Chapter 4 - TQM Implementation

Every day you may make progress. Every step may be fruitful. Yet there will stretch out
before you an ever-lengthening, ever-ascending, ever-improving path. You know you will
never get to the end of the journey. But this, so far from discouraging, only adds to the
joy and glory of the climb.
- Sir Winston Churchill

Introduction
The top management always leads the implementation of TQM. 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 consumer expectations.

The framework for TQM implementation should facilitate this and involve every
employee. Most organizations establish a quality council or a steering committee for
systematic transfer of responsibility for improvement to every employee in the organization.
However the CEO will devote the highest level of commitment in order to attain TOM. If the
CEO cannot provide sufficient time and effort towards the organization's development, then it
will almost certainly lead to failure.

A leader aiming to implement TQM should understand what TQM truly means:

Total Quality Management

Is Is Not

A cultural change An overnight cure

A responsibility of the top management Entirely credited to the top management
A systematic way to improve processes A new trivial novelty program
A structured approach to solving problems Firefighting
A proactive organization Reactive
Action speaking Slogan oriented
To be practiced by everyone A specialized discipline
Team involvement An activity of only a few people

A leader should also recognize the difference between a TQM organization and a
non-TQM organization as compared below:

TQM Company versus Others

TQM Company Others

Training Investment Expense

Change Way of life Resisted
Defects Zero Inevitable
Effort Long-term Short-term
Performance Customer Requirements Cost and schedule as agreed to
Communications Horizontal and vertical Vertical
Performance Goals Better than yesterday Organization standards
Management Role Coach Enforcer

TQM Tools and Techniques

There are several tools and techniques that a leader may utilize to attain TQM. Most
of the time, they will need a mixture of several in hopes of increasing chances of success.
These tools and techniques will be discussed in detail in future chapters. For now, they may
be classified in the following groups of tools and techniques:

1.) Methodologies. These involve theories and practices like PDSA, JIT, DIRT,
etc.

2.) Systems. These involve management information systems like the ISO 9000,
inter-organization data base, inter-office information systems, internet
information systems, etc.

3.) Human Resources. These involve creating a perfect mixture of key people
relevant to attaining TQM objectives.

4.) Motivation. These involve monetary and non-monetary rewards and

incentives not only for members but also the higher levels, suppliers and
stakeholders.

PDSA TQM Implementation

Shewhart developed Plan, Do, Check, Act (PDCA) cycle for improvement of
processes. Deming modified it as the PDSA cycle. There are four phases - Plan, Do, Study
and Act shown in the figure below:

Plan
- Establish objectives
- Establish a plan that will facilitate achieving the goal
- Establish a measurement system
Do
- Plan for implementation and measurements
- Implement the plan on pilot basis

Study
- Compare the results with the objectives
- Identify the 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

Apply PDSA for Improvement

The PDSA cycle is a very practical and effective program if taken seriously and
implemented properly. It can be applicable in so many, if not all, the aspects in the
organization. Some examples of areas in which PDSA can be very useful in improvement
are as follows:

Select Process for Improvement

- Attaining technical excellence

- Improving quality
- Reducing defects
- Increasing productivity
- Reducing quality cost
- Improving uptime of equipment
- Reducing overhead costs
- Reducing delivery time

Getting Things Done

TQM strategy, once set, should be implemented. All members need to accept and
recognize the philosophy in order for the organization to get things done efficiently. There are
several points noted by author Ramasamy which can help the top management to lower
levels to get things done:
1. Recognition. Recognition of contributions by any group will lead to acceleration in
the implementation of TQM. Recognition may include, but not limited to, monetary
and non-monetary rewards that can motivate people to do better. One of the main
aims of recognition is to identify the performers to non-performers. Hopefully,
recognition can make non-performers perform and performers perform better.

2. Praise and Punish. There are four types of management leadership styles:
a. authoritarian or paternalistic
b. democratic
c. dictatorial
d. laissez faire
Most organizations prefer an authoritarian type of management; however, a
participative or democratic style would be more applicable for a TQM environment.
 This would be difficult if not impossible to change right away. It would be better to
start the journey with a combination of both, meaning the leader has to be benevolent
and look after the aspirations of the members and accept their ideas (democratic) yet
demand that their members should do their best in their respective functions
(authoritarian). Other styles may be applicable yet after TOM has been established,
being dictatorial and authoritative may no longer be necessary.
This point emphasizes that the leadership style will be greatly responsible for
maintaining a TQM organization. Performers should be praised and non-performers
punished, or at least addressed for corrective action.

3. 80% of success will be due to personal contact. No single unit can ensure
success alone. Even the highest levels can do everything alone. It is through the
teamwork, support and cooperation of all the members that will increase the
probability of success significantly.
Personal communication and interaction has been proven to be very effective
in improving productivity. An organization may send so many written documents but
there is no substitute for personal touch.
An organization must build camaraderie and loyalty between its members, not
only with the organization and the top management but amongst themselves as well.

4. Accumulate small gains. The smallest act is still better than the biggest intentions
yet no action. Small accomplishments will eventually accumulate to big success in
the long run. Leaders should learn to see even the smallest accomplishments of the
subordinates. However, these gains, even though small, should be continuous and
complement or support each other.

5. Build credibility - inside and outside. A TOM organization will surely develop a
good reputation, through sound strategies and responsible actions, not only inside of
the organization but outside of the organization as well. To most cultures, a credible
image is a very critical factor in the success or failure of an organization.

6. Persist. Quality planning and strategic planning are very crucial and even difficult to
create. Once the top management has arrived at the decision, it has to learn to be
able to stand its ground and continue to pursue its objectives no matter the obstacle
it encounters. Even the other members of the organization should learn to never give
up whatever hardships they may encounter.

Barriers to TQM Implementation

There are so many barriers to TQM implementation in an organization. Some of the
most commonly found ones are listed below:

- Lack of Top Management commitment

- Lack of Employee motivation
- 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 commitment by the management
- Haste and thereby waste
- Looking for immediate gains
- Not investing adequate resources
- Ad hoc organization
- Quick obsolescence of products
- Losing confidence in the middle of the journey for several reasons
- Working harder but not smarter
- Tough competition leading to frequent price wars
- Unable to find champions within the organization
- Not properly staffed - too many or too less

The barriers can be overcome by a dedicated workforce with a strong and committed
leadership