Princess Joy M.

Laigo

III-BSBA-B

CHAPTER 4: TQM IMPLEMENTATION

INTRODUCTION

TQM is based on self-control, which should be embedded in each employee, team, division, etc.
Pushing problem solving and decision making to the lower levels of the organization allows
employees to both measure and take corrective action in order to deliver a product or service
that exceeds customer satisfaction.
Most organizations establish a quality council or a steering committee for systematic transfer of
responsibility for improvement to every employee in the organization

PDSA TQM IMPLEMENTATION

Shewhart developed Plan, Do, Check, Act (PDSA) cycle for improvement of processes. Deming
modified it as PDSA cycle. There are four phases - Plan, Do, Study and Act.
PDSA cycle - is suitable for process improvements projects.
Planning Phase - is the preparation phase where the actions proposed to be taken for
implementation of TQM are determined and documented after a detailed analysis.
Do Phase - involves implementation of the actions on a pilot basis.
Study Phase - where the results of pilot implementation are measured and analyzed to see
whether there is a real improvement.

Plan

Establish objectives
Establish a plan that will facilitate achieving the goal
Establish a measure system

Do

Plan for implementation and measurements

Implement the plan on pilot basis

Study

Compare the results with the objectives

Identify gaps
Analyze the causes for gaps and exceptional results, if any

Act

Standardize the procedure that met or exceeded the goal

 If there were gaps, improve the plan and carry out PDSA again

PLANNING PHASE OF TQM

Announcement

The CEO will be able to convince the workers and the junior employees about practicing TQM
quite easily as they tend to have an open mind.

Select Consultant

He should analyze the consultant's past experience, credentials, values, outlook, abilities,
communication skills and other attributes before selecting the consultant

Corporate Strategic Planning

The important activities in strategic planning are formulating vision, mission and objectives for
the organization by the CEO.

Vision Statement

Vision statement should be concise so that it is easily comprehensible by all the employees. It
should be inspiring as well as challenging the employees also. Vision is the long-term goal
relevant to the organization

Mission Statement

Describes the purpose for which the organization is in business and provides the strategies to
achieve the purpose.

QUALITY POLICY

Quality Policy should clearly convey the views of the management on dealing with customers
and achieving customer satisfaction.
Plan for establishing communications framework
Plan for Quality Council (QC)
Selection of TQM Facilitator
Role of Quality Council
Strategic Quality Plan
Employee Involvement
Constitution of PAT
Identify Process

APPLY PDSA FOR IMPROVEMENT

At the lower level, planning is encountered when the organization has to decide where to
improve, or what steps to improvement have to be taken. Each improvement action has to be
planned and executed following the PDSA cycle.
 Do Phase of TQM
Study Phase of TQM
Act Phase of TQM

SELECT PROCESS FOR IMPROVEMENT

The improvement actions are aimed at achieving one or more of the following goals:
Attaining technical excellence
Improving quality
Reducing defects
Increasing productivity
Reducing quality cost
Improving uptime of equipment
Reducing overhead costs
Reducing delivery time

PDSA FOR CONTINUOUS IMPROVEMENT

The outer PDSA is for TQM for the whole organization. The PDSA in the Do phase of TQM is that
for each improvement project.
*Plan
*Do
*Study Phase
*Act Phase
*Agenda for QC Meetings
*Schedules for Improvement Actions

*Communicating Success Stories

Implementation Tips for Winning Organization

1. Total Quality Management

2. Reengineering
3. Leveraging knowledge (sharing information rather than hoarding it)
4. Curious cannibalistic corporation (adventurous and bold)
5. Empowerment

GETTING THINGS DONE

1. Recognition
Recognition is a must in order to motivate the employees to bring out solutions to the problem
in the organization.

2. Praise and Punish

There are 4 types of management techniques as given below:

a) Autoritative
b) Autgoritative and benevolent
 c) Consultative
d) Participative

3. 80 per cent of Success will be due to Personal Contact

It is the support of the QC members and the CEO, which would help the process owners to cross
the barriers and improve the process, since resistance to change is a universal phenomenom.

4. Accumulate Small Gains

Continual improvemens means incremental improvements.

5. Build Credibility-Inside and Outside

TQM will help the organizatios to improve their reputation and credibility not only within the
organization but also amongs it's customer.

6. Persist

The QC members and the CEO should be consistent. They should take decisions based on
detailed analysis.

BARRIERS TO TQM IMPLEMENTATION

Lack of top management commitment

Lack of employee involvement
Non-cooperation of first line managers and middle management
Lack of clarity in vision
Losing track of business performance
Not involving customers and suppliers
Belief that training leads to employee attrition
Resistance to change at all levels
Ineffective TQM facilitator
Wrong consultant
Lack of consistency and persistence by the management
Haste and thereby waste
Looking for immediate gains
Not investing adequate resources
Adhoc organization
Quick obsolescence of products
Loosing confidence in the middle of the journey due to various reasons
Working harder than smarter
Tough competition leading to frequent price war
Unable to find champions within the organization
Not properly staffed- too many or too less number of employees

The barriers can be overcome by dedicated work force with a strong and committed leadership.