Total quality: getting TQM to work.This checklist provides guidance for those who have mapped a total quality management strategy and are now seeking to implement it.Definition 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. is a way 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 maximising the satisfaction of the final consumer at the lowest possible cost. Action checklist 1. Decide whether to run pilots While you need to map a TQM strategy for the whole organisation, you will usually introduce it in stages. For the pilots select areas or functions which are significant and where you feel TQM will yield results within a year at most: those will be critical in selling TQM to the sceptics. 2. Monitor and evaluate the results of the pilots Draw up a framework and appoint a management team to assess and evaluate the results of the pilots. What lessons can be learned, and how can these be applied in introducing TQM elsewhere in the organisation? 3. Decide which tools and techniques to use at each of the four stages in the implementation of TQM There are four key stages in the implementation of TQM: measurement; process management; problem solving problem solving Process involved in finding a solution to a problem. Many animals routinely solve problems of locomotion, food finding, and shelter through trial and error. and corrective action A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are instigated in response to a customer complaint, abnormal levels if internal nonconformity, nonconformities identified during an internal audit or . For each, you need to select the tools and techniques appropriate to the scale and environment of your organisation. 4. Decide which measurement techniques to use Measurement is critical to the success of TQM in quantifying situations and events and providing a benchmark by which to measure progress. The key is to ensure measurement is a meaningful process which leads to corrective action, rather than an end in itself. The main techniques are: measurement and error logging charts; corrective action systems; work process flow charts; run charts and process control charts. 5. Select process management tools There are systems and tools to assist in process management. Many may already be used in the organisation, including: Gantt charts, flow charts and histograms. Select those which are right for the culture of your organisation. 6. Set up mechanisms for problem solving Plan to establish groups throughout the organisation to look at improving quality from different angles. * Improvement groups are regular sessions led by supervisors of natural work groups. * Key process groups analyse an·a·lyse v. Chiefly British Variant of analyze. analyse or US -lyze Verb [-lysing, -lysed] or -lyzing, the operation of important processes. * Innovation groups cross departments and are drawn from different levels within the organisation to look at totally new ways of working. The groups have a range of techniques available to help them, including brainstorming, fishbone diagrams and Pareto analysis Pareto analysis is a statistical technique in decision making that is used for selection of a limited number of tasks that produce significant overall effect. It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire . 7. Set up corrective action mechanisms The emphasis in TQM must be on identifying the causes of problems and solving them. Build in at the planning stage feedback loops with corrective action. 8. Draw up a communications plan for announcing the implementation across the organisation Decide when and how to announce the programme. Assume that staff may initially be cynical or sceptical and work out strategies for overcoming this. Use "converts" from the pilots to explain the benefits. Make clear how TQM relates to other initiatives within the organisation. 9. Implement the education programme Introduce the education programme mapped in your strategy. Target key groups first. Use these as the agents of change to cascade learning through the organisation. 10. Plan to create the right culture for quality Successful TQM depends as much on cultural change as on process improvements. Be aware that TQM will probably need to be accompanied by a general programme of information and education targeted at employees, supervisors and managers. 11. Empower empower verb To encourage or provide a person with the means or information to become involved in solving his/her own problems supervisors The team leaders will be pivotal to the success of TQM. You need to give them the resources, time, support and education to become leaders. 12. Consider how to motivate employees to take ownership Employees will need to take ownership of quality and act on their own initiative. To achieve this, you will need to create an open culture and drive out fears of failure, of taking risks and reprisals REPRISALS, war. The forcibly taking a thing by one nation which belonged to another, in return or satisfaction for a injury committed by the latter on the former. Vatt. B., 2, ch. 18, s. 342; 1 Bl. Com. ch. 7. 2. . You will also need to be prepared to deal with possible insecurities of managers who discover that all, or most, of their work is unnecessary or can be done by staff at lower levels. 13. Establish a programme of management change Employees will not be able to make the changes needed without profound changes in management style. A new approach will be needed under TQM based on collaboration, consensus and participation: the largest single change for managers will be from telling to listening, from commanding to empowering. 14. Set short--and long-term goals Long-term goals Financial goals expected to be accomplished in five years or longer. for the implementation programme Establish a means for monitoring progress. This will require a mix of short-term goals, to demonstrate progress, and more challenging long-term ones to stretch the organisation. Include a mix of business and cultural indicators. 15. Maintain the impetus Impetus is a stimulus or impulse, a moving force that sparks momentum. Impetus may also refer to:
Culture changes will take a long time to show results and staff may be frustrated frus·trate tr.v. frus·trat·ed, frus·trat·ing, frus·trates 1. a. To prevent from accomplishing a purpose or fulfilling a desire; thwart: at what they can achieve through process improvements. Regularly review and report progress and and publicise Verb 1. publicise - call attention to; "Please don't advertise the fact that he has AIDS" advertise, advertize, publicize announce, denote - make known; make an announcement; "She denoted her feelings clearly" successes. Dos and don'ts for the successful implementation of TQM Do * Make clear the relationship between TQM and other initiatives within the organisation. * Work out where the invisible barriers to change are. Be aware of them from the outset and develop a strategy for overcoming them. * Make clear that TQM is not a quick fix but an ongoing process of continuous improvement: you will never fully achieve total quality as the targets will constantly shift. * Ensure that systems concentrate on measuring the performance of work processes rather than the individuals engaged in them. Don't * View TQM as a precisely defined methodology or a series of neatly tabled sequential actions to be completed one by one. * Try to bring in TQM alongside other major initiatives if these already make heavy demands on management time. * Neglect the soft side of TQM: changing culture is as important as changing processes. * Lose sight of the ends by excessive concentration on the means. Glossary A term used by Microsoft Word and adopted by other word processors for the list of shorthand, keyboard macros created by a particular user. See glossaries in this publication and The Computer Glossary. of terms associated with TQM Brainstorming is a simple approach used to help a group generate as many creative ideas as possible. Everyone is encouraged to speak and every idea is recorded without evaluation or criticism. Corrective action depends on introducing management systems which require employees to identify the cause of a problem and remove it, so the problem does not recur, rather than just fixing the problem temporarily. Fishbone charts, or cause-and-effect diagrams, explore in diagrammatic di·a·gram n. 1. A plan, sketch, drawing, or outline designed to demonstrate or explain how something works or to clarify the relationship between the parts of a whole. 2. form the root causes of a problem. Gantt charts are used in planning projects to show the proposed start and finish of each activity graphically against a common timetable. Histograms are bar charts which show patterns of variation in different processes. Pareto analysis is used to separate out and prioritise Verb 1. prioritise - assign a priority to; "we have too many things to do and must prioritize" prioritize grade, rate, rank, place, range, order - assign a rank or rating to; "how would you rank these students?"; "The restaurant is rated highly in the food the significant items in a mass of data by applying to them the 80/20 rule: recording and analysis will usually show that 80% of the problems stem from 20% of the potential causes. Process control or process flow charts are used to plot diagrammatically di·a·gram n. 1. A plan, sketch, drawing, or outline designed to demonstrate or explain how something works or to clarify the relationship between the parts of a whole. 2. the sequence of events in a particular process. Useful reading Quality beyond six sigma Not to be confused with Sigma 6. Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects.[1] A defect is defined as nonconformity of a product or service to its specifications. : Ron Basu and Nevan Wright Oxford, Butterworth Heinemann, 2003 The keys to excellence : the Deming philosophy of quality management: Nancy R Mann Chalford, Management Books, 2000 The essence of total quality management 2nd ed: John Bank Harlow, Financial Times Prentice Hall Prentice Hall is a leading educational publisher. It is an imprint of Pearson Education, Inc., based in Upper Saddle River, New Jersey, USA. Prentice Hall publishes print and digital content for the 6-12 and higher education market. History In 1913, law professor Dr. , 2000 Implementing Jurans road map for quality leadership: benchmarks and results: Al Endres New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of NY, John Wiley John Wiley may refer to:
Principles of quality costs : principles implementation and use 3rd ed: Jack Campanella Milwaukee Wis adv. 1. Certainly; really; indeed. v. t. 1. To think; to suppose; to imagine; - used chiefly in the first person sing. present tense, I wis. See the Note under Ywis. , ASQ ASQ American Society for Quality ASQ Arab Studies Quarterly ASQ Automated Software Quality ASQ Administrative Science Quarterly ASQ Ages & Stages Questionnaires ASQ Allowable Sale Quantity ASQ Ascension Island (DoD radar) Quality Press, 1999 Business excellence handbook 5th ed: Chris Hakes Bristol, Bristol Quality Centre, 1999 Useful addresses The 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 0207 245 6722 www.iqa.org, British Quality Foundation, 32-34 Great Peter Street, London SW1P 2QX Tel: 020 7654 5000 www.quality-foundation.co.uk Thought starters * Do you need to make changes to the structure of the organisation to make clear that quality is the responsibility of everyone? * To what extent do current reward mechanisms promote employee involvement in quality? |
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