Total Quality: mapping a TQM strategy.Introduction The successful implementation of Total Quality Management (TQM (Total Quality Management) An organizational undertaking to improve the quality of manufacturing and service. It focuses on obtaining continuous feedback for making improvements and refining existing processes over the long term. See ISO 9000. ) can lead to improvements in the quality of products and services, reductions in the waste of resources, and overall increases in efficiency and productivity. Such improvements contribute to good customer relations, growth in market share and sustained competitive advantage. However, the introduction of a quality strategy is a major strategic change which requires considerable research and planning and it is important to combine the "hard edge" of quality (its tools and techniques) with the "soft" side of cultural change. TQM involves everyone in the organisation and needs to become a way of life, if it is to be successful. National Occupational Standards for Management and Leadership This checklist has relevance to the following standards: B: Providing direction, unit1 Definition TQM is a style of managing which gives everyone in the organisation responsibility for delivering quality to the final customer, quality being described as 'fitness for purpose' or as 'delighting the customer'. TQM views each task in the organisation as fundamentally a process which is in a customer/supplier relationship with the next process. The aim at each stage is to define and meet the customer's requirements in order to maximise the satisfaction of the final consumer at the lowest possible cost. Action checklist 1. Establish a planning team You will need a quality team to drive through the changes. In a small organisation this will be the senior management team; in a larger one, it will comprise senior managers representing the major functions. Include known sceptics or mavericks in the team and ensure that minority views are represented. 2. Assess the need to change Consider the competitive position of the organisation. Establish who your key customers are and find out what they expect of you: don't assume that you are currently meeting all their requirements. Finding out what customers need is a continuous, not a one-off, process. Establish how other groups--suppliers, competitors and employees--view the quality of your product/service. 3. Define the vision Draw up a vision statement defining where the organisation wants to be in terms of serving its customers: this vision must be stretching but attainable at·tain v. at·tained, at·tain·ing, at·tains v.tr. 1. To gain as an objective; achieve: attain a diploma by hard work. 2. . Define the principles and values which underpin the vision. Use other organisations as a model but make sure the statement reflects your culture and circumstances CIRCUMSTANCES, evidence. The particulars which accompany a fact. 2. The facts proved are either possible or impossible, ordinary and probable, or extraordinary and improbable, recent or ancient; they may have happened near us, or afar off; they are public or . 4. Define the standard of service you aim to provide Translate the vision into realistic outcomes. Establish what customers, suppliers and employees expect the organisation to deliver in quality of product/service. 5. Review how you are currently failing to meet standards There may often be a large gap between customer expectations and reality. Establish the reasons for this across the organisation. Key ones are: external constraints CONSTRAINTS - A language for solving constraints using value inference. ["CONSTRAINTS: A Language for Expressing Almost-Hierarchical Descriptions", G.J. Sussman et al, Artif Intell 14(1):1-39 (Aug 1980)]. , being let down by suppliers and internal inefficiencies. It can happen that customers expect too little--you need to assess their needs, not only their overt Public; open; manifest. The term overt is used in Criminal Law in reference to conduct that moves more directly toward the commission of an offense than do acts of planning and preparation that may ultimately lead to such conduct. OVERT. Open. wishes. 6. Conduct an assessment of current levels of waste Quantify Quantify - A performance analysis tool from Pure Software. the quality failures by securing from heads of departments an assessment of current levels of waste. Ensure they involve all employees in the assessment. Collect data as widely as possible, cost the results and present the findings to the senior management team. 7. Establish the current cost of waste Work out how much is currently spent on rectifying internal failure (for example, reworking of below quality goods) and external failure (for example handling customer complaints). Include appraisal costs--the time and money spent on inspection and checking. 8. Decide whether to go for third party certification You need to decide whether to include a quality management system in your initiative. This will lead to third party certification (such as BS EN ISO (1) See ISO speed. (2) (International Organization for Standardization, Geneva, Switzerland, www.iso.ch) An organization that sets international standards, founded in 1946. The U.S. member body is ANSI. 9000). This may gain recognition from customers and suppliers or even be demanded by them. 9. Draw up your quality strategy Use the results of the waste audit to draw up your quality strategy, covering: * the goals of the strategy, including a revised statement of your mission * the systems and tools needed to change processes * the cultural changes needed to create the right environment for quality * details of the resources that can be applied * the time frames. Secure senior management approval for the plan. 10. Draw up an action plan for change Organisational culture will be a critical factor in the success or failure of the initiative. Strong and effective teams are essential, so plan for the introduction or strengthening of team-based working as appropriate. 11. Establish an education and training programme Some staff will need in-depth training, others will need less, but everyone should be given a thorough introduction to, and familiarisation Noun 1. familiarisation - the experience of becoming familiar with something familiarization experience - the accumulation of knowledge or skill that results from direct participation in events or activities; "a man of experience"; "experience is the best with what TQM means. Conduct an analysis of training needs in relation to TQM and cost the additional training required. This will need to be offset against the expected productivity gains. Plan for: * general induction induction, in electricity and magnetism induction, in electricity and magnetism, common name for three distinct phenomena. Electromagnetic induction and training of all employees in the principles of TQM * development of managers, supervisors and team leaders in the 'soft' skills needed to implement TQM * job specific training in new techniques associated with TQM * additional training in customer relations. An external trainer or facilitator is almost always essential, especially in the early stages. 12. Opportunities and priorities for improvement Set priorities for the introduction of TQM. Select key processes for early analysis and improvement. Do not start with more than three processes at the most. Choose at least one that is likely to demonstrate quick returns in business performance. 13. Goals and criteria for success You will need to set both short- and long-term Long-term Three or more years. In the context of accounting, more than 1 year. long-term 1. Of or relating to a gain or loss in the value of a security that has been held over a specific length of time. Compare short-term. targets and establish measures of success both in business and cultural terms. How not to introduce TQM Don't: * try to go ahead without full support from senior management * see TQM as a quick fix * introduce TQM at the same time as other new initiatives * use TQM (or even appear to use TQM) as a means of downsizing (1) Converting mainframe and mini-based systems to client/server LANs. (2) To reduce equipment and associated costs by switching to a less-expensive system. (jargon) downsizing . Additional resources Books ISO 9001:2000 in brief, ed, Ray Tricker and Burce Sherring-Lucas Oxford: Elsevier Butterworth Heinmann, 2005 Total quality management in a week, 3rd ed, John Macdonald John Macdonald may refer to:
London: Chartered Management Institute Inspiring Leaders The Chartered Management Institute is a professional institution for managers, based in the United Kingdom. In addition to supporting its members, the organisation encourages management development, carries out research, produces a wide variety , Hodder and Stoughton, 2003 Managing quality, ed, Barry G Dale Malden, Mass.: Blackwell Black·well , Elizabeth 1821-1910. British-born American physician who was the first woman to be awarded a medical doctorate in modern times (1849). , 2003 Quality a critical introduction, 2nd ed, John Beckford London, Routledge, 2002 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Journal articles Managing responsibility: what can be learned from the quality movement, Sandra sandra (sänˑ·dr  ),adj Waddock and Charles Bodwell California California (kăl'ĭfôr`nyə), most populous state in the United States, located in the Far West; bordered by Oregon (N), Nevada and, across the Colorado River, Arizona (E), Mexico (S), and the Pacific Ocean (W). Management Review, Fall 2004, vol 47 no 1, pp25-37 Quality 21, John Oakland and Les Porter Quality World, Jan 2004, vol 30 no 1, pp10-12 This is a selection of journal articles available from the Management Information Centre. More information at: www.managers.org.uk/mic Related checklists Total quality: getting TQM to work (030) Preparing for ISO 9000 (004) Internet Internet Publicly accessible computer network connecting many smaller networks from around the world. It grew out of a U.S. Defense Department program called ARPANET (Advanced Research Projects Agency Network), established in 1969 with connections between computers at the resources IQA IQA Institute of Quality Assurance (UK) IQA International Quilt Association IQA Internal Quality Audit IQA Independent Quality Assurance IQA Incoming Quality Audit Quality Information Centre www.iqa.org/information Includes fact sheets and other resources. Organisations British Quality Foundation 32-34 Great Peter Street, London SW1P 2QX Tel: 020 7654 5000 www.quallity-foundation.co.uk European Foundation
Brussels Representative Office, Avenue des Pleiades, 11 1200 Brussels, Belgium Tel: +32 2 775 35 11 www.efqm.org Institute of Quality Assurance 12 Grosvenor Crescent crescent, emblematic representation of the quarter moon. The crescent and star, ancient Byzantine symbols that became the emblems of Constantinople, were also assumed as the standard of the Ottoman Turks. , London SW1X 7EE Tel: 020 7245 6788 www.iqa.org |
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