CHAPTER 6: PHASES IN TQM
comparison between the levels of
IMPLEMENTATION
Jablonski offers five phase instruction for
implementing total quality management. Each
phase is intended to be implemented as
component of a long-term goal of continually
increasing quality and productivity.
PREPARATION
They undergo initial training, identify needs for
outside consultants, develop a specific vision and
goals, draft a corporate policy, commit the necessary
resources, and communicate the goals throughout
the organizations.
PLANNING
A detailed plan of implementation is drafted, the
infrastructure that will support the program is
established and the resources necessary to begin the
plan are earmarked and secured.
The ff are some of the methods in generating ideas
for the planning phase, which are:
1. The ‘5 Whys’
2. Benchmarking- Is a technique that measures
a company's performance against the best
industry.
 Internal benchmarking- is a
comparison between operations or
parts of operations which are within
the same organization
 External benchmarking- Is a
comparison between operations and
an operation which are part of a
different organization
 Non-competitive benchmarking-
Benchmarking against different
organization which do not share the
same market.
 Competitive benchmarking- is a
comparison directly between
competitors in the same, or similar,
markets.
 Performance benchmarking- is a
achieved performance in different
operations.
 Practice benchmarking- is a
comparison between an
organization’s operations practice,
or way of doing things, and those
adopted by another operation.
3. Brainstorming- is a technique in which a
group of people share ideas and
thoughts in a relaxed atmosphere on
various problems in order to stimulate
unrestrained collective thinking.
ASSESSMENT
There are three methods in making an
assessment:
 Discussion group methods
 Survey method
 Award type
IMPLEMENTATION
Implementation is the carrying out or
execution of a plan. As such,
implementation is the action that must
follow any preliminary thinking in order
for something to actually happen.
The Barriers to TQM Implementation
1. Lack of management commitment
2. Inability to change organizational
culture- There are 4 basic concepts of
change;
 People change when they want to and to
meet their own needs.
 Never expect anyone to engage in
behavior that serves the organization’s
value unless adequate reason has been
given
 For change to be accepted, people must
be moved from a state if fear to trust.
 Improper planning.

3. Lack of continuous training and

education- Training and education is an
ongoing process for everyone in the
organization.
4. Incompatible organizational structure
and isolated individuals and departments-
Difference between departments and
individuals can create implementation
problems.
5. Ineffective measurement techniques
and lack of access to data and results-
Characteristics of organization should be
measured so that effective decisions can be
made.
6. Paying inadequate attention to internal
and external customer- Organizations need
to understand the changing needs and
expectations of their customers.
7. Inadequate use of empowerment and
teamwork--- The teams recommendation should
be followed. Individuals should be empowered to
make decisions that affect the efficiency of their
process or the customer satisfaction.
8. Failure to continually improve- If the top
management takes quality as a form of window
dressing then the organization is not going to attain
the desired goal. Training and quality is a
continuous and never ending learning.

DIVERSIFICATION
Diversification activities include training,
rewarding, supporting, and partnering with
groups that embraced by the organization's
TQM initiatives.