One of the most 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 who are properly trained or asked to follow a set of instructions can do the job excellently and that everyone deserves great respect. He quoted: “When there is a problem, eighty-five percent of the time it comes from the system and fifteen percent of the time it comes from the workers. " According to Deming, this would apply to small and large organizations in the service sector as well as the manufacturing industry. The first of Demming's 14 points describes an adequate need from an overall business perspective. The second point concerns leadership for change. The third point highlights the need to end the standard practice or rigid inspection ritual to achieve a quality product. And finally, the fourth to fourteen points describe additional activities that an organization should incorporate. in its business activities. According to Winter, the 14 principles fall into three main parts. The first is the philosophy and mission. Get a tailor-made essay on “Why Violent Video Games Should Not. be prohibited”? Get an original essayThe first part involves a principle that focuses on the needs of customers in a never-ending quest for quality Second, the organizational environment establishes values ​​and norms that dictate the treatment of each individual in the. 'organization. Third, the process emphasizes the need to intervene on some possible problems that may or might arise during the process rather than spotting failures at the end of the process. DeCosmo et al. reported their experience implementing TQM at Delaware County Community College (DCCC) over four and a half years. The implementation of the study includes three phases. The first was the implementation of total quality within the college's senior management, followed by the development of the TQM program. The last phase was the implementation of TQM throughout the teaching and learning process. The implementation reveals significant benefits of implementing TQM for staff. As a result, staff will be equipped to be more encouraged to become involved 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 the time they spent. According to Harris, TQM is an approach that focuses an organization's efforts toward continuous improvement in order to provide high-quality products and services to customers. Harris concluded three considerations. The first is customer-centric. This service design places emphasis on staff and training. The second concerns the improvement of all members and staff to ensure the effectiveness of the school. Finally, the third approach adopts a service contract that seeks to ensure compliance with specifications at certain measurable key points in the educational process. Williams concludes that there are two dimensions of TQM. It is primarily a management tool to accelerate productivity, keeping customers happy and preventing problems from occurring. Also, have excellent performance 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; establisha pilot study team; Define customer needs; embrace the revolutionary planning process; carry out revolutionary planning in divisions; establish daily management teams; launch transversal pilot projects; implement transversal total quality management; and the establishment of reporting, recognition and rewards systems. Manteausuggests this 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 allowed the university to save time, reduce costs, empower people at all levels and improve morale. TQM is vital not only for the realization of its vision but also for its survival in the market.” Leadership development is an essential factor in TQM. According to Leffel et al. during their experience with Virginia Tech, recommended that TQM begins with leadership development, the team working toward a shared vision, shared values, and training of leaders. Therefore, leadership development should be taken into consideration as this process proves effective if properly stabilized in an organization or institution. Gartner reported his application of Deming's methods to two business courses. He found that students wanted to succeed and could achieve specific results when given specific instructions on what was required. Gartner concluded that the general principles and quality control methods described by Deming appear to work. Students can be treated as 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 learners and educators if a set of rules were applied as a means of teaching. The learning environment would be more conducive and learners would be better equipped. Gartner has advocated the implementation of TQM with top management support being the essential factor. Chizmar described his strategy of actively engaging students in their own learning through the creation of learning communities and increased use of collaboration. This means allowing students to express their individualities and creating an avenue for group involvement, as this will impact learners' acquisition of knowledge. He concluded that the conditions for a TQM teaching/learning model were teamwork, empowerment, feedback and continuous improvement. “The true power of TQM comes from its comprehensiveness; it provides a framework, or blueprint, for combining disparate ideas into a unified whole with the goal of first predicting what will work.” According to Tribus, the goal of every school should be to provide every student with development opportunities in four categories; knowledge, skill, wisdom and character. Knowledge allows people to understand, while know-how allows people to act. Wisdom, on the other hand, allows people to set priorities and, ultimately, a character that allows them to cooperate, persevere, and become respected and trusted members of society. Siu and Heart's work presents one of the writers making no attempt to differentiate. education in the workplace. They said education was different from industry. But managing people and resources is largely the same for any organization, whether in business or education. Hertzier presents a complete account of theliterature on TQM implementation in higher education. She reported and discussed the historical evolution of TQM, the implementation of TQM in educational settings, and the barriers to implementation. She explained that the only barriers to TQM were inadequate leadership development in college and educators' hesitations to treat students as "customers." However, she 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 wasted time. This also includes requiring senior management support and advancing training programs. He, however, did not discuss the importance of applying TQM in educational institutions. Brigham mentioned that “service industries have generally been less successful than manufacturing to date. Higher education has good reason to be wary. Although he recognizes such a difference, he concludes that the administration of TQM in education is irrelevant. Leslie attempted to establish the importance of Student Work Experience (SWE) and propose the adoption of a TQM approach to SWE. He said that: “Education is not about preparing people for work, but about developing members of society to be able to thrive in the community.” Sherr and Lozier concluded that TQM manifests three core values, namely the importance of people, the need to use knowledge, and continuous improvement. They failed to highlight the superiority of TQM compared to other management theories. Maslow recognized that the needs for self-esteem and self-actualization are the main priorities in motivating employees. the motivational factors suggested by Herzberg's two-factor theory. The systems approach to organization theory can provide a holistic and integrative view of an organization's operations. According to Cornesky et al, TQM can help education management by providing a 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 subjects of “relationship marketing”. Trumbull involves businesses and schools in the implementation of TQM. He gave a list of visible results. Teachers are encouraged to view their students as customers and their contributions as business. In which they ensure that their teachers adapt to change and prevent possible movements of resistance to change. Rhodes wrote: Apparently, Deming's words and ideas resonate with something that many people already personally believe to be "right." These ideas seem to validate the long-held feelings of workers who know they want to be effective at their jobs and who, by and large, have given up on having their organization act as if they believe that. He added: TQM would be of great help in schools to consider their actions from the point of view of the “client/student” at the center of the process. This vision will allow the school to look at the student's perspective – to understand what school and the world around it look like for children growing up today. Olson's words cited by Weaver might better describe the current situation. TQM made a lot of noise in schools but produced less action. Educational institutions that reported the use of.