Implementing Total Quality Management

Chapter Twenty-Two IMPLEMENTING TOTAL QUALITY MANAGEMENT

1. What is meant by the statement, "We are bound to a short-term focus?"

Most organizations are driven by short-term objectives. This statement suggests that everything we do has to have a measurable payback in the next quarter or the next year, or it cannot be justified.

2. How does the traditional approach to doing business equate quality with higher cost?

Organizations that have successfully changed themselves into total quality enterprises have found that quality is not just free, but it also brings unforeseen benefits. Sadly, though, many traditional managers still feel that if you want better quality, you have to pay more for it.

3. Differentiate between leadership and bossmanship.

Traditional managers see their jobs as simply telling subordinates what to do and when to do it, rather than providing good leadership.

4. List and explain the requirements for total quality implementation.

Commitment of Resources

The other part of commitment is resources. Total quality implementation need not be expensive, but everything has a cost.

Organization-Wide Steering Committee

Company-wide implementation requires a top-level steering committee. It should be chaired by the person filling the top position in the structure and its membership comprised of that person's direct subordinates.

Planning and Publicizing

The steering committee must develop the following:

Corporate Vision Statement

Broad Goals and Objectives

Total Quality Implementation Plan

Awards and Recognition Program

Publicity Approach

Infrastructure that Supports Deployment and Continual Improvement

With commitment from the top, a high-level steering committee, a set of plans for at least the early phases of implementation and the means of providing the required training, the final requirement is the infrastructure that will support the deployment of total quality throughout the organization and continual improvement on a never-ending basis. In addition, it may be necessary to change procedures, alter the organization, and deal with union considerations.

5. Describe the necessary components of an infrastructure that supports deployment and continual improvement.

Procedures

Virtually all organizations should operate in accordance with procedures. You will find that many of your procedures, having been developed in another culture, do not support total quality, and represent an opportunity for improvement.

Organization The typical U.S. and European organizational hierarchy does not fit with total quality. As total quality implementation progresses, you may find it necessary to alter your organization. Walls that have been around the departments over the years may need to be eliminated.

Union Considerations

In organizations with organized labor, the union is an inherent part of the infrastructure. The natural bent of the labor unions makes it difficult for them to accept the changes necessary for maximum benefit of total quality.

6. What is the role of top management in the implementation of total quality?

Leadership: pulling, rather than pushing; knowing where they want to go; being courageous and trustworthy; forming the vision; setting the course, and helping people do their jobs with pride. The role of the leader is not to dictate1 but to facilitate.

7. What is the role of middle management in the implementation of total quality?

Leadership: dealing with the facilities, equipment, and processes put in place by higher management; operating within the constraints of budget for training self and subordinates; in short: carrying the brunt of the work. The middle manager must facilitate his or her people to do their jobs better, easier, and with increased satisfaction. He or she must help, teach, encourage, praise, and, most importantly, listen to those people. Middle managers often function as project