How to Integrate QMS & TQM

I remember when we were implementing ISO 9001, we had consultants for implementation of ISO 9001, and as well management has another consultant for TQM. Both these consultants never see each other. Both had same agenda to improve the performance, but were working parallel and at times countering each other. During those days, there were separate teams working under both and resulted in creating parallel systems.

Generally now days this trend continues in large scale companies. For medium and small sectors if there is a consultant he either looks in QMS or TQM.

When there is integration of various management system is possible, why not have an integration of TQM and QMS.

The basic differences are as follows and normally the arguments are as below:

TOM	QMS
A focused way of improving	First documenting all the processes and then demonstrating the effectiveness
More of data review, less document oriented.	Data review , effectiveness is in the later phase of implementation of system
Results are immediately evident on completion / progress of projects	Results are related to objective setting, CAPA,IQA analysis,  Rejections, process monitoring,  relatively later part of implementation
Identify and improve continually	Write what you do & Do what you write

 

Generally QMS becomes stagnant once the certification is complete, and reviewed only once in year before audit. At the same time TQM brings in fresh air with defined approach, focused review, expert guidance and time bound actions with results.

However, in spite of this, both the system has more commonalities:

1.       The objective of the organization – to improve the performance

2.       Principles are same- Team work, PDCA, customer satisfaction, leadership

3.       Move towards sustained success.

4.       Calls for close review of processes.

The management system is now a need of modern business, and improvement is way of life. Hence it is better to integrate both and get maximum benefits.

How to achieve the integration:

1.       Discuss with top management and formalize the plan.

2.       Ensure that the team talks to each other.

3.       QMS helps in documenting the processes / current practices. Hence this is the first step.

4.       During implementation of QMS, the TQM activity can be initiated.

5.       The integration can be initiated with management first.

6.       The objective setting, process review, CAPA, complaints, customer feedback is the areas to be considered first for integration.

7.       The specific TQM activity such as 5S, Kaizen, Process review, six sigma can then be attached to the documented system.

8.       Reviews can be together for assessing the implementation.

9.       The changes in processes, infrastructure, and product must then be documented as part of change of system in QMS.

10.   It is important to be flexible because there can be too many small changes.

 

Simple example can be:

If the material is stored in identified bins, with particular system for retrieval. If the same is changed by taking project on 5S, inventory management to improve the storage condition, fast retrieval; the changes must be documented in work instruction, inventory records related software system, and changes in infrastructure are recoded as handling instruction & process of training must be available.

The result of such changes must be part of objectives, process monitoring of stores.

 

The soft side of integration:

The management generally tends to give more attention to the TQM projects since the results are visible. However if these results are to be sustained and tracked, the basis is provided by QMS or related management system.

To summarize:

The TQM, QMS are not isolated ways though apparently it is felt that way. It is the management involvement, team work and clarity in concept which can bring together the best of both.