Difference Between TQM and QMS

Edited by Diffzy | Updated on: April 30, 2023


Difference Between TQM and QMS

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Selling products is a business's most important function, but other factors like delivery and customer satisfaction are as significant. Two technologies that can help our overall quality management and quality management systems. A company cannot achieve its full potential without complete reaction and assistance, as well as responses to client questions.


Total Quality Management (TQM) is a systematic methodology for long-term results like customer delight, which is the key distinction between TQM and QMS. A Quality Management System (QMS), on the other hand, is a clearly defined group of company operations to consistently generate high-quality products and services. Total Quality Management (TQM) was first used in manufacturing, but as it gained popularity, it quickly spread to almost every industry.

TQM was largely concerned with improving processes to improve customer experience, typically by putting in place a loop of Planned, Execute, Verify, and Act (PDCA). TQM was typically run by individuals rather than by big businesses. An effective quality management system (QMS) will only be in line with a plan for ongoing evaluation and monitoring, as well as a dedication to excellence. To ensure quality and consistency at all times, a QMS is often implemented across the entire organization, bringing all processes into compliance with the same standards and legislation.

Difference Between TQM and QMS in Tabular Form

Parameters of Comparison TQM QMS
Invention William Deming, a business consultant whose study had a big impact on the Japanese industry, developed TQM. In 1991, British management consultant Ken Croucher developed the QMS system.
Aim TQM seeks to hold all manufacturing process engagement initiatives accountable for the product or service that is delivered in the end. The goal of a QMS is to constantly satisfy client needs.
Leadership TQM, in contrast, does not offer effective leadership. QMS has very strong leadership.
Relations The reciprocal benefits of supplier relationships are not given great weight in TQM. Supplier relationships, which are advantageous to both parties, are acknowledged by QMS.
System Business systems are connected with TQM. The QMS does not include any integrated business systems.

What Is TQM?

TQM is a method with clear guidelines for boosting organizational development and innovation. It emphasizes increasing the value of organizational outputs, including products and services while maintaining a process of ongoing development for internal processes. A comprehensive quality management approach considers both company goals and legal requirements. The potential of total quality management, which was primarily developed for the manufacturing industry, has been shown for a variety of businesses. Due to its emphasis on long-term change, it now encompasses the medical field as well as the biological sciences and other areas.

The complete quality management approach is inappropriate for both organizational- and departmental-level processes. Such a coordinated strategy makes sure the right business is working toward the same objectives while continually improving the activities and procedures in each area. On the other hand, without a robust QMS, the TQM plan would be challenging to implement. It is true to say that the QMS is a crucial instrument for ensuring thorough quality control in a business.

In contrast to "management," which emphasizes the need for managers to begin managing excellence through funding, education, staff development, and self-improvement, "total" emphasizes the need to improve processes in industries other than manufacturing (such as marketing and sales, finance and accounting, design, and engineering). Although it is not accepted globally, TQM attempts usually rely significantly on pre-defined quality assurance tools and methods. TQM was well-liked in the 1980s and early 1990s, but ISO 9000, Lean manufacturing, and Six Sigma eventually overtook it.

An organized method of managing an entire organization is total quality management. Through ongoing internal practice improvement, the process seeks to raise the caliber of an organization's outputs, including its products and services. Internal priorities and any current industry standards can both be taken into account by the standards that are set as part of the TQM process.

Industry standards may include adherence to various laws and regulations governing the operation of a specific business. These standards can be defined at various levels. Production of goods following an accepted standard, even if the standard is not supported by official regulations, is another example of industry standards.

The origins of TQM can be traced to Walter A. Shewhart's introduction of contemporary quality control in the early 1900s. Economic Control of Quality of Manufactured Product, a landmark industrial book, was published in 1931 by Shewhart. This explanation is one of the basic and essential principles of manufacturing quality control.

Later improvements in Shewhart's work resulted in the introduction of new quality management standards. What Is Total Quality Control? is a book written by Joseph M. Juran that was published in 1954. Japanese style. The project was inspired by Juran's visit to Japan at the invitation of Japanese engineers and scientists. Later, Juran collaborated on another TQM best-seller, Quality Planning, and Analysis.

W. Edwards Deming is another important role in the development of TQM. After the Second World War, Deming was also assigned to Japan, where he got involved with the Union of Japanese Scientists and Engineers. Deming's 14 Points, Deming's Seven Deadly Diseases of Management, and The Deming Wheel are just a few of the TQM frameworks he worked on throughout his career.

When TQM is properly applied, a business can produce a product for less money. Companies that practices TQM offer more consistent products that foster stronger customer loyalty by focusing on quality and reducing waste.

Since TQM affects every division within an organization, a business may experience significant cost savings in the areas of sourcing materials, production, distribution, or back-office operations. Successfully implementing TQM typically enables businesses to change more quickly and plan to avoid obsolescence.

A corporation must fully implement TQM principles to fully enjoy its benefits. This calls for strong support from every division within an organization. All levels of management must participate in TQM to achieve this level of commitment, which is extremely challenging and expensive.

The transition to TQM could take a while, and employees might be reluctant to change. A business may be compelled to switch out existing procedures, personnel, tools, or supplies in favor of a TQM strategy that hasn't been fully established or tested. Furthermore, more experienced workers may decide to leave the company if they believe TQM processes do not make the best use of their abilities.

What Is QMS?

A set of business procedures called the quality management system (QMS) aims to consistently meet and exceed customer expectations. It is consistent with a company's goals and operations. It manifests as the aspirations and goals of the organization, as well as the rules, guidelines, records, and resources needed to implement and uphold them.

Early quality management focused on predicting the outcomes of a raw material manufacturing line using simple math and random selection. By the twentieth century, labor contributions were frequently the least expensive input in the majority of industrialized societies. As a result, the focus shifted to team dynamics and interaction, particularly early issue signaling through a process of continuous improvement. Since these factors in the twenty-first century have grown more closely related to shareholder and customer happiness as well as value perception, QMS has developed to converge with environmental and openness initiatives.

The most popular QMS system in the world is based on the ISO 9000 series of requirements; achieving efficiency and sustainability as well as integrating them requires ISO 19011 audits. Other QMS is more focused on enduring challenges, anticipating that methodical consideration, openness, and diagnostic rigor will lessen other quality problems. The terms "Quality Management System" and "QMS" were first used in 1991 by British consultant Ken Croucher, who was focused on developing and implementing a standard framework for a QMS within the IT sector.

Design and Build

The design and build phases serve to create a QMS's framework, processes, and implementation strategies. Senior management should be in charge of this area to make sure that the organization's and its customers' needs are what motivate the development of the systems.


By segmenting each process into smaller steps and educating workers on documentation, education, training resources, and KPIs, deployment is best supported in a granular manner. Utilizing company intranets to help with the implementation of quality management systems is becoming more and more common.

Control and Measure

Control and measurement are two aspects of creating a QMS that are principally carried out through regular, systematic audits of the quality management system. Depending on the size, potential risk, and environmental impact, the specifics vary greatly from organization to organization.

Review and Improve

Examine and refine the handling of audit results in great detail. The objectives are to assess the efficiency and effectiveness of each process regarding its goals, to share these conclusions with the staff, and to create new best practices and processes based on the information gathered during the audit.

The history of quality dates back several centuries to the beginning of craftsmen working together in unions known as guilds. During the Industrial Revolution, early quality management approaches were used as benchmarks to control the outcomes of processes and products. When more people had to work together to get results and production volumes rose, best practices were needed to ensure high-quality outcomes.

Eventually, best practices for controlling the outcomes of processes and products were created and documented. For quality control systems, these well-researched best practices have established the standard.

Quality became increasingly important during World War II when bullets from one state had to fit into weapons from another. The military conducted an initial evaluation of almost every product unit. The military started using quality sampling for inspection procedures to streamline the procedure without compromising safety, helped by the release of military-specific standards and training programs in Walter Shewhart's statistical process control techniques.

After the war, quality became even more crucial. By fully embracing the ideas of American thinkers like Joseph M. Juran and W. Edwards Deming and shifting the emphasis from inspection to improving all organizational processes through the people who used them, the Japanese experienced a quality revolution that improved their reputation for producing subpar exports. By the 1970s, Japan had entirely surpassed American manufacturing sectors like electronics and automobiles in terms of high-quality competitiveness.

Total quality management (TQM), a method for quality management that stressed not only statistics but also approaches that embraced the entire organization, was born out of the American response to the quality revolution in Japan.

Independent groups started developing standards to help with the development and application of quality management systems in the latter half of the 20th century. Around this time, the term "Total Quality Management" started to lose popularity. The term "Quality Management System" or "QMS" is preferred due to the vast array of special systems that can be used.

As transparency and sustainability became more crucial to customer satisfaction at the beginning of the twenty-first century, QMS started to converge with these concepts.

Main Differences Between TQM and QMS in Points

  1. While QMS tries to consistently meet customer demands, TQM seeks to hold all production-related engagement activities accountable for the final good or service.
  2. TQM does not place much emphasis on the notion that supplier relationships are beneficial to both parties, whereas QMS is aware of this.
  3. Integrated business systems are a component of TQM, but they are absent from QMS.
  4. The process approach is drawn by TQM which helps in understanding the bridge or link between finished qualities and process inputs. QMS on the other hand supports this approach by reaching out to the elements of Plan Do Check Art Cycle.


There is much more to running a business or corporation than just buying and selling products. TQM and QMS are two methods for using other criteria, including loyalty, customer feedback, and service quality, that are also important.

Total Quality Management, or TQM, is a technique for evaluating the quality of internal company standards. On the other hand, a QMS, or Quality Management System, is a collection of guidelines, processes, and instruments designed to guarantee excellence and compliance with legal and customer requirements. To ensure quality in TQM and QMS, everyone in the organization is responsible for enhancing the standards of the workplace's culture, procedures, and policies.


  • https://journals.pan.pl/dlibra/show-content?id=106259


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"Difference Between TQM and QMS." Diffzy.com, 2024. Mon. 20 May. 2024. <https://www.diffzy.com/article/difference-between-tqm-and-qms-1113>.

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