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# Quality Management Systems
- URL: https://www.pesec.no/quality-management-systems/
- Published: 2016-10-17T09:00:00.000Z
- Updated: 2020-04-15T13:19:43.000Z
- Description: Comparison of Japanese Total Quality Control, Total Quality Management, Deming’s System of Profound Knowledge, Lean, Business Process Reengineering, and Six Sigma.
- Author: Bruno Pešec
- Tags: Quality Management, Deming, Lean, Six Sigma

This post provides concise overview of six Quality Management Systems, based on the work of [Professor](https://www.researchgate.net/profile/Andrea%5FChiarini?ref=pesec.no) [Andrea Chiarini](https://it.linkedin.com/in/andreachiariniitaly?ref=pesec.no). He studied and compared Japanese Total Quality Control (JTQC), Total Quality Management (TQM), Deming’s System of Profound Knowledge (Deming’s), Lean, Business Process Reengineering (BPR), and Six Sigma.

Quality Management Systems are compared on the basis of the following points:

1. Results and benefits (Table 1)
2. Management style (Table 2)
3. Deployment of the system (Table 3)
4. Employee management, deployment and participation (Table 4)
5. Voice of the customer (Table 5)
6. Tools, techniques and IT (Table 6)
7. Optimisation of the system (Table 7)
8. Day-by-day check and control of the results (Table 8)
9. Review of the system (Table 9)

## Table 1: Results achieved and benefits

| QMS       | Results achieved and benefits                                                             |
| --------- | ----------------------------------------------------------------------------------------- |
| JTQC      | Customer satisfaction and quality assurance                                               |
| TQM       | Customer satisfaction, COPQ and CSR performance                                           |
| Deming's  | Customer satisfaction, staff satisfaction and all the stakeholders                        |
| Lean      | Reduces waste, cost reduction system, particularly increases value added for the customer |
| BPR       | Cost reduction system, customer satisfaction, streamline and downsize oriented            |
| Six Sigma | Customer satisfaction, cost reduction system, particularly concerning COPQ                |

## Table 2: Management style

| QMS       | Management style                                                                                                                                                                       |
| --------- | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
| JTQC      | Long-term oriented, management by fact, respect for humanity, participatory management and capacity to involve all the staff                                                           |
| TQM       | Long-term oriented, management by fact, capacity to involve all the staff, participatory management                                                                                    |
| Deming's  | Clear view of the system of profound knowledge, long-period oriented, not particularly focused on numerical targets, promoting cooperation and not competition, being a ‘psychologist’ |
| Lean      | Long-term oriented, management by fact, respect for humanity, participatory management and capacity to involve all the staff                                                           |
| BPR       | ‘Aggressive’ and autocratic top management. Long- and short-term oriented                                                                                                              |
| Six Sigma | Long-term oriented, management by fact, capacity to involve all the staff, participatory management                                                                                    |

## Table 3: Deployment of the system

| QMS       | Deployment of the system                                      |
| --------- | ------------------------------------------------------------- |
| JTQC      | Hoshin kanri                                                  |
| TQM       | Hoshin kanri and other particular systems for deployment      |
| Deming's  | No particular systems for deployment                          |
| Lean      | Hoshin kanri                                                  |
| BPR       | No particular systems for deployment                          |
| Six Sigma | Use of a specific DMAIC pattern, DFSS within design processes |

## Table 4: Employee management, development and participation

| QMS       | Employee management, development and participation                                                                                                                                                                           |
| --------- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- |
| JTQC      | Use of quality control circles. Maximum involvement, respect for humanity, improvement of human potential. Education and training for the best-practices. Extrinsic and intrinsic motivation trade-off.                      |
| TQM       | Use of quality control circles and other improvement teams. Maximum involvement. Education and training for the best-practices. Extrinsic and intrinsic motivation trade-off. Training on quality tools and problem solving. |
| Deming's  | Use of quality control circles. Maximum involvement. Cooperative employees rather than competitive. Intrinsic motivation has to be developed. Quality training for reducing variation.                                       |
| Lean      | Use of Kaizen events. Maximum involvement. Respect for humanity, improvement of human potential. Training on specific tools. Extrinsic and intrinsic motivation trade-off.                                                   |
| BPR       | Use of reengineering teams with a ‘Czar’ as team leader. People involvement, structured hierarchy. Extrinsic motivation leads people. Training for specialists of mapping and reengineering.                                 |
| Six Sigma | Improvement teams, certified yellow and black belts as team leaders. Maximum involvement, structured hierarchy. Extrinsic motivation leads people. Training on quality tools and statistics.                                 |

## Table 5: Voice of the customer

| QMS       | Voice of the customer                                                                |
| --------- | ------------------------------------------------------------------------------------ |
| JTQC      | Voice of the customer defined in relation to competition.                            |
| TQM       | Voice of the customer defined in relation to competition.                            |
| Deming's  | Voice of the customer is defined in observance to stakeholders’ needs.               |
| Lean      | Voice of the customer is defined for the value added, processes are ‘demand driven’. |
| BPR       | Voice of the customer defined in relation to competition.                            |
| Six Sigma | Voice of the customer defined in relation to competition.                            |

## Table 6: Tools and techniques, IT

| QMS       | Tools and techniques, IT                                                                                                                |
| --------- | --------------------------------------------------------------------------------------------------------------------------------------- |
| JTQC      | Typical quality tools (basic, managerial and advanced). Problem Solving, quality audits                                                 |
| TQM       | Typical quality tools (basic, managerial and advanced). Problem Solving tools.                                                          |
| Deming's  | Quality tools are important, even if each organisation choose its own tools based on the theory.                                        |
| Lean      | Uses specific and well-coded tools invented in the TPS.                                                                                 |
| BPR       | Tools for analysing and mapping processes, tools for problem solving. IT for mapping and reengineering the processes                    |
| Six Sigma | Typical quality tools (basic, managerial and advanced). Problem solving and project management tools. IT for managing statistical data. |

## Table 7: Optimisation of the system

| QMS       | Optimisation of the system                                                                                                |
| --------- | ------------------------------------------------------------------------------------------------------------------------- |
| JTQC      | The entire system should be performed for all the systems.                                                                |
| TQM       | The entire system should be performed for all the systems.                                                                |
| Deming's  | The entire system should be performed for all the systems.                                                                |
| Lean      | The entire system should be performed for all the systems.                                                                |
| BPR       | The entire system should be performed for all the systems. Few processes or departments can be affected by reengineering. |
| Six Sigma | The entire system should be performed for all the systems.                                                                |

## Table 8: Day-by-day check and control of the results

| QMS       | Day-by-day check and control of the results                                                      |
| --------- | ------------------------------------------------------------------------------------------------ |
| JTQC      | Non-conformities indicators. Quality audits, status of the corrective and preventive actions.    |
| TQM       | Performance indicators.                                                                          |
| Deming's  | Performance indicators. No use of targets. Methods are more important than goals.                |
| Lean      | Visual control and management. Performance indicators including Lean metrics.                    |
| BPR       | Performance indicators.                                                                          |
| Six Sigma | Performance indicators. Certification of the improvement projects using sigma level and savings. |

## Table 9: Review of the system

| QMS       | Review of the system                                         |
| --------- | ------------------------------------------------------------ |
| JTQC      | Quality indicators. Hoshin kanri.                            |
| TQM       | Performance indicators. Self-Assessment. Benchmarking.       |
| Deming's  | Review of the theory.                                        |
| Lean      | Hoshin kanri. Performance indicators including Lean metrics. |
| BPR       | Performance indicators.                                      |
| Six Sigma | Performance indicators in particular COPQ.                   |

## Concluding Remarks

In this post I presented the work of [Professor Chiarini](https://www.researchgate.net/profile/Andrea%5FChiarini?ref=pesec.no), as I found it useful for quick comparison of different Quality Management Systems. Out of six presented systems, Lean and Six Sigma are definitely most popular and most widely spread. [Michel Baudin](http://michelbaudin.com/about/?ref=pesec.no) wrote a great post [comparing Lean, TQM, Six Sigma, ToC, Agile, and BPR](http://michelbaudin.com/2013/01/09/mit-article-comparing-lean-tqm-six-sigma-and-related-enterprise-process-improvement-methods/?ref=pesec.no). It is a lengthy read but well worth your time.

## References

Chiarini, A., 2012\. [From Total Quality Control to Lean Six Sigma : Evolution of the most important Management Systems for the Excellence](https://www.amazon.com/Total-Quality-Control-Lean-Sigma-ebook/dp/B00A9YGJ66/?ref=pesec.no). Springer.

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*This article is a part of [Quality Management](https://www.pesec.no/tag/quality-management/) series:*

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