STATISTICAL RESEARCH OF CORRELATION OF IMPLEMENTED TQM AND QUALITY SYSTEMS IN THE SUPPLY CHAINS BY FUNCTIONS AND PROGRAMS THAT ARE CERTIFIED INDIVIDUALLY
STATISTICAL RESEARCH OF CORRELATION OF IMPLEMENTED TQM AND QUALITY SYSTEMS IN THE SUPPLY CHAINS BY FUNCTIONS AND PROGRAMS THAT ARE CERTIFIED INDIVIDUALLY

Summary/Abstract: The authors started from the goals of both concepts and confirmed that the concepts of KMS and TKM differ in several key aspects. In the same sense, the results of the company achieved by implemented QMS or TQM are not identical. QMS and TQM have in common is that the company works as good organized system according to a documented quality system. The differences are primarily reflected in the fact that KMS focuses on strong leadership, development of mutually beneficial relationships with suppliers and a systematic approach to management, while TKM focuses on: customers and their satisfaction, teamwork and employee cooperation with mutual respect, integration of organizational systems, strategic and systemic approach to governance, and considers relationships with all stakeholders to be beneficial. However, according to knowledge by authors, some researchers suggest that the QMS needs to be first achieved (and ISO 9001: 2015 certification), in order to create a more favorable base with an environment for TQM implementation. On the other hand, according to research by several authors, QMS often acts as an obstacle to extrapolating the quality system to the level of TQM, through which the company achieves better performance. Today, by the way, there is no firm consensus in theory and practice on the direct relationship between a certified QMS and TQM. The authors concluded that it is justified only if to first identify the performance of the company in accordance with the certified QMS, and then the performance in a 178 similar company (applying benchmarking to companies of the same level of development and competitive potential) with the implemented TQM, and performs off comparison of both concepts. It is logical that both QMS and TQM directly affect the company's performance, so that specific effects could be identify, observed, measured and analyzed. The appropriate research model in this paper was tested by data collected by a survey from a significant number of companies that have different certified quality systems (QMS, EMS, IMS, SMS, HACCP, OHSAS, etc.) or unique TQM, with companies having different performance with QMS (focused on product delivery and high quality and repeatability services) and TQM (with main aim at continuously increasing consumer satisfaction achieved through the integral quality of delivered goods or services)

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