| Abstract: | Total Quality Management was initially developed to facilitate an ethos of continuous improvement of the production process. It entails both an internal and external focus. The former depends on a cooperative effort among employees at all levels of the organization to analyze work processes, minimize process variance, and thereby maximize productivity. The latter requires close collaboration with suppliers to ensure that raw or processed materials can be readily and efficiently integrated into the production process and constant communication with the end user—the customer—to ensure that the process generates the expected level of quality. Applying TQM to service industry processes is a bit more complex. In addition to having to tailor the TQM approach to the specific service industry, the processes are seldom identical and tend not to lend themselves to the same type of statistical variance analysis that is considered a hallmark of TQM. Nevertheless, numerous case studies have shown that TQM is applicable to the service industry and can help to generate a culture of continuous improvement and enhance customer satisfaction. Environmental site assessments provide a unique challenge to proponents of TQM. Construction, geological, and hydrological characteristics are unique at each site; regulatory requirements differ by jurisdiction; access to historical information is inconsistent; auditors have varying backgrounds; and client needs and expectations differ. Nevertheless, as the American Society for Testing and Materials (ASTM) standard practice gains acceptance as a benchmark for environmental site assessments, the application of TQM practices to this service process becomes more practicable. |
