The Secrets of Total Quality Management Implementation
| The Secrets of Total Quality Management Implementation |
| Quality Management TQM - Quality Assurance |
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Establishing "Total Quality Management" in the workplace is not as easy as some assume. The idea implies action as well as quantifiable improvements in quality and service. But some implementations turn out to be entirely ineffective. One study conducted by Canada's Conference Board revealed that about 70% of North American companies experimenting with TQM fail even to show a useful "total quality strategy." However, TQM is not some passing fad; many companies which could benefit have yet to give the plan a real trial. Some proponents of TQM may only be making half-hearted efforts or doing what could best be described as PQM, or "Partial Quality Management."
Lou Holtz, a football coach for Notre Dame has observed that people often say and promise more than they will actually accomplish. In spite of all the things actually "said" and promised in the form of catchy slogans, impassioned speeches, clever advertising, well-marketed videos, pressing sales pitches, pretty brochures, quality and service provided by most companies and organizations still suffers a great deal. But how is a business supposed to put their money where their mouth is and make the move from PQM to TQM? It can be really complicated. Here are some tips to remember. Cohesion and communication in business are important. Businesses are often divided into different levels-senior management, middle-level managers, and the workers. Communication often comes from the top down through the different levels. Recently, senior management at Finning, Ltd in Vancouver decided to shake things up. The CEO, Jim Shepard and his team decided to take employee training programs first and then they took it upon themselves to train the rest of the staff. This makes communications easier-managers can relay their goals directly and get feedback from the rest of the staff. Also, interacting together can help staff feel like they are part of a team. Focus and Support Groups -- Many of today's most effective companies have at their core specialized teams and groups geared toward improving/increasing productivity within each organizational department or division. It is important to keep in mind, however, that most medium to large organizations can only handle a relatively small number of such teams, so supervisors must not make the mistake of allowing more groups to be formed than are necessary. Also, they may find that their "old-guard" managers and departmental leaders may not mesh well with these newer-style improvement groups, feeling that coaches are better suited for directing sports than business. More often than not, they equate the term "fostering innovation" with "If I want to hear your ideas, I will tell you what to say." These "old-guard" leaders and experts who put in place and control in minute detail the cross-function processes within the organization, at best, offer an unenthusiastic ear to advice offered for adjusting operations that currently may be hindering the excellence of work desired. Improved Reporting and Planning - The quality and service improvement that should be overseen with rigor and discipline, which proper business planning is all about. Supervisors with more subordinates, money and training at improving the business has little expectation. Often it ends with even less or no service or quality. A superior organization can be most effective with teamwork from management, work teams, board members or union members, with a little extra effort from the vendors or customers that will develop the quality strategy. The same effort given to financial statements should be put into quality and service ratings and the reporting system. Balanced and Broad Approach - PQM is in indicated primarily by relying too much on too few techniques and tools for improvement. Implementation is better if many techniques of excellent customer service are utilized. Processes improve when quality improves and the perception of value is increased and understood. This improvement extends to all levels when performance-critical data is gathered, monitored, and analyzed. Xerox calls this process "management based on fact." Good implementation should also extend through its leaders throughout the company culture to the development of the organization. Building Skills as well as Knowledge - You can watch hours of videos and slides, read your weight in manuals and books, listen to a lecturer who has the motivational skills of a TV evangelist, but none of that will teach you how to conduct a successful meeting or resolve conflict. When you are beginning a fitness program, you understand the ideas of common sense to be applied but how to apply them is the key to a great program. So it is with training programs for learning new technology. Watch out for programs that will leave you excited and enlightened but no more competent than when you started. When performed properly, total quality management yields excellent results. Moving from a long-standing PQM system requires consistency, discipline, and breaking old habits to acquire new ones. It can be a lot like finally getting off the diet yo-yo in your personal life and just beginning healthy eating habits. Both require dedication and commitment to a permanent and significant change. About the Author |
