Total quality mapping a TQM strategy.[check] This checklist provides guidance on mapping a strategy for 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. ) for those seeking to introduce TQM to the organisation for the first time. A quality strategy combines the 'hard' edge of quality (its tools and techniques) with its 'soft' side: the cultural changes you will need to achieve success. It is not just another management gimmick: it is a way of life. The checklist is intended only as an aid to your initial thinking. Introducing TQM is a major strategic change which will require considerable research and planning. You are likely to need external advice or help to implement it. 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. Advantages of TQM * It significantly improves the quality of the final product or service. * There is a major decrease in wasted resources. * There is a leap in productivity as staff use time more effectively. * As products and services are improved, there should be a 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. increase in market share, leading to sustained competitive advantage. * A more motivated mo·ti·vate tr.v. mo·ti·vat·ed, mo·ti·vat·ing, mo·ti·vates To provide with an incentive; move to action; impel. mo workforce with employees realising their full potential. Disadvantages of TQM * It is extremely demanding of management and staff time. * It can become bureaucratic bu·reau·crat n. 1. An official of a bureaucracy. 2. An official who is rigidly devoted to the details of administrative procedure. bu and mechanical and lead to an emphasis on consistency of procedures, rather than a focus on improvement, or the means rather than the end. * It will only help if the organisation is heading in the right direction; it is not a tool for turning the organisation around. * TQM is not a quick fix it takes years to implement and is an unending process. * It can lead to too much attention being paid to the needs of final customers and not enough to those of employees. * It is likely to cause perturbation perturbation (pŭr'tərbā`shən), in astronomy and physics, small force or other influence that modifies the otherwise simple motion of some object. The term is also used for the effect produced by the perturbation, e.g. at various stages and this has to be handled carefully Action checklist 1. Establish a planning team for total quality 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 in the team known sceptics or mavericks and ensure 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 don't 1. Contraction of do not. 2. Nonstandard Contraction of does not. n. A statement of what should not be done: a list of the dos and don'ts. assume that you are currently meeting all their requirements. Finding out what customers need is a continuous, not a one-off (1) One at a time. CD-ROM recorders (CD-R drives) are commonly called one-off machines because they write one CD-ROM at a time. (2) Only once. Software that is written to solve a specific problem only one time is sometimes called 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 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 the standards expected 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 organisational 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 (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 or its equivalent), which may bring benefits with 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. This will cover: * the goals of the strategy, including the revised 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 a management structure for change The culture of the organisation will be critical to the success or failure of TQM. Plan for the introduction of team-based working: strong and effective teams are essential. 11. Establish an education and training programme Some staff will need training in depth, others less so, 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 targets and establish measures of success both in business and cultural terms. Dos and don'ts for mapping an effective TQM strategy Do * Secure top management commitment from the very beginning. * Ensure that this commitment is repeatedly conveyed. * Encourage all employees to make suggestions for improvement, especially those at the sharp end. Don't * See TQM as a quick fix. * Bring TQM in at the same time as several other major 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 . Useful reading Total quality management in a week 3rd ed: John Macdonald John Macdonald may refer to:
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 London London, city, Canada London, city (1991 pop. 303,165), SE Ont., Canada, on the Thames River. The site was chosen in 1792 by Governor Simcoe to be the capital of Upper Canada, but York was made capital instead. London was settled in 1826. , Hodder and Stoughton, 2003 Quality a critical introduction 2nd ed: John Beckford London, Routledge, 2002 Quality matters : the decade of quality 1989 2000: G J Clark Clitheroe, Spire City, 2002 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 The keys to excellence: the Deming philosophy of quality management, Nancy R Mann Chalford, Management Books 2000, 2000 Testing for excellence in a week, Bob Norton London: Hodder and Stoughton, 2000 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 * Is the climate really right for the introduction of TQM? In particular, do managers have the integrity and openness which TQM will demand of them? * Does your strategy strike the right balance between the needs of your customer and those of your employees? |
|
||||||||||||||||||
Printer friendly
Cite/link
Email
Feedback
Reader Opinion