Quality management, by means of total quality management (TQM), is considered to foster organisational performance characterised by competitiveness and long‐term profitability. Since the benefits of quality management cannot be achieved without the sustained performance of equipment affecting product quality, maintenance management has become important. This has led to the development of maintenance methodologies, such as total productive maintenance (TPM) and reliability centred maintenance (RCM). TQM, TPM and RCM implementation have, however, often failed or been poorly executed. This has affected organisations' performance and ultimately survival in a competitive environment. This paper includes a comparative study of literature on TQM, TPM and RCM implementation, focusing on organisational change. The study found several common categories of activities when implementing TQM and the maintenance methodologies. These categories can be considered crucial to obtain management and employee commitment. Case studies on TQM, TPM and RCM implementation are used to validate the categories identified, and to yield recommendations on the handling of activities within these.

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Purpose The purpose of this paper is to describe an approach to build a quality culture within a higher education institution. Design/methodology/approach This paper is based on Action research and a Case study. Findings The authors show the result of the mapped processes of a higher education institution, Management planning and control, Education, Research and Support, and describe how the mapping was performed, working in cross-functional teams. Further on, they discuss the result of the pilot and the plan for implementation. Originality/value A process-oriented approach in higher education institutions, with its complexity, creates opportunities for successful quality assurance and control when having an integrated quality assurance system.