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Total quality management
Total quality management (TQM) consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
==History==
In the late 1970s and early 1980s, the developed countries of North America and Western Europe suffered economically in the face of stiff competition from Japan's ability to produce high-quality goods at competitive cost. For the first time since the start of the Industrial Revolution, the United Kingdom became a net importer of finished goods. The United States undertook its own soul-searching, expressed most pointedly in the television broadcast of ''If Japan Can... Why Can't We?'' Firms began reexamining the techniques of quality control invented over the past 50 years and how those techniques had been so successfully employed by the Japanese. It was in the midst of this economic turmoil that TQM took root.
The exact origin of the term "total quality management" is uncertain. It is almost certainly inspired by Armand V. Feigenbaum's multi-edition book ''Total Quality Control'' () and Kaoru Ishikawa's ''What Is Total Quality Control? The Japanese Way'' (). It may have been first coined in the United Kingdom by the Department of Trade and Industry during its 1983 "National Quality Campaign".〔 Or it may have been first coined in the United States by the Naval Air Systems Command to describe its quality-improvement efforts in 1985.〔
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
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