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Difference between TQM and ISO 9000 |
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If you have any questions about our Quality Matrix, or wish to make any comments, please feel free to send a message to us at quality@artige.com. |
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| Overview |
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This analysis is just one of many comparisons that are offered as part of the Artige Quality Matrix, which can be seen here in its original form. The definitions that are used in these comparisons are the ones that we at the Artige Company use internally and with our clients, derived from the research that we perform as a matter of due course. These definitions are derived from natural laws of physics and statistics, in order to screen our work from the effects of the business press. The original article where these terms are discussed appears here. In other words, we like to think that this work will withstand the scourges of time and not be categorized as "management du jour". |
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| TQM |
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Definition |
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This is the foundation of the quality methodologies, as conceived by Deming. However, Deming never wanted to codify quality-oriented practices under a theory. He was more interested in the practice end of things. So that left a vacuum that others have rushed in to fill. This means that there is no true body of TQM theory that will increase the quality of products delivered. Instead, Deming left us with his "14 Points of Management", a toolkit that lists all of the concepts that have to do with quality one must be aware of when designing processes. A description of what a quality organization is, not how to accomplish quality. |
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Strange though that at face value those fourteen points left by the quality practitioner seem to be more philosophy than a framework or methodology in which one can design a quality business process. Each one of those points can give rise to a framework and practice in themselves, and there is no fixed manner in which those frameworks can be expressed. So it seems that TQM is readily left open to the reader's interpretation. |
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TQM includes both an empirical component associated with statistics, and an explanatory component that is associated with management, of both people and processes. The terms "hard" and "soft" are commonly used to represent these two components. TQM brought recognition to the fact that tasks can be categorized as value adding or not. The obvious corollary is that non-value adding tasks would be eliminated and the value adding ones improved. Many process design and operation tools have been highlighted in TQM, such as statistical process control, Kanban, and flexible organization, just to name the tip of the iceberg. |
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Note that at the Artige Company, we have mapped TQM back into the natural laws, of physics, general systems theory, thermodynamics and statistics, in order to provide a reference point to work from. This gives us the theoretical backing that Deming declined to document. So while Deming may have provided businesses with a 14-point philosophy in which processes can be designed, we are now able to approach business process design exercises with a firm determination as to what is feasible. |
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| ISO 9000 |
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Definition |
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It is one thing to claim that one's firm produces quality products, but it is another for your trading partners to know that this is true. So a bureaucracy was established where third parties could verify a company's claims of quality products. Question is, how do you measure quality? The answer is to document a firm's practices and audit the firm for compliance to its own procedures. |
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This methodology involves administrating a culture of rules and documentation. A natural fit for enterprises that already operate under a bureaucratic culture. The documentation includes not only current practices, but also the methods for implementing process changes. The audit is meant to verify whether the firm follows the documented rules it wrote up. So in other words, ISO 9000 does not ensure that a product or service is has quality about it. Rather, ISO 9000 certifies that certain process were used, and provides for the manner in which the fact that these processes were used will be confirmed. The assumption is that in always following the same method, the same product (of quality or otherwise) will be delivered. |
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| The Difference |
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The Differences and / or Similarities |
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At first glance, one would think that TQM and ISO 9000 do not have much in common, other than the fact that they both deal with the topic of quality. One is a philosophy of what makes up a quality organization, and the other is a set of rules that a quality organization might undertake. However, they both do share a common defining characteristic that is critical to understanding both of these notions. That is, neither one will proscribe how quality is to be deployed in an organization, nor how to explicitly design a business process that is profitable while simultaneously satisfying the customer. |
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The difference is that TQM, through its 14 Points, provides guidance that an organization can reference when designing their processes and operations, while ISO 9000 does not provide process design guidance, but instead allows a firm to declare its operational practices and has a mechanism to confirm that the organization follows those declared processes. |
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The other point we like to bring up whenever a comparison to TQM is made, is that ISO 9000 could be considered a subset of TQM. In this instance, ISO 9000 would be covered by Deming's first point, "Create constancy of purpose ...". Deploying a process where your business processes are documented and audited would be one way that constancy could be implemented. That is not to say it is the only method available. |
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