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Implementing Total Quality Management

The document discusses implementing total quality management. It outlines rationales for change including a short-term focus, underestimating employee contributions, and an arrogant approach rather than customer focus. It also discusses traditional approaches like equating quality with cost and "bossmanship" rather than leadership. Key points on implementation include top management commitment, identifying strengths/weaknesses, forming teams, and training in small groups. ISO 9000 and Baldrige criteria are also summarized. Approaches to avoid include rushing implementation, delegating it, and training all employees at once without being prepared.

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49 views15 pages

Implementing Total Quality Management

The document discusses implementing total quality management. It outlines rationales for change including a short-term focus, underestimating employee contributions, and an arrogant approach rather than customer focus. It also discusses traditional approaches like equating quality with cost and "bossmanship" rather than leadership. Key points on implementation include top management commitment, identifying strengths/weaknesses, forming teams, and training in small groups. ISO 9000 and Baldrige criteria are also summarized. Approaches to avoid include rushing implementation, delegating it, and training all employees at once without being prepared.

Uploaded by

hikara1990
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Chapter 22

Implementing Total Quality


Management

Objectives
After reading the chapter and reviewing the
materials presented the students will be able to:
Understand the requirements for implementing
total quality management.
Understand implementation strategies for : ISO
9000 and Baldrige.

Rationale for change


We are bound by a short term focus: Everything
western organizations do has to have a measurable
payback in the next quarter or next year, or it cannot
be justified.
The traditional approach tends to be arrogant
rather than customer focused: Western
organizations think they know more about what their
customers need than their customers do.
We seriously underestimate the potential
contribution of our employees, particularly
those in hands on functions: The result is that the
brainpower of the people we employ is largely wasted.

Traditional approach
equates better quality with
higher cost

Many traditional managers believe


that if you want better quality you
have to pay more for it.
The market place has found that if
you want better quality, you simply
pick the supplier that has
demonstrated superior quality at the
same price.

Leadership or Bossmanship
Western managers see their jobs as
simply telling subordinates what to do
and when to do it.
Industry found ways to divide the labor
and minimize the need for worker skill
and knowledge.
In this environment all you needed was
simple work instructions, the right tool,
and the requisite muscle to turn it.

Commitment by Top
Management
Top executives should plan on a
third of their time being used in the
total quality effort.
Only the boss has the authority to
solve an impasse.
Changing a culture is very difficult
even when everyone is willing.

Role of top management:


Leadership

Any person in charge of a group is a leader.


1. Leaders pull rather than push: The leader is visibly
involved in the effort he or she is leading.
2. Leaders know where they want to go: They set the
vision for their organizations and chart the course to
achieve the vision.
3. Leaders must be courageous and trustworthy:
Leaders must come to your aid when an obstacle springs up
in your area.
4. A leaders most important role after forming the
vision and setting the course is helping people do
their jobs with pride: This is about training and nurturing.

Role of Middle Management


The middle manager must deal with the
facilities, processes, and equipment put in
place by higher management.
He or she must operate within budget
constraints for training self and subordinates.
The middle manager must be a facilitator,
enabling his or her people to do their jobs
better, easier, and with increased satisfaction.
He or she must help, encourage, praise, and
listen to the workers.

Implementation
1. Train the steering committee: Team building
2. Identify the organizations strengths and
weaknesses: What are we really good at and what do
we lack?
3. Identify the probable advocates of total quality:
Which departments are most likely to be advocates,
and who will resist.
4. Identify customers both external and internal:
Who are the ultimate customers.
5. Develop a means of determining customer
satisfaction: Establish the current baseline against
which you will measure improvement.

Implementation Approaches
to be Avoided
1. Do not train all your employees at once: The right way to
do it is to train small groups of your people just in time just as
they need it.
2. Do not rush into total quality by putting too many
people in teams: Teams should be formed as needed to take
on specific issues or problems as directed by a steering
committee.
3. Total quality implementation must not be delegated: A
successful total quality implementation requires both complete
commitment and active, personal, day to day involvement by top
management and staff.
4. Do not start an implementation before you are
prepared: Be sure to become educated on the subject of total
quality before attempting to implement. This must include the
top manager and his or her subordinates.

An Implementation
Approach that Works

1. The Preparation Phase: The top executive must make the commitment of time
and resources and designates immediate staff to be the total quality steering
committee, with himself or herself as chair. If a union is involved, the senior union
official should also be a member of the steering committee. The steering committee
will require training in total quality philosophy, techniques, tools, before it starts any
work (two or three days of intensive training by consultant). Creation of organizations
vision statement that is short, and meaningful. Follow it with broad objective (become
the dominant player in our market in 5 years by introducing new products on a 9
month cycle over the next 3 years). At this point, make sure everyone in the
organization knows about the vision, guiding principle, objectives, and total quality.
2. The Planning Phase: The steering committee is responsible for selecting the initial
total quality projects based on the strengths and weaknesses of the company. The
early projects must be selected to assure success. Form teams that are cross
functional, having representation from multiple departments as appropriate for the
project. Provide team training (at least half a day).
3. The Execution Phase: The steering committee gives each team its direction and
activates it. Teams use PDCA (plan, do, check, act) cycle. Teams close the loop with
steering committee by providing feedback information on progress and results (weekly
or monthly). Feedback will guide steering committee to make necessary changes to
corporate infrastructure. Keep employees informed periodically on progress.

ISO 9000
ISO 9000 is a subset of total quality.
ISO 9000 can get an organization
started on a total quality
implementation.
ISO 9000 registration requires a lot of
work procedures, checks, and
management involvement.

Baldrige
The Malcolm Baldrige National Quality
Award Program promotes awareness of the
importance of quality improvement to the
national economy.
It recognizes organizations that have made
substantial improvements in products, services,
and overall competitive performance.
It fosters sharing of best practices information
among U.S. organizations.
The list of evaluation criteria is shown in fig 2211, page 439.

Summary

We are bound by a short term focus: Everything western organizations do has to


have a measurable payback in the next quarter or next year, or it cannot be justified.
The market place has found that if you want better quality, you simply pick the
supplier that has demonstrated superior quality at the same price.
Top executives should plan on a third of their time being used in the total quality
effort.
Leaders pull rather than push: The leader is visibly involved in the effort he or
she is leading.
The middle manager must be a facilitator, enabling his or her people to do their
jobs better, easier, and with increased satisfaction.
Do not train all your employees at once: The right way to do it is to train small
groups of your people just in time just as they need it.
Do not rush into total quality by putting too many people in teams: Teams
should be formed as needed to take on specific issues or problems as directed by a
steering committee.
ISO 9000 is a subset of total quality. ISO 9000 can get an organization started on a
total quality implementation.
The Malcolm Baldrige National Quality Award Program promotes awareness of
the importance of quality improvement to the national economy.

Home Work
Answer Question 9 on page 441.
9. List and briefly explain implementation
approaches that should be avoided.

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