The Role of Total Quality Management in Organizations


The term quality may be considered to include, customer satisfaction, success and competence on the performance. Total quality management is the process by which the organization strives to excel in their production by ensuring that their clients get the best from their produce. The total quality management has been found by organizations to be a beneficial aspect in the attainment of victorious business. Organizational advancement can be reached through various methods. Two of the organizational perfection methods include statistical analysis and quality perfection, while the second method is to boost the efficiency of workers through team building, communication, and solving disagreement. Implementing organizational progress requires cautious and tactically arrangement.

For an organization to be efficient in its production it is a necessity for it to adapt the model of total quality management that should be incorporated in goals, objectives and development of the strategic plans. There are different total quality models used by different organization, in this preparation am going to explain the value of continuous quality improvement as my selected total quality model, (Aquilano, N., Chase, R., & Jacobs F., 2006)

Continuous quality improvement

Continuous quality improvement (CQI) is a joint attempt by organizations to enable people to gain from an enhanced mutual process. It is a method of assessment that consists of the structure, process and evaluation of results whose center of attention is on upgrading efforts to identify the causes of problems, intervention measures to eliminate or reduce the causes and taking action towards correcting the whole process.

Continuous quality improvement is a set of guiding principles as well as a philosophy that signifies the base of a constantly improving organization. Quantitative methods and systematic assessment is applied in an attempt to improve processes in a quality background, and thus the goods and services provided, (Aquilano, N., Chase, R., & Jacobs F., 2006)

Continuous quality improvement is viewed by the management as an element of organizational effectiveness given that it assists in developing and processing surveys and other forms of evaluation, in addition to providing support in course development, assisting with group facilitation, departmental unit reviews and place of work consultations. Continuous quality improvement support teamwork. It works on the basis that teams are more effective as compared to individual in the full analysis of activities. Major characteristics of the continuous quality improvement group work approach include elimination of synthetic work restrictions, work participation and management support.

Considering the fact that continuous quality improvement is a logical means of identifying and eliminating waste in work, it is founded on sound leadership, exceptional human relations and successful communications. It focuses mainly on work processes and the consumers. Continuous quality improvement is a long term development that is never ending; it is evolutionary in performance and radical in its vision, task, impact and capacity, (Claude W. & Johannes L. 1999).

In addition to the above, Continuous quality improvement provides a fast and a continuous payment for travel compensation. This improved process provides satisfaction to employees as well as the external customers. Employee satisfaction is to the advantage of the company since it enables the company to employ and retain highly talented and qualified personnel. Progressive advancement of value has a practical systems assessment move towards, which has changed the improvement and assessment of quality services. Most of the problems experienced when trying to provide quality service results from failure in service provision rather than from being attributable to the providers, this is as have been documented by the continuous quality improvement, (Claude W. & Johannes L. 1999).

Continuous quality improvement is more directed on providing quality service that satisfies the customers’ needs by emphasizing on potential instruction and identifying system issues as opposed to focusing on individual problems or working on a crisis management mode. Being formerly the office of Evidence-Based Surgery, continuous quality improvement promotes the highest standards of surgical care by assessing surgical results in clinical practice. Continuous quality improvement further provides the ground for carrying out health services and clinical research, generation of research proposition, improvement of support based practice guidelines at the college, outcome studies and meta-analysis. In unity with Health Policy and Educational Divisions and Advocacy, Evidence-Based Surgery promotes community policy initiatives in clinical research and provides programs in education. This area also partners with institutions concerned with evaluation of surgical outcomes, (Simnett, I., 1995).

Through collaboration with the American college of surgeons, continuous quality improvement encourages surgeons to take part in clinical trials. It supports courses focused on preparing surgeons to devote part of their professional efforts towards vital clinical and health services research. Continuous quality improvement is efficient in problem identification, for example in states served by National Highway Traffic Safety, accidents occurred causing several deaths and injuries. States and communities tried to address this issue using tools adapted from other communities without success until, until when the National Highway Traffic Safety administration adapted a continuous quality improvement Technical Assistance program whose main goal was to reduce road-related accidents (deaths and injuries).

Other objectives designed for continuous quality improvement Technical Assistance program included, assisting public traffic safety program planners go through when implementation their programs, providing community safety planners with the tools to convey leadership presentations within their safe communities program, help them learn well tune technical skills that lead to direct success in their programs and using the safe communities program, provide them with leadership skills essential for creating a secure community.

It is recommended that the organization should place initiatives and measures to continuous quality improvement for the success of the program, sufficient resources should be provided to train members, facilitators, trainers and team leaders, resources to support implemented process improvements should be identified. The organization should also develop a mechanism to monitor the success and value of its continuous quality improvement program, (Simnett, I., 1995).


There is however lack of consistency in continuous quality improvement due to lack of clear and in print policies. There is also different outlook because there is lack of well documentation and formality on the existing policies and procedures that manage the continuous quality improvement and therefore before an organization’s leadership decides to incorporate the continuous quality improvement total quality model into the organization’s strategic planning process, it should put into consideration certain factors for the continuous quality improvement to be successful. Such factors may include, viewing the expenditure of resources for continuous quality improvement as an investment in the future of the organization and ability of the organization to support the time devoted by the employees.


Aquilano, N., Chase, R., & Jacobs F., (2006). Operations management for competitive advantage (11th ed.). New York: McGraw-Hill.

Claude W. & Johannes L. (1999). Achieving Quality through Continual Improvement. New York: Wiley.

Simnett, I. (1995). Health endorsement and supervision: Communities & Organizations progress. John Wiley & Sons, Chichester.

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