Modelo de prevención y participación de calidad total y su relación con sus principales autores

Abstract

This article proposes a Model of Total Quality Prevention and Participation developed through the analysis, evolution, and theoretical foundations of Total Quality Management (TQM). The study conducts a comparative review of the main authors who shaped the development of TQM: W. Edwards Deming, Philip Crosby, Kaoru Ishikawa, and Armand Feigenbaum, highlighting their converging contributions toward continuous improvement and organizational excellence. The proposed model positions TQM not merely as a technical methodology but as an integrated management philosophy grounded in continuous improvement, error prevention, active employee participation, and a strong customer-centered approach. This perspective emphasizes the dynamic relationship between analytical, disciplinary, and collaborative dimensions of quality, providing a conceptual framework for sustainable organizational improvement and long-term competitiveness.

The study employed a qualitative and documentary research approach, examining the core principles, conceptual frameworks, and practical methodologies proposed by each author. Commonalities identified include the application of Deming’s Continuous Improvement Cycle the central role of leadership, the necessity of workforce training, and the removal of organizational obstacles to quality. Moreover, quality-enhancing strategies such as Quality Circles, the Zero Defects Model, and Quality Assurance systems were evaluated for their lasting impact on organizational performance.

The article concludes that, although each author offers distinct perspectives, they converge on the view of quality as an integral, systemic, and ongoing process. The enduring relevance of their approaches is attributed to their adaptability and effectiveness across various organizational contexts and industries, becoming the foundation for the proposed model of Total Quality Prevention and Participation