Comparison of Japanese Total Quality Control, Total Quality Management, Deming’s System of Profound Knowledge, Lean, Business Process Reengineering, and Six Sigma.
This post provides concise overview of six Quality Management Systems, based on the work of ProfessorAndrea Chiarini. 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:
Results and benefits (Table 1)
Management style (Table 2)
Deployment of the system (Table 3)
Employee management, deployment and participation (Table 4)
Voice of the customer (Table 5)
Tools, techniques and IT (Table 6)
Optimisation of the system (Table 7)
Day-by-day check and control of the results (Table 8)
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
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.
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, 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 wrote a great post comparing Lean, TQM, Six Sigma, ToC, Agile, and BPR. It is a lengthy read but well worth your time.