing
• Standardized supplier quality
• Rapid fault isolation

🏥 4. Healthcare and Diagnostics

✅ Applications:

• Digital Patient Safety Monitoring: Alerts for equipment deviation and critical care parameters.
• E-QMS in Labs: Ensures calibration, documentation, and ISO 15189 compliance.
• Training Portals: Online learning management for quality and hygiene SOPs.

📈 Benefits:

• Improved patient safety
• Real-time compliance tracking
• Error-free diagnostic reporting

🍲 5. Food Processing & Agriculture

✅ Applications:

• Digital Traceability: QR/barcode systems for raw material to finished goods.
• Smart Hygiene Monitoring: Sensors for temperature, contamination, and hygiene levels.
• Digital HACCP Plans: Real-time monitoring of Critical Control Points (CCPs).

📈 Benefits:

• FSSAI/ISO 22000 compliance
• Enhanced food safety
• Transparent supply chains

📦 6. Logistics & Warehousing

✅ Applications:

• Quality of Delivery Monitoring: GPS, RFID, and barcode integration.
• Inventory Quality Control: Automated inspection before dispatch.
• Feedback Loops: Customer complaints integrated into root cause workflows.

📈 Benefits:

• Fewer returns and damage claims
• Quality-assured last-mile delivery
• Real-time visibility of shipment integrity

🖥️ 7. IT, Software, and SaaS

✅ Applications:

• Agile QA Systems: Continuous integration testing with DTQM dashboards.
• Cybersecurity QA: Real-time monitoring for digital product integrity.
• Automated Incident Management: AI-driven root cause for software issues.

📈 Benefits:

• Faster software releases
• Reliable system performance
• User satisfaction and SLA compliance

🏫 8. Education & Training Institutes

✅ Applications:

• Digital Academic Quality: Auto-grading systems, LMS quality analytics.
• Online Exams & Integrity Checks: AI-based proctoring and performance benchmarking.
• Student Feedback Loops: Continuous improvement based on real-time feedback.

📈 Benefits:

• Improved learning outcomes
• Transparent performance evaluation
• ISO 21001 compliance

🧠 Conclusion:

DTQM transforms industrial quality from manual and reactive to digital and predictive.
It enables:

• End-to-end visibility
• Rapid decision-making
• Integrated compliance
• Cost and risk reduction

📌 DTQM is essential for any industry aiming for:

• Industry 4.0 adoption
• Global certification (ISO, FDA, IATF)
• Operational excellence
• Digital customer satisfaction

References

1. ^ Steinberg, L., “E-Learning Effectiveness and Cognitive Load,” Journal of Educational Psychology, 56(3), 425–439, 2022.
2. ^ Clark, R.C., Mayer, R.E., & Sweller, J., “Advances in Cognitive Load Theory,” Computers in Human Behavior, 89, 121-130, 2020.
3. ^ Meredith, S. and B. Newton (2003). “Models of eLearning: Technology Promise vs Learner Needs Literature Review.” The International Journal of Management Education 3(3).
4. ^ Wiki.Laptop.org
5. ^ “Informal description of Laurillard’s Model”. Archived from the original on 2012-08-07. Retrieved 2013-04-04.
6. ^ E-moderating: The Key to Teaching and Learning Online – Gilly Salmon, Kogan Page, 2000, ISBN 0-7494-4085-6
7. ^ Bloom, B. S., and D. R. Krathwohl. (1956). Taxonomy of Educational Objectives: Handbook 1
8. ^ Bååth, J. A. (1982) “Distance Students’ Learning – Empirical Findings and Theoretical Deliberations”
9. ^ Areskog, N-H. (1995) The Tutorial Process – the Roles of Student Teacher and Tutor in a Long Term Perspective
10. ^ Black, J. & McClintock, R. (1995) “An Interpretation Construction Approach to Constructivist Design.”
11. ^ Smith B, Reed P & Jones C (2008) ‘Mode Neutral’ pedagogy. European Journal of Open, Distance and E-learning.”
12. ^ Allen, I. E., J. Seaman, et al. (2007). Blending In: The Extent and Promise of Blended Education in the United States. Needham, M.A., The Sloan Consortium.
13. ^ Salmon, G. (2005). E-moderating, the key to teaching and learning online. Routledge Falmer.
14. ^ Zimmerman, B. J. (Eds.). (1998). “Self-regulated learning: From teaching to self-reflective practice”. Guilford Publications. Retrieved 5 June 2020.
15. ^ Jump up to:^a b Williams, Peter E.; Hellman, Chan M. (2004). “Differences in Self-Regulation for Online Learning between First- and Second-Generation College Students”. Research in Higher Education. 45 (1): 71–82. ISSN 0361-0365.
16. ^ Aparicio, M.; Bacao, F.; Oliveira, T. (2016). “An e-Learning Theoretical Framework” (PDF). Educational Technology & Society. 19 (1): 292–307.
17. ^ Chini, J. J., Madsen, A., Gire, E., Rebello, N. S., & Puntambekar, S. (2012). Exploration of factors that affect the comparative effectiveness of physical and virtual manipulatives in an undergraduate laboratory. Physical Review Special Topics – Physics Education Research, 8(1), 010113.
18. ^ Barrett, T. J., Stull, A. T., Hsu, T. M., & Hegarty, M. (2015). Constrained interactivity for relating multiple representations in science: When virtual is better than real. Computers & Education, 81, 69–81. doi:10.1016/j.compedu.2014.09.009
19. ^ Rau, M. A., & Schmidt, T. A. (2019). Disentangling Conceptual and Embodied Mechanisms for Learning with Virtual and Physical Representations. In S. Isotani, E. Millán, A. Ogan, P. Hastings, B. McLaren, & R. Luckin (Eds.), Artificial Intelligence in Education (Vol. 11625, pp. 419–431). doi:10.1007/978-3-030-23204-7_35
20. ^ Mayer, R. E.; R. Moreno (1998). “A Cognitive Theory of Multimedia Learning: Implications for Design Principles” (PDF).
21. ^ Dawley, L., & Dede, C. (2014). Situated Learning in Virtual Worlds and Immersive Simulations. In J. M. Spector, M. D. Merrill, J. Elen, & M. J. Bishop (Eds.), Handbook of Research on Educational Communications and Technology (pp. 723–734). doi:10.1007/978-1-4614-3185-5_58
22. ^ Yuan, Y., Lee, C.-Y., & Wang, C.-H. (2010). A comparison study of polyominoes explorations in a physical and virtual manipulative environment. Journal of Computer Assisted Learning, 26(4), 307–316. doi:10.1111/j.1365-2729.2010.00352.x
23. ^ Durmu, S., & Karakirik, E. (2006). VIRTUAL MANIPULATIVES IN MATHEMATICS EDUCATION: A THEORETICAL FRAMEWORK. The Turkish Online Journal of Educational Technology, 5(1), 7.
24. ^ de Jong, T., Linn, M. C., & Zacharia, Z. C. (2013). Physical and Virtual Laboratories in Science and Engineering Education. Science, 340(6130), 305–308. doi:10.1126/science.1230579
25. ^ Olympiou, G., & Zacharia, Z. C. (2012). Blending physical and virtual manipulatives: An effort to improve students’ conceptual understanding through science laboratory experimentation. Science Education, 96(1), 21–47. doi:10.1002/sce.20463
26. ^ Laurillard, D. (2006). Rethinking University Teaching: a framework for the effective use of learning technologies. Abingdon, Oxon., RoutledgeFalmer.
27. ^ Galanouli, D., C. Murphy, et al. (2004). “Teachers’ perceptions of the effectiveness of ICT-competence training.” Computers and Education 43(1-2): 63-79.
28. ^ Tam CW, Eastwood A. Available, intuitive and free! Building e-learning modules using web 2.0 services.Med Teach. 2012;34(12):1078-80. doi:10.3109/0142159X.2012.731105
29. ^ Jump up to:^a b Ho, S. (2002). “Evaluating students’ participation in on-line discussions”. Archived from the original on 2016-05-21. Retrieved 2012-07-26.
30.  Ciampa, Dan (1992). Total Quality: A User’s Guide for Implementation. Reading, Massachusetts: Addison-Wesley. p. xxii. ISBN 9780201549928. OCLC 634190702.
31. ^ Jump up to:^a b c d Martínez-Lorente, Angel R.; Dewhurst, Frank; Dale, Barrie G. (1998), “Total Quality Management: Origins and Evolution of the Term”, The TQM Magazine, vol. 10, no. 5, Bingley, United Kingdom: MCB University Publishers Ltd, pp. 378–386, CiteSeerX 10.1.1.574.2414, doi:10.1108/09544789810231261, hdl:10317/441
32. ^ Jump up to:^a b c d Houston, Archester; Dockstader, Steven L. (1997), Total Quality Leadership: A Primer (PDF), Washington, D.C.: United States Navy, pp. 10–11, OCLC 38886868, 97-02, retrieved 2013-10-19
33. ^ McDaniel, Delora M.; Doherty, Linda M. (February 1990), Total Quality Management Case Study in a Navy Headquarters Organization, San Diego, California: Navy Personnel Research and Development Center, p. 1, OCLC 227755405, NPRDC-TN-90-10, archived from the original on October 21, 2013, retrieved 2013-10-20, Effective implementation of Total Quality Management (TQM) to improve quality and productivity is based upon the philosophy and management principles of W. Edwards Deming.
34. ^ United States Department of Defense (1989), Total Quality Management: A Guide for Implementation, Springfield, Virginia: National Technical Information Service, OCLC 21238720, DoD 5000.51-G
35. ^ Total Army Quality Management, Washington, D.C.: United States Army, 1992-06-12, Army Regulation 5–1, archived from the original on February 25, 2013, retrieved 2013-10-19
36. ^ Nelson, Robert T. (1991-01-10), COAST GUARD TOTAL QUALITY MANAGEMENT (TQM) GENERIC ORGANIZATION (PDF), Washington, D.C.: United States Coast Guard, COMDTINST 5224.7, retrieved 2013-10-19
37. ^ Brand, Ron (April 24, 2013). “Transcript of ‘The Underground Storage Tank Program’s Early Management Challenges’ video” (PDF). EPA Alumni Association. Retrieved August 26, 2018.
38. ^ Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 153, ISBN 9780525937258, OCLC 28508067, …the DOD took steps to extend its reach to the thousands of vendors who sell to the department… Thus was born the DOD’s TQM outreach program to all its vendors, large and small. And the TQM banners went up all over America.
39. ^ Jump up to:^a b Juran, Joseph M. (1995), A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality, Milwaukee, Wisconsin: ASQC Quality Press, p. 596, ISBN 9780873893411, OCLC 32394752, retrieved 2013-10-20
40. ^ Holmes, Ken (1992), Total Quality Management, Leatherhead, United Kingdom: Pira International, Ltd., p. 10, ISBN 9781858020112, OCLC 27644834, Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as ‘gurus’) we have come across.
41. ^ Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 4, ISBN 9780525937258, OCLC 28508067, In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices. In my management advisory activities I run into scores of these different programs all parading under the same name. Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new. … However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case.
42. ^ Houston, Archester (December 1988), A Total Quality Management Process Improvement Model (PDF), San Diego, California: Navy Personnel Research and Development Center, pp. vii–viii, OCLC 21243646, AD-A202 154, archived (PDF) from the original on October 21, 2013, retrieved 2013-10-20
43. ^ TOTAL QUALITY MANAGEMENT MASTER PLAN, Washington, D.C.: United States Department of Defense, August 1988, p. 1, OCLC 831675799, ADA355612, archived from the original on October 21, 2013, retrieved 2013-10-19
44. ^ Hoyle, David (2007), Quality Management Essentials, Oxford, United Kingdom: Butterworth-Heinemann, p. 200, ISBN 9780750667869, OCLC 72868446, retrieved 2013-10-19
45. ^ Pfeifer, Tilo (2002), Quality Management: Strategies, Methods, Techniques, Munich, Germany: Carl Hanser Verlag, p. 5, ISBN 9783446220034, OCLC 76435823, retrieved 2013-10-19
46. ^ “Quality Glossary – T”. asq.org. Milwaukee, Wisconsin: American Society for Quality. Retrieved 2013-10-19.
47. ^ “Factsheet: Total quality management (TQM)”. www.thecqi.org. London, England: The Chartered Quality Institute. Archived from the original on 2014-07-03. Retrieved 2013-10-19.
48. ^ “2015–2016 Baldrige Excellence Framework”. www.nist.gov. Gaithersburg, Maryland: National Institute of Standards and Technology. 2009-08-27. Retrieved 2015-01-10.
49. ^ 2011–2012 Criteria for Performance Excellence (PDF), Gaithersburg, Maryland: National Institute of Standards and Technology, 2011-01-12, retrieved 2010-10-20
50. ^ Dusharme, Dirk (August 1995), “Federal Quality Institute Set to Close”, Quality Digest, Red Bluff, California: QCI International, ISSN 1049-8699, OCLC 17469778, retrieved 2013-10-19
51. ^ “European Centre for Total Quality Management”. www.brad.ac.uk. Bradford, United Kingdom: University of Bradford. Retrieved 2013-10-19. The European Centre for TQM has ceased to exist as from the end of August 2009. For all information related to ECTQM and its activities, please contact Professor Mohamed Zairi.
52. ^ Vokurka, Robert J; Stading, Gary L; Brazeal, Jason (August 2000). “A Comparative Analysis of National and Regional Quality Awards”. Quality Progress. 33 (8): 41. ISSN 0033-524X. Archived from the original on 2018-12-16. Retrieved 2014-05-05.