TQM Implementation

INTRODUCTION
The top management always leads the
implementation of total quality management.
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
expectations.
TQM TOOLS AND TECHNIQUES
TQM involves application of the right tools
in the organization for the continuous
improvement of quality.
 TQM Tools and Techniques

Type Tools and Techniques

Methodologies SPC, JIT, Taguchi methods- DOE,
QFD, TPM
System ISO 9000
Human Resources Total Employee Involvement
(TPE), Proactive management
and Quality circles
Motivation Award, European Quality Award,
Rajiv Gandhi National Quality
Award.
 The Management may use the various suggestions given by
the quality gurus for the benefit of their own organization.

Areas Contribution
of TQM of Gurus for Gurus
TQM

Statistical Gauss, Pareto,

Shewhart, Fisher
Management Juran, Crossby,
Feigenbaum
Execution Deming, Taguchi
PDSA TQM Implementation
Deming Modified the PDCA (Plan, Do, Check, Act) by
Shewhart as PDSA cycle. There are four phases Plan, Do,
Study, Act.
The planning phase is the preparation phase where the
actions proposed to betaken for implementation of TQM are
determined and documented after a detailed analysis.
The do phase involves implementation of the actions on a
pilot basis.
The study phase is where the results of pilot
implementation are measured and analyze to see whether
there is a real improvement. During this place one has to
understand which plan worked and which plan worked and
which did not. This may either lead to confirming the new
process in the act phase or modifying the plan and revising
the cycle again.
The important actions taken during each phase of
PDSA are given below:

Plan
- establish objectives
- establish a plan that will facilities achieving the
goal
- establish a measurement system
Do
- Plan for implementation and measurements
- Implement the plan on pilot basis
 Study
- compare the result 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
TQM IMPLEMENTATION

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.
The CEO has to convey and convince all the employees in
the organization about the importance of practicing TQM.
The CEO can announce the decision about practicing TQM in
a meeting, where all the employees are present.

Select Consultant- a competent consultant can be hired for

help in implementation of TQM.
CEO should select the right person personally because of the
important role he is going to play. He should analyze the
consultant past experience, credentials, values, outlook,
abilities, communication skills and other attributes before
selecting consultant.
Corporate Strategic Planning

The next step would be planning the strategy as

to how the organization is going to get into TQM. It
has to carry out the strategic planning without the
help of the Senior Management and consultant.
The important activities in the strategic planning are
formulating vision, mission and objectives for the
organization by the CEO
 Essential Statement
1. Vision Statement- is the vision of the CEO about
where the organization should be in the long-run
It should be concise so that it is easily
comprehensible by all the employees.
It should be inspiring as well as challenging to
employees also

2. Mission Statement
It describes the purpose for which the organization is
in business and provides the strategy to achieve this
purpose.
Continuation..
It should communicate the guiding principles and
values held common by the organization

Quality Policy
The quality policy should clearly convey the views of
the management on dealing with the customers and
achieving customer satisfaction.
It should also be like a guide for each section of the
organization for developing their own quality
objectives.
Plan for Establishing Communications Framework
Figure 4.2 Corporate Wide Communication Framework
Vision Statement

Mission Statement

Quality Policy

Quality Manual

Quality Plan
General Procedures Work Instructions
Detailed Procedures

News Letters Circulars Notes Training Prog. Story Teller

Figure 4.3 Quality Council in a large Organization
CEO
TQM Facilitator-Secretary
CEO-Chairman
Directors
Steering QC
Division 1

Division 2

Division 1 QC
Division 2 QC
 Selection Of TQM Facilitator
TQM Facilitator should be an independent person and
he should not be made responsible for normal
production.

He should encourage ideas in group meetings, avoid

expressing his own ideas and be tactful.
 Role of Quality Council (QC)
- they should have personal commitment to quality and
TQM.
- they should constitute the right teams, which can be
called as process improvement teams (PIT) for solving
problem.
- they should attend QC meetings after adequate
preparation.
- they should keep track of the steps taken by the teams
towards improvement on a regular basis.
- they may discuss with the customers and suppliers to
get first hand information.
- they should facilitate training of the employees as well
as the improvement of the team members.
- they should be champion for quality in the
organization.
 - they should always be on the look out for related
information.
- they should walk the talk.

Strategic Quality Plan- advocates that the strategic

business plan should be integrated.

Some strategies for TQM implementation:

Training for top management.
Forming improvement teams for specific problems.
The consultant can train the quality council members.

Employee Involvement- improvement action has to be

carefully considered and approved by the QC.
 - employees should be encourage to give suggestions
for improvement.
- improvement plan require a lot of detailed and
intelligent work to be carried out.
- they have to provide the resources for accomplishing
the tasks.
- the team members may like to give their opinion as to
how to go about finding a solution.

Constitution of PAT- the management should plan for

constituting PATs, empowering them and supporting them.
- improvement teams will be formed for solving a given
problem on part-time basis and will be dissolved as soon as
the job has been completed.
 Identify process- business process benchmarking helps in
identification of the potential processes for improvement.
Do Phase of TQM
Study Phase of TQM
Act Phase of TQM

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
Outer PDSA is for TQM for the whole organization. The
PDSA in the Do phase of TQM is that for each improvement
project.

Plan- facilitating Plan for Improvement of org.

Do- approved action plan has to be implemented.

Study Phase- the improvement team members have to

assess the effectiveness of the suggested solutions.

Act Phase- procedures are modified and issued. New

processes as are defined and implemented on a continuing
basis in the Act phase.
 Agenda for QC Meetings- process within an organization.
Assessed for possible improvement.
Schedule for Improvement Actions- schedules are not only
important for normal operations, but also for improvement
activities.
Communicating Success Stories- definitely motivate the
employees to improve.
Implementation Tips for Winning Organizations- According to
Tom Peters
1. Total Quality Management
2. Reengineering
3. Leveraging knowledge
4. Curious cannibalistic corporation
5. Virtual organization
6. Empowerment
Getting Things Done
some of the points which will help in getting things done by
employees
1. Recognition- is a must in order to motivate the employees to
bring out solutions to the problems in the organization.
Required to distinguish between the performers and the
non-performers.
2. Praise and Punish-
a. Authoritative
b. Authoritative and benevolent
c. Consultative
d. Participative
Management is benevolent, which means it tries to fulfill the
aspirations of the employees at the same time.
3. 80 pr cent of Success will be due to Personal Contact
4. Accumulate Small Gains
5. Build Credibility- inside and outside
6. Persist

Barriers to TQM Implementation

Commonly found barriers
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 facilitators
Wrong consultant
Lack of consistency and persistence by the management
Haste and thereby waste
Looking for immediate gains
Not investing adequate resources
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