Phases in TQM Implementation

PHASES IN TQM
IMPLEMENTATION
OBJECTIVES
After reading this chapter, the student should be able to:

• Recognize the different phases in TQM implementation.
• Identify some of the methods in generating ideas for the
planning phase.
• Name the barriers in TQM implementation.
FIVE-PHASE INSTRUCTION FOR
IMPLEMENTING TOTAL QUALITY
MANAGEMENT (TQM)
1.Preparation
2.Planning
3.Assessment
4.Implementation
5.Diversification
PREPARATION
It is during preparation when management decides
whether or not to pursue a TQM program.
They undergo intial training, identify needs for
outside consultants, develop a specific vision and
goals, draft a corporate policy, commit the necessary
resources, and communicate the goals throughout
the organization.
PLANNING
In the planning stage, a detailed plan of

implementation is drafted (including budget and
schedule), the infrastructure that will support the
program is established, and the resources necessary
to begin the plan are earmarked and secured.
Planning for quality starts with setting quantifiable and
measurable targets. While doing this the organizational
needs to keep customer’s wants in mind.
Once the quality objective is decided it is important to think
about the market feasibility of the product.
Once everything is planned the organization needs to assess
its capability to deliver the target quality.
METHODS IN PLANNING
1. The 5 whys – asking “WHY” at least five times to
unearth the core cause of a problem.
2. Benchmarking – is a technique that measures a
company’s performance against the best in
industry.
TYPES OF BENCHMARKING
A. Internal benchmarking – is a comparison

between operations or parts of operations which
are within the same total organization.
B. External benchmarking – is a comparison
between an operation and other operations
which are part of a different organization.
C. Non-competitive benchmarking – is benchmarking

against external organizations which do not compete
directly in the same markets.
D. Competitive benchmarking – is a comparison
directly between competitors in the same, or similar,
markets.
E. Performance benchmarking – is a comparison

between the levels of achieved performance in
different operations.
F. Practice benchmarking – is a comparison between
an organization’s operations practices, or way of doing
things, and those adopted by another operation.
METHODS IN PLANNING
3. Brainstorming – is a technique in which a

group of people share ideas and thoughts, in a
relaxed atmosphere on various problems in
order to stimulate unrestrained collective
thinking.
ASSESSMENT
This process requires a thorough self-assessment

both from management and customers or clients.
The assessment will be on the qualities and
chaacteristics of members of the company as well as
the company itself.
THREE (3) METHODS OF
ASSESSMENT
1. Discussion group methods

2. Survey methods
3. Award type
DISCUSSION GROUP METHOD
Can yield some useful insights and facilitate effective

improvement activities. However, the scoring process
is open to greater subjectivity and care should be
exercised when analyzing scores.
SURVEY METHOD
Is excellent for measuring employee
perceptions of TQM in an organization.
However, perceptions may or may not coincide
with reality.
Improvement activities should be based on
facts, not opinions.
AWARD TYPE SELF-
ASSESSMENT
Is the most effective form. The organization

gathers information, generates a list of strengths
and improvement opportunities and scores it.
This process can be facilitated by external experts.
IMPLEMENTATION
At this point, the organization can already begin

to determine its return on its investment in
TQM. It is during this phase that support
personnel are chosen and trained, and
managers and the workforce are trained.
THE BARRIERS OF TQM
IMPLEMENTATION
1. Lack of management commitment – in order for any

organizational effort to succeed, there must be a
substantial management commitment of management
time and organizational resources.
THE BARRIERS OF TQM
IMPLEMENTATION
2. Inability to change organizational

culture – changing organization’s culture is
difficult and will require as much as five
years.
BASIC CONCEPTS OF CHANGE
A. People change when they want to and to meet their own

needs.
B. Never expect anyone to engage in behavior that serves
the organization’s values unless adequate reason has
been given.
C. For change to be accepted, people must be moved from
a state of fear to trust.
BASIC CONCEPTS OF CHANGE
D. Improper planning: All constituents of the

organization must be involved in the
development of the implementation plan and
any modifications that occur as the plan
evolves.
THE BARRIERS OF TQM
IMPLEMENTATION
3. Lack of continuous training and education –
training and education is an ongoing process for
everyone in the organization. Needs must be
determined and a plan developed to achieve
those needs
THE BARRIERS OF TQM
IMPLEMENTATION
4. Incompatible organizational structure and
isolated individuals and departments –
differences between departments and
individuals can create implementation
problems.
THE BARRIERS OF TQM
IMPLEMENTATION
5. Ineffective measurement techniques and
lack of access to data and results – key
characteristics of the organization should be
measured so that effective decisions can be
made.
THE BARRIERS OF TQM
IMPLEMENTATION
6. Paying inadequate attention to internal

and external customer – organizations
need to understand that changing needs
and expectatioms of their customers.
THE BARRIERS OF TQM
IMPLEMENTATION
7. Inadequate use of empowerment and
teamwork – teams need to have the proper
training and, at least in the beginning, a
facilitator, whenever possible, the team’s
recommendation should be followed.
THE BARRIERS OF TQM
IMPLEMENTATION
8. Failure to continually improve – it is
tempting to sit back and rest on laurels.
However, a lack of continuous improvement of
the processes, product, and/or service will even
leave the leader of the pack in the dust.
DIVERSIFICATION
In this stage, managers utilize their TQM
experiences and successes to bring groups
outside the organization (suppliers, distributors,
and other companies that have an impact on
the business’s overall health) into the quality
process.
Thank you!

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What are the five phases of TQM implementation?

What are the five phases of TQM implementation?

What are some methods used in the planning phase?

What are some methods used in the planning phase?

PHASES IN TQM

After reading this chapter, the student should be able to:

In the planning stage, a detailed plan of

A. Internal benchmarking – is a comparison

C. Non-competitive benchmarking – is benchmarking

E. Performance benchmarking – is a comparison

3. Brainstorming – is a technique in which a

This process requires a thorough self-assessment

1. Discussion group methods

Can yield some useful insights and facilitate effective

Is the most effective form. The organization

At this point, the organization can already begin

1. Lack of management commitment – in order for any

2. Inability to change organizational

A. People change when they want to and to meet their own

D. Improper planning: All constituents of the

6. Paying inadequate attention to internal

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