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INTRODUCTION
● The most important requirement for TQM to function in any organization is 100 per cent
commitment by the top management.
● There is no way to push TQM if the top management is not convinced, committed or
determined to implement it.
The Management may use the various suggestions given by the quality gurus for the benefit of
their own organization.
PLAN
● Establish objectives
● Establish a plan that will facilitate achieving goal
● Establish a measurement system
DO
● Plan for implementation
● 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.
The organization has decided to implement TQM after analyzing the pros and cons. The CEO is
prepared to commit his time and resources, and therefore there should not be any
reconsideration whether TQM or not at this stage.
The prerequisite for the planning phase is that the organization has set its goal to achieve TQM
for long-term success.
1. Announcement
● The CEO will be able to convince the workers and junior employees about practicing
TQM quite easily, but he may have problems in convincing the first line managers and
senior managers.
● The CEO has to convey and convince all the employees about the importance of
practicing TQM. He can announce the decision in a meeting where all employees are
present.
● Employees will be more satisfied, customers will be equally as happy and the
organization is bound to grow and prosper.
2. Select Consultant
● Consultants have the advantage of being independent, putting forth new ideas to change
organizational culture. His ideas could easily find acceptance amongst the employees.
The CEO should select him personally because of the important role he is going to play.
● The consultant will not do all the jobs himself, but will only put forth the ideas to the
employees. He knows what will and what will not work, and he will advise the employees
and management about what should and should not be done.
● There should be a link between the vision, mission and policy. They should not
contradict each other, rather they should aid each other. The CEO should formulate
these statements and circulate to the employees under his signature.
● As soon as these are finalized, it is unlikely that all employees will understand the
statements, even if it is signed by the CEO and they are advised to read it. The
management should try to coach the employees on the need for understanding and
achieving the vision of the CEO.
Mission Statement
Quality Policy
Quality Manual
Quality Pla
General Procedures Work Instructions
. Detailed Procedures
News Letters Circulars Notes Training Prog. Story Teller
● The TQM facilitator and corporate quality council should be decided upon before the
organization goes on to the next stage.
● - 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.
Employee Involvement
● Every improvement action has to be carefully considered and approved by the QC.
● Employees should be encouraged to give suggestions for improvement.
● Ideas will be discussed in the QC meeting and it will decide whether a suggestion has to
be considered or not.
● The QC, no doubt should create a sense of urgency, but they have to give adequate
time for the completion of each job.
● It is the responsibility of the TQM facilitator and members of the QC to guide & facilitate
them, so that they can complete the job confidently.
● The QC members should give a patient hearing to this suggestions and advise the team
members appropriately.
● The QC plays a nodal role in implementing continuous improvement program.
Constitution of PAT
The formal structure for TQM consists of the QC, the TQM facilitator and the support staff.
Improvement teams are formed for each improvement tasks. Therefore, the management
should plan for constituting PATs, empowering them and supporting them.
Identify Process
The QC should plan to identify process for improvement. Business process benchmarking
helps in identification of the potential processes for improvement. The potential processes are
those, which yield higher return on investment.