Journal of Quality and Technology Management

Volume III, Issue I1, Dec 2007, pg 87-97

APPLICATION OF TOTAL QUALITY MANAGEMENT IN

EDUCATION

M.S. Farooq, M. S. Akhtar, S.Zia Ullah

Institute of Education and Research, University of the Punjab,Lahore.
R.A. Memon
Department of English, University of Sindh, Jamshoro

Abstract
The purpose of the paper is to analyzing thoughts of the modern management paradigm
“Total Quality Management” (TQM), and its application in the field of education. The
basic theme of TQM is participatory approach to address the question(s) of quality in
business aswell as in the field of education. Reviewing fresh literature from the internet
and other sources, the works of W. Edward Deming’s: fourteen principles for quality
assurance, Philip Crosby’s: fourteen points for quality management & the idea of zero
defect, and J. Juran’s three areas: quality planning, quality improvement and quality
control are discussed. This organizational management move is
paying attention towards quality, which
INTRODUCTION is due to the collaboration of members of
organization, and focusing on long range
People want to do their best and it is the profitability through customers’
management’s job to provide contentment, including benefits to
environment through continuous society. It is the “integration of all
improvement of the system, is the functions and processes within an
assumption, at which Total Quality organization in order to achieve
Management is based. Total Quality continuous improvement of the quality of
Management (TQM) is an art of good services” (Akhtar, 2000;
organizing the whole to achieve Besterfield, Michna, Besterfield & Sarce,
excellence. It is enrichment to the 2004; Fitzgerald, 2004). TQM has a
conventional way of managing business. strong impact on the values, culture, and
It helps for survival in the global mind-sets within an organization by
antagonism. This is not only a providing technological modifications
philosophy but also a set of guide lines (Boje & Winsor 2005).
and regulations for ongoing
improvements for the services and/or The history of quality control is
products offered to customers. Human undoubtedly as old as industry itself.
resources and quality methods are Total Quality movement was started after
utilized to improve all the processes to the 2nd world war in industry, but on large
satisfy all the needs of the clients. It scale it attracted attention in 1980s, when
integrates fundamental techniques, Japanese captured a large share of world
prevailing efforts and practical gear, market under the slogan “Made in Japan”
which are being operated under a (Akhtar, 2000;
disciplined approach of management.

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

Besterfield, Michna, Besterfield & Sarce, for purpose. Excellence is an aspiration

2004). After wards this concept shifted and striving for the best.
into other fields of life to improve the
performance by quality management. Mass inspection is one of the
Later on this movement entered into the organizational important strategies in
field of education to have improvements achieving the targets. Deming (1991) a
in all walks of education. key person in TQM movement, in this
regard, thinks that inspection with the
Quality is the entirety of facial aim of finding the bad ones and throwing
appearance and distinctiveness of them out is ineffective and costly.
creation or service that bears a capability Quality is only the end product of mass
to congregate an acknowledged or assessment but also from development of
implied want (Arnold & Holler, 1996; the procedure. He (1991) states that
Ross & Joel, 1999). According to Juran management’s role is to asses origin of
(1988) it is fitness for use and according the problems; the system or the people’s
to Crosby (1979) it is conformance to activities. He opined that it is the
requirement. The concept of quality managers, not workers who are
according to Sallis (1997) is usually responsible for 85% of the defects in
considered in two ways: Procedural products or service. According to
concept of quality and Transformational Deming (1991), 85% performance of
concept of quality. Procedural concept is workers is assessed through the system in
concerned with measuring up and which they work and 15 % is determined
ensuring conformity to a predetermined by short of skills. Workers aren't bad but
specification. The question that is asked the system is not perfect. Deming says
is does this good or service do what is that people work in the system and
asked or expected from it? This is fitness management creates the system. As a
for purpose. Transformational concept of pioneer of TQM movement Deming has
quality views quality as a complex contributed several works: Fourteen
process with a wider canvas. It focuses points, the system of profound
on the softer and more intangible aspects knowledge, PDCA Cycle, Seven Deadly
of quality. It has less to do with systems diseases. This paper presents summary of
and procedures and more to do with the Deming's fourteen points in the next
continuous improvement and pages:
organizational transformation. These
softer concepts are care, services and 1. Generate Reliability of Function for
social assistance being provided. This Perfection of Merchandise and Service
type of quality can be achieved through
exercise of leadership, which establishes Develop a system for the up gradation
a vision that translates into clientage and betterment of the teaching learning
services. This approach is about processes. The focus should be on the
improving the system. It is about “doing intention that product of the system
things right, not just doing the right would be valuable and be capable to
things. This concept of quality aims for participate and fulfill the societal needs
excellence and is satisfied with fitness and desires in a purposeful manner.

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

Organizations must develop a long-term should be paid to learning processes

view and program to sustain in the field rather than the rating processes.
for a range of goals and objectives.
Novelty is created and measures are 5. Develop Persistent and Everlasting
adopted to guarantee the sustainability of System of Production and Service
wares and services for long term.
Traditional models of management focus In education the focus should be on the
only in defining the purpose of the improvement of teaching learning
organization where as Deming (1991) processes Deming (1999). This can be
suggests more than that: reliability of done by using the findings and results of
function. the latest researches in these areas. The
best techniques, strategies and methods
2. Implement Innovative Ideas should be adopted and evaluated
accordingly. This process of
Adopt new philosophy of finding facts improvement of production or services
through data. Clinch new management would be constant in nature.
ideas; awaken the leadership for their
responsibilities and challenges for 6. Institute Training
change. For the new economic age,
management needs to take leadership for Establish a mechanism of continuous
change into a learning organization. New training on the job for members of the
methods like participation and discussion faculty, allied staff and administration of
method, problem solving method, project educational institutions. Each of them
method, and experimental work is used should follow the vision and mission of
in teaching at all levels. the organization through their
commitment and improvements in the
3. Stop Dependence on Mass institutes.
Inspection
According to Deming (1991), without 7. Develop Leadership
improving the system the dream of
quality can’t turn up into reality. School leadership’s role should be shifted
Inspection services can not result into from inspection to supervision. These
improvement of the service or product. supervisory practices should be to help
The quality can live achieved only and guide the members of the staff for
through learning experience to masses, adopting new paradigms of quality
which towards quality assurance. assurance. Supervisors may be so smart
to help the colleagues how to use the new
4. End Grading Practice materials and technologies in their
teaching and make learning a joyful
TQM, philosophy focuses on the fact that activity for the young learners.
the grading practices in organizations Supervisors are to lead people not to
should be stopped because ratings of punish. Ho (1999) proposed that leading
people create harmful results. Attention should consist of serving work force for

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

better performance to learn by objective efficiency should be eliminated. This is

methods. to do so because slogans create adverse
effects on the performance of the
8. Drive out Fear teachers and the students. The causes of
low quality of productivity and
Fear is enemy of creativity, which is a achievements belong to the
key factor in continuous improvement. organizational system of education rather
Therefore, Deming (1991) suggests than the educators and learners.
driving out fear in all walks of the
organizations both industry and 11. Eradicate Numerical Quotas for
education. This is how everyone will Staff
perform bettering the system. This can be
done by preparing and encouraging Quotas are for the quantity of work done
people for taking risks boldly. Fear can rather than the quality of work.
be thrown out from the organization by Management should learn and adopt the
creating an environment of dignity and methods for improvement. When
respect. If we behave with respect and quantity is required according to a fixed
dignity then the members of the amount them the quality will certainly go
organization will provide innovative down. New policies for quality work
ideas for improvements. should be shared with the members of
the organization for a continuous
9. Maximize the Effort of Team Work ongoing process of system improvement.
Work force will ensure the sustainability
Quality of the educational organization and productivity in light of the new
can be optimized by developing a sense adopted policy.
of cooperation and collaboration among
the members of the institutional groups. 12. Eliminate Barriers to Satisfaction
Therefore, Deming (1991) argued to and Pleasure of Workmanship.
break down barriers between
departments. Strategies for the Majority of teachers want to perform
improvement of collaboration as a team better. Therefore remove barriers that rob
work should be adopted. This dynamics students, principals and other supporting
can be ensured by time management. staff of their right of joyful events. This
leads towards the end of rating practices.
10. Remove Slogans and Catchphrases Management’s responsibility must be
moved from quantity to quality. Some
Slogans and buzz words have the common barriers are conflicting or
assumption that the staff members can ambiguous goals, changing directions
perform better if they will try harder and from the authorities, fear of mistakes,
harder. This makes angry rather than to lack of information and training deficient
inspire the members of the staff. Such feed backs on achievements.
targets and catch words for educators and
learners in the educational institutes for 13. Encourage Education and Self
ideal achievement and new echelon of

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

Improvement for Every One quality approach which is three-part

process based on a staff at different
The school authorities should be retained levels making their own unique
in new techniques and philosophies of contributions to quality improvement.
management through collaborative Senior management has strategic view of
efforts and shared decision makings organization; middle management takes
(Lunenburg & Ornstein, 1996). This an operational view of quality; workforce
principle is related to the continuous is responsible for quality control. Juran
improvement of the system. It relies on systems and problem solving
encourages the staff and the workers to techniques .He focused on top-down
get knowledge about the challenges and management and technical methods.
demands of the field. Continuous According to Ho (1999), Juran's three
improvements in quality will lead the aspects are divided into these
work force to develop new skills, new components.
ways of carrying out their job efficiently.
1. Quality Planning

14. Accomplishing the Change For quality planning the management has
to identify the customer. Their needs
Transformation of the preceding 13 should be properly determined and
points is extremely important. It is not addressed accordingly. Those needs
the administrator's job only, but all part should be in understandable language
of administration to contribute and make and the product should be able to
sure the implementation of the above 13 respond the needs of the customers.
principles. The school administration Optimize the product features so as to
should be with comprehensive plan of meet our needs and customers needs.
action for quality tasks. This is the
comprehensive message for the 2. Quality Improvements
assurance of quality in any organization.
The emphasis is on teamwork, There should be a process which is able
collaboration and using everyone's to produce the product. Optimization of
respective expertise, which makes the this process is very essential for the
transformation possible. It is the improvement of quality of goods or
management’s role to star a never ending service.
process of improvement. Implementation
of the quality policy will be based on a 3. Quality Control
sound infrastructure.
For the purpose of quality control it is
Juran (1988) suggested wonderful needed to develop a process that can
strategies for improvement of quality in produce the product under operating
all walks of business life. He gave the conditions. All the process for quality
concept of quality trilogy that is “Quality control should be operative. Juran (1988)
planning, quality improvement and focuses not only on the end customers,
quality control” He developed a strategic but also cares the internal and external

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

customers. Every one in the organization communication with motivation. The

must consider the fitness for use of entire results of communication are real and
product at each stage of production. long-lasting; the results of motivation are
shallow and short-lived. Develop a
Crosby (1992) another guru in TQM policy for quality which states
gave two very appealing and powerful expectations from the individuals to
ideas in quality. The first idea is that perform exactly like the requirements of
quality is free. It means that there is no the students. Quality enhancement is a
need to prevent the waste and practical way to profit improvement.
inefficiencies in the system because it Helping management recognize it must
costs more or less equal. The second idea be personally committed to participate in
of Crosby for quality is of zero defects, the program raises the level of visibility
which means that, errors, failures, waste, for quality and ensures everyone's
and delay all the inequality things can be cooperation so long as there is progress.
totally eliminated if the institution has
the will. According to Willborn & Cheng 2. Quality Improvement Team
(1994) and Crosby's (1992) “absolutes of
quality are: quality is defined as There should be a team comprising of
conformance to requirements, not organizational heads to look after the
goodness, the system for achieving affairs related to quality issues in the
quality is prevention, not appraisal, the establishment as a whole.
performance standard is zero defects, not Representatives from all the departments
that’s close enough and the measurement should be the members of the quality
of quality is the price of improvement team. These should be
nonconformance, not indexes”. Crosby's people who can speak for their
(1992) stresses motivation and planning departments to commit operations to
rather than statistics and has fourteen actions. Preferably, the department heads
points about quality management which should participate at least on the first go
have a different mode with same around. Crosby (1979) suggested that
message. These fourteen points are members of team be provided orientation
comprehensively given as under: of the content and purpose of the
program. Their roles should be
1. Management Commitment explained, which are to cause the
necessary actions to take place in their
Higher authorities should be persuaded departments and the company. All the
from the need of quality and it must be tools necessary to do the job will be
communicated to whole organization in together in one team. It works well to
written form. This policy must be appoint one of the members as the chair
consisted of the expectations and needs of the team for this phase.
of the customers. Crosby (1979)
discussed the need of quality 3. Quality Measurement
enhancement with the help of
management; emphasizing the need for Every activity should be measured
defect prevention. Do not confuse properly for the purpose of required

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

quality. The level of the quality should be organization. They must understand the
determined through out the organization. importance of product conformance and
Each area for quality must be reviewed. the costs of non-conformance. The costs
Quality status record will indicate the of non quality should be shared with the
aspects where the corrective measures employees of the organization. This is
for quality are needed and how can be done by training supervisors to orient
documented in future (Crosby, 1979). A employees and by providing evidences
number of ways can be adopted for for the purpose of quality improvement
measurement of procedures. If a through communication material such
supervisor says that his area is as booklets, films and posters Crosby
completely immeasurable, he can be (1979). Don't confuse this with some
helped by asking how he knows who is get motivated- quick scheme. It is a
doing the best work, how he knows who sharing process and does not involve
to keep and who to replace. Formalizing manipulating people. This is an
the organization measurement system important step. It may be the most
strengthens the inspection and test important step of all. Service and
functions and ensures proper administrative people should be
measurement. included just like everybody else. The
real benefit of communication is that it
4. Price of Quality gets supervisors and employees in the
habit of talking positively about quality.
The costs of quality should be estimated
for the areas where quality
improvements will be beneficial.
Initially these estimates may be faulty
but later on these must proceed to 6. Corrective Action
definite figure. School heads office
should do this assignment. They should Take corrective action as a result of
be provided with detailed information quality measurement and cost of quality
on what constitutes this cost for quality. Crosby (1979). People are allowed to
These cost estimates will enable to talk about their problems, so corrective
identify that where the corrective measures can be made involving not just
measures will be praise worthy. Higher the defects found by inspection, audit or
costs will that more actions are to taken. self-evaluation, but also less obvious
Having the established cost of quality, it problems as seen by the working people
removes any suspected bias from the themselves that require attention.
calculation. So measurement of quality Problems of the workmen should be
management performance will be brought into notice in the meeting of
established in the organization's system. supervisors at every level. Those that
cannot be resolved are formally passed
5. Quality Consciousness up to the next level of supervision for
review at their regular meeting. If a
Create quality awareness among the specific functional area does not hold
staff members of the educational such meetings, the team should take

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

action to establish them in that steps in the organization. All managers

department. Individuals soon see the must understand each step well enough
problems brought to light are being faced to explain it to their people. The proof of
and resolved on a regular basis. The habit understanding is the ability to explain it.
of identifying problems and correcting Eventually all supervisors will be tuned
them is the beginning. into the program and realize its value for
themselves. Then they will concentrate
7. Zero Defects Planning their actions on the program.

Committee must be formed for planning 9. Celebration of Zero Defects Day

of a program appropriate (zero defects)
to the organization (Crosby, 1979). Arrange for celebration of a day which
Members of the staff should be selected signals that organization has a new
for investigation of zero defects standard to adopt. Establishment of zero
paradigm and its implementation in the defects, as the working standard for the
school. It must be understandable for the company should be made in a single day.
manager that zero defects is not That way, everyone understands it the
motivation program. Its purpose is same way. Supervisors should explain
communication of the fact that zero the program to their people and do
defects means every body has to do something different in the facility so
things right. This must be transmitted to everyone will recognize it is a "new
every member of the team. In particular, attitude" day. Making a day of the zero
the adhoc group should seek ways to defects commitment provides an
match the program to the organization's emphasis and a memory that will be long
personality. Improvement comes with lasting.
each step of the overall program. By the
time zero defects day is reached, as much
as a year may have gone by and the
initial improvement will be flattening 10. Goal Setting
out. At that point, the new commitment
to a specific goal takes over, and the “Individuals must establish improvement
improvement begins. Setting up the goals” (Crosby, 1979). These goals may
adhoc committee to study and prepare be for the period of 30, 60 or 90 days.
the implementation ensures the goals of Supervisors will guide the educators and
the program will be firmly supported by the staff for the accomplishment of such
the organization's thought leaders. goals. These goals should be of
measurable natures.
8. Supervisors’ Training
11. Errors Cause Removal
Members of the management should be
trained for implementing their role for Principals should encourage the team
the quality enhancement program Crosby members for informing them about the
(1979). Conduct an orientation program causes which avert them for
formally before implementing the quality accomplishing error free tasks. This is

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

not a suggestion system. All they have to They also bring the professionals
list is the problem; the appropriate together on a regular basis.
functional group will develop the answer.
It is important that any problems listed 14. Repetition of Actions
be acknowledged within 24 hours.
People now know their problems can be All the above steps (1-13) should be
heard and answered. Once employees repeated. This will ensure a non stop
learn to trust this communication, the quality improvement process. The typical
program can go on forever. program takes the time for 12-18 months.
By that time, turnover and changing
12. Appreciation situations will have wiped out most of
the education effort. Therefore, it is
A move for quality products and services needed to form a new team and repeat
can be launched and sustained by this process again and again. Schedule a
recognizing the outstanding performance zero defects day as an anniversary or
of the members of the working group. give a special lunch for all employees.
Awards should be given to those who The point is that the program is never
performed up to the set standards. It is over. Repetition makes the program
wise not to attach relative values to the perpetual and, thus, "part of the
identification of problems. Problems woodwork." If quality isn't ingrained in
identified during the error cause removal the organization, it will never happen.
stage should all be treated the same way
because they are not suggestions. The The total quality management principles
prizes or awards should not be financial. are very effective in business as well as
Recognition is what is important. in education. Mehrotra (2006) thinks that
Genuine recognition of performance is TQM principles can be helpful for the
something people really appreciate. They working at educational institutes by
will continue to support the program “redefining the role, purpose and
whether or not they, as individuals, responsibilities of schools. Schools
participate in the awards. should be improved as a way of life.
13. Quality Councils Comprehensive leadership training at all
the levels should be planed. Attitudes and
Regular meetings of the heads of the beliefs of school staff should be properly
schools and the quality consultants be addressed. Policy and practices should
over there. The members of this council follow the research based information.
will share ideas and experiences with Comprehensive childdevelopment
each others in the meetings. Meetings of initiatives, which cut across a variety of
the professionals and the heads will help agencies and institutions, should be
to solve the problems and designs the designed”.
ways how to create the quality culture in
the educational institutes. These councils In order to achieve the above as
are the best source of information on the opportunities to the academic scenario, in
status of programs and ideas for action. addition to patience, participatory
management among well- trained and

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 Journal of Quality and Technology Management
Volume III, Issue I1, Dec 2007, pg 87-97

educated partners is crucial to the success educational reform. Operating a no-fear

of TQM in education; everyone involved TQM system with a focus on continuous
must understand and believe in growth and improvement offers more
principles. Some personnel who are excitement and challenge to students and
committed to the principles can facilitate teachers than a "good-enough" learning
success with TQM. Their vision and environment can provide.
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