Topic 10:

Implementing Total Quality Management

MAJOR TOPICS COVERED
 Rationale for Change
 Requirements for Implementation
 Role of Top Management: Leadership
 Role of Middle Management
 Viewpoints of Those Involved
 Implementation Variation Among Organizations
 Implementation Approaches to Be Avoided
 An Implementation Approach that Works
 Getting On With It
 What to Do in the Absence of Commitment from the Top
 Implementation Strategies: ISO 9000 and Baldrige
 The traditional way of doing business presents the
following problems:
▪ We are bound to a short-term focus.
▪ Tends to be arrogant rather than customer-focused.
▪ We seriously underestimate the potential contribution
of our employees, particularly those in hands-on
functions.
▪ The traditional approach associate better quality with
higher cost.
▪ The traditional approach is short on leadership and
long on bossmanship.
 The requirements for TQM implementation are as follows:
1. Commitment by top management
2. Commitment of resources
3. Creation of an organization-wide steering committee
4. Planning and publicizing
▪ Vision statement and guiding principle
▪ Goals and objectives
▪ Total Quality Implementation plan
▪ Award and recognition Program
▪ Publicity approach
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5. Establishing an infrastructure that supports deployment
and continual improvement
 Procedures
 Organization
 Union Considerations

Typical Traditional Total Quality

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Organization Organization
 Role of Top Management
 The role of top management can be summarized as
providing an effective leadership and resources.
 Effective leadership should:
1. Leaders pull rather than push
Leader is visibly involved in the effort hr or she is leading.
2. Leaders know where they want to go.
Leader provide the constancy of direction and purpose for
success in the long run.
3. Leaders must be courageous and trustworthy.
4. Leader must able to help people to do their jobs with pride.
Leader should provide training, tools, both physical and
intellectual to achieve vision and goals.
 The role of middle management is facilitation.
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Implementation Variation Among Organizations
 There is no one right way to implement TQM in an organization due to
culture, people and business situation different.
 The requirements for TQM implementation discussed earlier are must.
There are some other necessary steps need to follow:
1. Train the steering committee. The basics are:
 Deming 14 points and seven deadly diseases.(refer to slide 11 and 12)
 The seven tools
 Team building
2. Identify organizational strength and weaknesses
 What we are really good at?
 What needed strength do we lack?
3. Identify the probable advocates of TQ.
 Which departments are most likely to be advocates of TQ?
 Who will resist TQ?
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4. Identify customers, both external and internal.
 Who are the organization’s real, ultimate customers?
 Who are the internal customers of the various department or
processes?
 Who are the customer of the individual employees?
5. Develop a means for determining customer
satisfaction(external/internal)
 Establish the current baseline against which you will measure
improvement.
 By completing these task, the steering committee will be able
to make rational judgments about how the journey should be
started.

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Implementation approaches that you should Avoid
 Implementation approaches that should be avoided
are as follows:
▪ Don’t train all employees at once.
▪ Don’t rush into total quality by putting too many people
in too many teams too soon.
▪ Don’t delegate implementation
▪ Don’t start an implementation before you are prepared.
Deming’s Fourteen Points

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Deming’s Seven Deadly Diseases

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An Implementation of TQM That Works
 Although implementation must vary with each
organization, the 20 fundamental steps must be
followed, generally in the order given.
 Implementation phases are as follows:
▪ Preparation phase
▪ Planning phase
▪ Execution phase
 Tailoring to the organization’s specific culture, values,
strengths, and weaknesses is done in the planning
phase, steps 12 through 16.
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ISO 9000 as a Starting Point
 Going through the ISO 9000 registration steps
will give an organization a good start on
implementing total quality. ISO 9000 is an
international standard for providers of goods
and services that sets broad requirements for
the assurance of quality and for management’s
involvement.
 The Malcolm Baldrige National Quality Award

 The Malcolm Baldrige National Quality Award

evaluates candidates for the award according to criteria
in several categories as follows:
▪ Leadership
▪ Strategic planning
▪ Customer focus
▪ Measurement, analysis, and knowledge management
▪ Workforce focus
▪ Operation focus
▪ Results

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End

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