Total Quality Management (TQM)
and background information, see
For illustrations and background information, see
Note: Many of the links below are now obsolete
TQM has been adapted by schools and churches as well as corporations. The dialectic process has served the purposes of contemporary "change agents" in every sector of society as well as around the world. It has been used to change individual minds and attitudes as well as communities and nations. To its globalist leaders, it's the primary tool for developing compliant, politically correct servants of the 21st Century community.
The first link explains the inherent danger of TQM: that this process of quality control is being used, not only to to produce "quality products" from natural and produced resources, but also to produce quality humans that fit the changing global standards for beliefs, attitudes, compliance and group thinking.
To understand the double-meaning of some key TQM buzzwords, go to to the Glossary and choose your topic. Or go to the Quotes and Excerpts section and click on topics such as vision, synergy, transformation, etc.
From "Outcome-Based Religions: Purpose-Driven Apostasy" by Mac Dominick.
"Since OBE and Outcome-based Religion share what appears to be a disproportionate number of similarities, one must question the origin of these principles.... [T]he quest begins by looking into the lives of two men, Edwards Deming and Peter Drucker. Deming (now deceased) and Drucker (in his mid 90s) are enshrined as internationally renowned experts in business management and gurus of business methodology. These two individuals were among the primary players in a select group of Americans (Though Drucker is a U.S. citizen, he is actually Austrian.) who are lauded as part of the almost super-human effort that developed systems-based management philosophies that first gained public recognition in post-World War II Japan. The popular story is told of the Americans who developed a cutting edge business methodology that was rejected by western business but eagerly embraced by the Japanese....
"While this story is partially true, the reality is that Deming’s approach is primarily based on “process” and “continual process improvement”, and Drucker’s 'Management by Objective' is purely outcome-based. However, though the approach of these methodologies originate from a different source point, Drucker’s outcome-based philosophies 'back-map' into the very process principles incorporated by Deming. For example, Drucker’s theme of 'building community' with 'knowledge workers' equates precisely to Deming’s quest to implement a 'team spirit' in order to 'cultivate corporate loyalty and a shared identity'....
"Drucker’s 'Management by Objective' was not an original idea, but rather emanated from within the ranks of 19th Century esoteric Germanic philosophy. The outcome-based, systemic concepts can be traced directly to the teachings of Hegel, Marx, Nietzsche, Wellhausen, Blavatsky, and others who were heavily influenced by Germanic paganism. In turn, these same principles were then adopted by the Fabian Socialists in the early Twentieth Century and easily communicated to the likes of John Dewey, 'The Father of Progressive Education' (thus the origin of OBE). 'Disturbingly, a deeper look into the basic tenants of this system reveals far darker, more esoteric undercurrents. This is no secret even to secular business sources that have the courage to make an honest evaluation of the system. For instance, in an article in The Journal of Organizational Change Management, David M. Boje and Robert D. Winsor address Total Quality Management (TQM)-- the lodestone of the Deming/Drucker methodology:
“The thesis of this article is that as an economic phenomenon, total quality management has been positioned as a carefully engineered set of technological process modifications which purport to lead to enhanced levels of product quality or lower costs and thereby provide the ability to achieve and sustain a global competitive advantage. To achieve these spoils, however, TQM directly and covertly alters the values, culture, and mind-sets within an organization. As a result, and parallel to these technological modifications, TQM establishes a carefully integrated programme of social and psychological engineering which is critical to the ‘successful’ implementation of TQM and which has a significant impact on the behaviour and consciousness of both managers and workers.” (7)
"This same article states, 'TQM seeks to perfect control systems that produce and enforce uniformity within the products, parts, workers, suppliers, and the overall system of production. The problem is that a majority of this control, in line with Taylor's (1911) principles, is directed toward workers' bodies, souls, and spirits.” (8) ... This aspect of the Drucker /Demming methodology seeks the same results---a paradigm shift—a change of mind from the old to the new, from the past to the future, from individualism to group dynamics, and from nationalism to globalism. ...
"...the esoteric side of this issue comes to the fore when one begins to direct management principles toward the worker’s body, soul, and spirit. This methodology crosses a threshold from the secular to the religious; and once one delves into religious arenas with humanistic methodology, the situation quickly transitions from mundane to esoteric levels.
"(In the 1950s, the American public was not exactly enthusiastic about embracing Druckerism or Demingism. As a matter of fact, the previously mentioned esoteric undercurrents were critical components in the rejection of Drucker’s methods by American industrial magnets. However, esoteric mysteries were at the core of the Eastern religions, and thus these aspects were more of an incentive than an obstacle to the Japanese mentality. ... With the success of TQM and 'Management by Objective' in the East, General motors opened their doors to Drucker and the implementation of his plan. Once the first doors were opened, the floodgates opened. Today, the little manufacturing left in the United States struggles under the curse of Drucker/Demming philosophies, and these very philosophies are a major contributor to the mass exodus of American manufacturing jobs to the low cost labor pools of third world and Pacific Rim nations.)
"In reality, there exists a very logical explanation for the esoteric nature of the Drucker/Deming methodology. These individuals based their philosophies on “General Systems Theory” (GST).
This article is full of vital information. Read all of it at http://www.cuttingedge.org/news/n1506ch13.html
and find well-documented sources in his endnotes.Then see Social Change and Communitarian Systems.
The Deming Website. Click on The Deming Philosophy, then on Deming's System of Profound Knowledge -- an excerpt from Chapter 4 of his book The New Economics, second edition:
"The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view-a lens-that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
"The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.
"Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to."
Drucker's three "musts" of a successful mission (Later, we will write more about Drucker and Stephen Covey, major players in the TQM movement within the church)
ISO 14000 - The standards for Sustainable Devel0pment
Reinventing the World Part 3: Global Standards
Comments: Global Standards
Comments: Re-Inventing the World
Total Quality Schools (This link is either broken or closed to non-registered visitors)
"Total Quality Schools ("TQS") is a collaboration between Washington University and public schools in the St. Louis area. TQS is a unique way to improve the effectiveness of schools using the concepts and tools of total quality management. School leaders are trained in the principles of TQM and are joined by a team of business and social work students to identify and address issues for improvement. Working together, they develop solutions to help make individual schools better places for students to learn and grow."
EDUCATION is in the process of a major change. Through innovations in technology and teaching methodology, academic institutions are being given an opportunity to work for the benefit of the student.
Total Quality is the most important, thought provoking revolution in the world of modern
management. Many Fortune 500 firms such as IBM, Hewlett-Packard, Motorola, Ford and GM have committed themselves to Total quality Management.
A sense of quality awareness now exists in many organizations, owing to the international adoption of ISO 9000 as the Quality Standard for the purchase of goods and services. There is, therefore, a huge demand for quality professionals in Asia and overseas, to cope with the needs of both the private and public sectors.
The primary focus of the Newport MBA in Total Quality Management is to respond to this important business community need and to help working executives who wish to further develop their careers in quality management. Our program, which is based on an Action Learning approach, can help you achieve your learning objectives in Total Quality Management by "learning how to learn."
Quality Techniques The increasing importance of quality management has prompted more than 30 countries (including China, the USA, the EEC, and Japan) to adopt the ISO 9000 quality standard for international use. It is likely that by the end of the 20th Century, manufacturers of most of the products in world trade will be required to meet the ISO 9000 standard.
Total Quality Management in Law
Total Quality Management in DOE (Department of Energy)
In the Church Growth Movement
How to Implement TQM. Click on "Books on Change Management" and notice how Total quality Management corresponds to Process Management and Change Management. The different labels refer to essentially the same process.
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