One of the famous philosophers is Deming's philosophy. Deming is widely known as the father of TQM. His philosophy is widely known as the foundation of TQM. He believed that people had the ability to acquire knowledge. He also perceives that people, if properly trained or guided with a set of instructions, can do the job excellently and that everyone deserves wide respect. He quoted: “When there is a problem, 85% of the time it will be up to the system and 15% of the time it will be up to the workers. According to Deming, this should be applicable in small and large organizations, both in the service and manufacturing sectors. The first of Demming's 14 points describes an appropriate need from an overall business perspective. The second point concerns leadership for change. The third point states the need to end the common practice or ritual of rigid inspection to obtain a quality product. Finally, the fourth through fourteen describe additional activities that an organization should incorporate into the scope of its business. According to Winter, the 14 principles are divided into three main parts. The first is philosophy and mission. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayThe first part involves a principle that focuses on customer needs in an endless pursuit of quality. The second is the organizational environment which establishes values ​​and norms that dictate the treatment of each individual in the organization. The third is the process that emphasizes the need to create an intervention on some possible problems that can or could occur in the process rather than identifying failures at the end of the process. DeCosmo et al. reported their experience implementing TQM in Delaware County Community College (DCCC) for four and a half years. The implementation of the study involves three phases. The first was the implementation of total quality in the college's top management, and was followed by the development of the TQM curriculum. The last phase was the implementation of TQM throughout the teaching and learning process. The implementation reveals significant benefits to staff from implementing TQM. The result is that staff will be equipped to be better encouraged to engage in the process of documenting and standardizing the college's operating procedures. And they are more willing to collaborate with other departments. This led them to conclude that TQM is worth their time. According to Harris, TQM is an approach that focuses an organization's efforts toward continuous improvement to provide high-quality products and services to customers. Harris concluded with three thoughts. The first is customer-centered. This service concept is emphasized through staff and training. The second is about improving all members and staff to ensure the effectiveness of the school. Finally, the third approach involves a service contract that aims to ensure compliance with specifications at some key measurable points of the educational process. Williams concludes that there are two dimensions of TQM. Primarily it is a management tool for accelerating productivity, keeping customers satisfied and avoiding problems from occurring. Also, perform excellently by developing good professional manners and providing moral education.” `Coate implemented TQM at Oregon State University (OSU). It included nine phases that explored total quality management; the creation of a pilot study group; Definition of customer needs; adopt the revolutionary planning process;perform breakthrough planning in divisions; train day-to-day management teams; launch cross-functional pilot projects; implement cross-functional total quality management; and the creation of reporting, recognition and reward systems. Coatelo suggests with the full support of management and teamwork. There would be a successful implementation of TQM. These essential factors are evident from Coate's perspective, with the OSU case demonstrating that: “it has saved the university time, reduced costs, empowered people at all levels and improved morale. TQM is vital not only to the realization of its vision but also to its survival in the market.” Leadership development is a vital factor in TQM. According to Leffel et al. during their experience with Virginia Tech, they recommended that TQM begins with leadership development, teamwork toward a shared vision, shared values, and training leaders. Therefore, leadership development must be given great consideration as this process proves effective if properly stabilized in an organization or institution. Gartner reported its application of Deming's methods to two business courses. He found that students wanted to do well and could perform specific results when given specific instructions about what was required. Gartner concluded that the general principles and quality control methods outlined by Deming appear to work. Students can be compared to workers and systems can be put in place to enable them to generate high levels of output with a high level of quality. The workplace will seem more pleasant for both students and educators if a set of rules is applied as a medium of instruction. The learning environment would be more conducive and students would be better equipped. Gartner supported the implementation of TQM, top management support was the vital factor. Chizmar recorded his strategy of actively engaging students in their own learning through creating learning communities and making greater use of collaboration. This means allowing students to express their individuality and creating an avenue for group involvement as this will impact students' acquisition of knowledge. He concluded that the conditions of a TQM teaching/learning model are teamwork, empowerment, feedback and continuous improvement. “The true power of TQM impulses lies in its totality, it provides a framework, or template, for combining disparate ideas into a unified whole for the purpose of prioritizing what will work” According to Tribus, the goal of every school should be to provide every student with developmental opportunities in four categories; knowledge, know-how, wisdom and character. Knowledge enables people to understand, while know-how enables people to act. Wisdom, on the other hand, allows people to establish priorities and ultimately character that allows people to cooperate, persevere, and become respected and trusted members of society.” Siu and Heart's work presents one of the writers who makes no attempt to differentiate education from business contexts. They said education is different from industry. But managing people and resources is essentially the same for any organization, whether in business or education. Hertzier presents a comprehensive review of the literature on TQM implementation in higher education. He reported and discussed the historical development of TQM, the implementation of TQM in educational contexts and obstaclesto implementation. He explained that the only barriers to TQM were inadequate leadership development at the college and educators' hesitations in treating students as “customers.” However, he did not attempt to explain the differences between education and industry. Hazzard shares the strengths and weaknesses of TQM in higher education in his article. The disadvantages of TQM are effort and time consuming. Furthermore, it includes the requirement of top management support and the progress of training programs. However, he did not discuss the importance of applying TQM in educational institutions. Brigham said that “service industries, generally, have thus far been less successful than manufacturing industries. Higher education has good reason to be cautious.” While acknowledging this difference, it did not conclude that the administration of TQM in education has no relevance. Leslie sought to establish the importance of student work experience (SWE) and propose adopting a TQM approach to SWE. He stated that: “Education is not about adapting people to work, but about developing members of society to be able to thrive in the community.” Sherr and Lozier concluded that TQM manifests three fundamental values, which are the importance of people, the need to use knowledge and continuous improvement. They failed to highlight the superiority of TQM over other management theories. Maslow recognized that self-esteem and self-actualization needs are the highest priorities in employee motivation, the motivating factors suggested by Herzberg's two-factor theory. The systems approach to organization theory can provide a holistic and integrative view for an organization's operations. According to Corneskyet al, TQM can help management in education by offering customer oriented concept and customers can be both internal and external. However, TQM is not the only philosophy that emphasizes the importance of customer satisfaction. All marketing writers recognize the importance of customers. Furthermore, recognizing and satisfying the needs of internal customers are topics of “relationship marketing”. Trumbull partners businesses and schools in implementing TQM. It provided a list of visible results. Teachers are encouraged to view their students as customers and their input as business. In which, they assure their teachers to adapt to change and thwart possible leaps of resistance to change. Rhodes wrote: Apparently Deming's words and ideas resonate with something that many people already personally believe is "right." The ideas seem to validate the long-held feelings of workers who know they want to be effective at their jobs and who have generally given up on making their organization act as if they believe in it. He added: TQM would be of great help in schools to see their actions from the perspective of the “customer/student” at the center of the process. This vision will allow the school to look into the students' perspective – to understand how the school and the world around it appear to children growing up today. Olson's words quoted by Weaver may best describe the current situation. TQM has spread a lot of talk in schools but produced less action. Educational institutions that have reported the use of TQM typically implement it in areas that closely resemble TQM in business, such as contracting custodial services and purchase order processing. Another school scenario involves using TQM methods to address student absenteeism, rather than attempting to apply TQM principles to the school as a whole, but it should be specific to one problem.