Abstract
M.Ing.
Total Quality Management (TQM) is a philosophy with a primary focus on the customer which
has been adopted by many companies the world over. The purpose of this mini dissertation
was to understand its history, evolution thereof and desired outcomes, in order to ultimately
decide whether or not to proceed with implementation plans at Van Reenen Steel (Pty) Ltd, the
author’s current workplace. Growth within the company’s product base and throughput within
the past five years has trebled, and a better philosophy or quality system is sorely needed to
maintain the pace of doing business.
For this dissertation, key research objectives are:
• To ascertain the history and path followed in order to arrive at the stage of today’s Total
Quality Management, along with understanding how the philosophy has evolved into
today’s complex management systems.
• To determine what steps have been taken by other heavy fabrication facilities to
successfully implement TQM or variations thereof, and which methods they used to
implement their chosen style.
• To determine what the support base within this (and other similar) companies is as this
would determine the likelihood of success or failure of the implementation of one of the
TQM systems.
• To highlight the possible stumbling blocks facing the heavy fabrication industry of South
Africa.
• To recommend steps necessary for the willing fabrication company to successfully begin
implementing a TQM program.
The study traces TQM history and a range of variations that have been developed since its
initial creation in the 1950’s, such as 6σ (Six Sigma) and 5-s (Five S). Notable and successful
adoptions of these practices are discussed, as well as some actual tours of fabrication facilities
around the world that are using such quality management systems.
As people are the primary driver in these methods, a survey was conducted across several
similar companies that reviewed the perception of willingness to adopt TQM changes. Targets
were broken into four levels – directors, management, office staff and workshop staff – and the
results were presented in these groups. The essence of the survey portrayed upper level
management not believing that the line staff are aware of the impact nor urgency of TQM
adoption; the other main outcome was that lower level(s) did not feel that management would
commit financially to achieving quality management.