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