Editing Total quality management (section)

{{Short description|Approach to business improvement}}
{{About|the specific approach to quality management from the 1980s|quality management in general |Quality management}}
{{Manufacturing}}{{Clean up|date=August 2024|reason=The article needs to be corrected for grammar - there are some missing words}}
'''Total quality management''' ('''TQM''') is an organization-wide effort to "install and make a permanent climate where employees [[Continual improvement process|continuously improve]] their ability to provide on-demand products and services that customers will find of particular value."<ref name="Ciampa">{{cite book | last1 = Ciampa | first1 = Dan | year = 1992 | title = Total Quality: A User's Guide for Implementation | location = [[Reading, Massachusetts]] | publisher = [[Addison-Wesley]] | page = xxii | isbn = 9780201549928 | oclc = 634190702 | url = https://archive.org/details/totalqualityuser00ciam }}</ref>  ''Total'' emphasizes that departments in addition to production (for example sales and marketing, accounting and finance, engineering and design) are obligated to improve their operations; ''management'' emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal setting.  While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of [[quality control]]. TQM received widespread attention during the late 1980s and early 1990s before being overshadowed by [[ISO 9000]], [[Lean manufacturing]], and [[Six Sigma]].