What is the connection between overall quality management and SIG SIGMA?

Overall quality management and six SIGMA® are quality improvement programs designed to reduce the level of defects in production processes. The overall quality management (TQM) was developed by a group of technicians and started in the 1950s. TQM, characterized by the allocation of resources by an independent quality management department, TQM spreads widely between corporations, helping to reduce the level of defects and time and waste of resources in the production environment. Six Sigma® was developed by a group of General Directors (CEOs) at the age of 80 to expand and focus the goals set by TQM. Unlike TQM, SIX SIGMA® occupies that quality should not be a separate department within the organization, but an integral part of business practices. The instructions and philosophy developed by TQM technicians have been vaguely defined to match many business models, and offer no clear strategy of endpoints. Six Sigma®, on the other hand, capitalized the achievements of TQM in the effectiveness of the production process and at the same timeOmil that the strategic goals of the best corporation officers need to be preferred. SIX SIGMA® sets goals for achievements within each company department, not only the production line to meet the goals of the company and to achieve the growth of customer satisfaction.

TQM and SIG SIGMA® share some methodologies such as the use of standard statistics and cost analysis/benefits. However, SIX SIGMA® uses only those analytical tools focused on individual project objectives and generally examines expenditures more closely to ensure that the investment achieves the expected revenues. TQM seeks to ensure standard performance, according to industry recognized ISO 9000 measures; However, six Sigma® attempts to increase expectations to push growth. The roles of individuals who serve TQM and six Sigma® programs also differ. Devoted TQM generally performs career positions within the quality of quality assurance, while SIX SIGMA® leader serves only temporarily for securingCalculation of compliance with the department regulations and maximum success objective.

In particular, TQM favors the development of several discrete quality management experts who can work almost as a neutral party in evaluating programs and processes in business. On the other hand, the connection of management to SIX SIGMA® practices is required at all levels - from top to bottom - with leading roles assigned in the hierarchical ranking. Executive leaders develop visions, allocate resources for new projects, and organize information flows and production processes. Individuals in medium management perform carefully monitoring of compliance with SIX SIGMA® standards, D coach or train subordinate in their methodological applications for their specific assigned projects. Although TQM and SIX SIGMA® seek to achieve the same results, they work very differently in business environments.