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BMGT 24550 Customer Service Management

Published : 02-Sep,2021  |  Views : 10


This is a report on two most effective tools in quality management such as TQM and Six-Sigma. Some wrong speculations surrounding the effectiveness of the tool have lessened its usefulness in major tasks.

However, the paper depicts it beautifully from the example of JCB Company that TQM is widely misunderstood. It is still a potential option. Nonetheless, Six-Sigma delivers an utmost performance when it is built over TQM.



Quality management in terms of products or services has become an elevated requirement for the organisations across the globe in order to sustain their competitiveness and maintain a progressive trend for revenues. Different sectors have different needs for a quality performance. In manufacturing industry, it matters a lot to have a quality production of products (Kim, Kumar & Kumar, 2012). The main purpose of this assignment is to analyse the article provided. Moreover, the assignment analyses the difference between the effectiveness of TQM and Six-Sigma.

Total Quality Management (TQM)

In the last few decades, there has been an increased talk on the requirement to have practices for quality management. TQM is the one name that has gained popularity in fulfilling such requirements. The ultimate focus of TQM is to enhance customer satisfaction. However, it needs to be implemented according to what practitioners have preached (Ooi et al., 2012).


Six-Sigma is another quality management tool, which has few unlike features in it than TQM such as providing technical and financial benefits to the organisation. It recent time it has gained popularity. Moreover, it is now seen as a replacement of TQM (Shafer & Moeller, 2012).

TQM vs. Six-Sigma


Scope of TQM

TQM is primarily focussed in enhancing customer service standard. It is believed to maintain the existing quality status by enhancing the customer service standard (Ramesh & Ravi, 2013).

Limitations of TQM

TQM has few limitations, which has probably diminished the usage of it in the organisations across the globe. One of the main issues behind the downfall of TQM is the practicality of its implementation, which differed considerably from what has been preached by the practitioners. There has been limited number of publications on the TQM in the last few years. One of its shortfalls is its inability to repair the root causes behind the downfall of operational efficiency. Negative criticism has also affected and diminished its importance in the quality management process. It has also failed to produce any significant impact on the financial sectors of operations. However, there still few who believe that TQM is beneficial if it is used appropriately. There have been several research works on its usefulness in organisations across the globe. However, a significant number of research works suggests that TQM has been misunderstood. It has not been properly implemented or it has been found as challenging to implement this completely across the different operations of organisations across the globe (Sabet, Adams & Yazdani, 2016).


Scope of Six-Sigma

It delivers small changes in the system to ensure the attainment of high quality services. It helps to attain a quality service on reducing and ultimately eliminating the defects detected in the system (Easton & Rosenzweig, 2012).

Limitations of Six-Sigma

Six-Sigma in recent time has grown to popularity. Due to its benefits in technical and financial terms, organisations and leaders have started viewing this as a good resource to attain a quality performance. The reason behind the success of Six-Sigma can be traced in the fact that Motorola in the year 1987 to 1997 gained huge growth in sales. The profit nearly touched to approximately 20 per cent in a year. Additionally, Six-Sigma helps to overcome the shortcomings, which TQM could never attain. Six-Sigma is also very effective in winning the global competition and reducing the cost of production. An increased publication of articles on Six-Sigma has also facilitated its enormous growth in recent times. It is also more effective than TQM in eliminating the root cause behind a reduced operational performance. The process has also received a comparatively reduced criticism than what has happened with the TQM (Sabet, Adams & Yazdani, 2016).  


JCB is one of the largest manufacturers of heavy-duty construction machines in the world. Both the TQM and Six-Sigma have been implemented in the company. After an extensive research on the results, it has been found that TQM has been criticised more than it deserves. TQM was found to be effective in the company. However, it has shown few deviations in the performance when it is being out into heavy works. On the other hand, Six-Sigma was found as faster and better option for quality management. However, it has delivered the performance when it is used with the help of TQM. Nevertheless, the experiment conducted in the JCB Company has proved that TQM is a potential option for quality management provided if it is used at its fullest of potentials.


Easton, G. S., & Rosenzweig, E. D. (2012). The role of experience in six sigma project success: An empirical analysis of improvement projects. Journal of Operations Management, 30(7), 481-493.

Kim, D. Y., Kumar, V., & Kumar, U. (2012). Relationship between quality management practices and innovation. Journal of operations management, 30(4), 295-315.

Ooi, K. B., Cheah, W. C., Lin, B., & Teh, P. L. (2012). TQM practices and knowledge sharing: An empirical study of Malaysia’s manufacturing organizations. Asia Pacific Journal of Management, 29(1), 59-78.

Ramesh, N., & Ravi, A. (2013). TQM tools and techniques in promoting team working culture in the manufacturing organisations. International Journal of Productivity and Quality Management, 12(4), 466-479.

Sabet, E., Adams, E., & Yazdani, B. (2016). Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma. Total Quality Management & Business Excellence, 27(1-2), 215-225.

Shafer, S. M., & Moeller, S. B. (2012). The effects of Six Sigma on corporate performance: An empirical investigation. Journal of Operations Management, 30(7), 521-532.

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