Abstract
This paper aims to adjust the concept of Total Quality Management (TQM) and make it fit for use in higher education institutes. The article describes the results of a design science research. Based on experiences in Egypt and the Netherlands, the characteristics of higher education are defined as well as the specifics of educational processes. These lead to a translation of TQM in educational terms. The experiences result in a model that can be used as framework to implement TQM in higher education institutes. The experiences that form the base for the design are limited to two countries with two different cultures. There is no evidence concerning the use of the model in any other country in the world. It is known that there have been many initiatives to implement TQM in higher education. The combination with quality management in teaching and learning models (Transformative Mode, An Engagement Model of Program Quality, University of Learning Model, A Model for a Responsive University) is scarce as well as application in two such different countries.
Highlights
Nguyen Huu Cuong et al (2017) draw five lessons learned from the establishment and development of Vietnam’s accreditation
This paper aims to adjust the concept of Total Quality Management (TQM) and make it fit for use in higher education institutes
The experiences result in a model that can be used as framework to implement TQM in higher education institutes
Summary
Nguyen Huu Cuong et al (2017) draw five lessons learned from the establishment and development of Vietnam’s accreditation. Lesson 5 relating to building quality culture and developing internal quality assurance system is crucial for institution’s quality enhancement. They state, always goes with developing an internal quality assurance system within an institution. Internal quality assurance using TQM and its European equivalent the European Foundation for Quality Management Excellence Model started in Western countries almost 50 years ago and generated great interest in most firms in the beginning. Grant et al (1994), Dalrymple & Drew (2000) and Yeung et al (2006) emphasise that TQM means a paradigm shift. One of the most distinguishing factors of TQM companies mentioned is the centrality of the human or ‘soft’ factor in the way to continuous improvement
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