Phases in TQM Implementation

OBJECTIVES: After reading this chapter, the student should be

able to: Recognize the different phases in TQM implementation.
Identify some of the methods in generating ideas for the planning
phase. Name the barriers in TQM implementation.

Jablonski offers a five-phase instruction for implementing total

quality management namely preparation, planning, assessment,
implementation, and diversification. Each phase is intended to be
implemented as component of a long-term goal of continually
increasing quality and productivity. Jablonski's approach is one of
many that have been applied to reach TQM, but contains the key
elements commonly connected with other accepted total quality
systems.

PREPARATION

It is during preparation when management decides whether

or not to pursue a TQM program. 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 organization.

PLANNING

In the planning stage, a detailed plan of implementation is

drafted (including budget and schedule), the infrastructure that will
support the program is established, and the resources necessary
to begin the plan are earmarked and secured.

Planning for quality starts with setting quantifiable and

measurable targets. While doing this the organization needs to
keep customer's wants in mind. Once the quality objective is
decided it is important to think about the market feasibility of the
product. Once everything is planned the organization needs to
assess its capability to deliver the target quality. If there is gap in
capability then the organization needs to fill that gap by upgrading
to the required technology and skill sets.

A ranking chart should be developed to finalize the most

important aspect of quality planning and more focus should be
given to that aspect. Communicating the target and plan to frontline
people is important because they are the people who will
implement everything in the real life situation. They should be
properly convinced before starting the new course. Plan to monitor
the progress of quality program is important. This can be done by
devising ways and means to monitor progress and finding and
correcting deviations.

The following are some of the methods in generating ideas for

the planning phase, which are:

1. The '5 Whys' - asking 'Why?' at least five times to unearth

the core cause of problem.

2. Benchmarking is a technique that measures a company's

performance against the best in industry. This technique can help
in determining how the best companies achieve high performance
and quality levels. The following are types of benchmarking:

a. Internal benchmarking is a comparison between operations

or parts of operations which are within the same total organization.
For example, a large motor vehicle manufacturer with several
factories might choose to benchmark each factory against the
others.

b. External benchmarking is a comparison between an

operation and other operations which are part of a different
organization.

c. Non-competitive benchmarking is benchmarking against

external organizations which do not compete directly in the same
markets.
 d. Competitive benchmarking is a comparison directly
between competitors in the same, or similar, markets.

e. Performance benchmarking is a comparison between the

levels of achieved performance in different operations. For
example, an operation might compare its own performance in
terms of some or all of our performance objectives such as quality,
speed, dependability, flexibility and cost against other
organizations' performance in the same dimensions.

f. Practice benchmarking is a comparison between an

organization's operations practices, or way of doing things, and
those adopted by another operation. For example, a large retail
store might compare its systems and procedures for controlling
stock levels with those used by another department store.

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

This process requires a thorough self-assessment both from

management and customers or clients. The assessment will be on
the qualities and characteristics of members of the company as
well as the company itself.
 There are three methods that can be used in making an
assessment which are discussion group methods, survey methods
and award type. Each assessment method has advantages as well
as disadvantages. Discussion group method can yield some useful
insights and facilitate effective improvement activities. However,
the scoring process is open to greater subjectivity and care should
be exercised when analyzing scores.

Survey method is excellent for measuring employee

perceptions of TQM in an organization. However, perceptions may
or may not coincide with reality. Improvement activities should be
based on facts, not opinions. Perception studies require further
verification through research.

Award type self-assessment is the most effective form. The

organization gathers information, generates a list of strengths and
improvement opportunities and scores it. This process can be
facilitated by external experts who will generally speed up the
process and help eliminate scoring bias.

IMPLEMENTFITION

At this point, the organization can already begin to determine

its return on its investment in TQM. It is during this phase that
support personnel are chosen and trained, and managers and the
workforce are trained. Training entails raising workers' awareness
of exactly what TQM involves and how it can help them and the
company. It also explains each worker's role in the program and
explains what is expected of all the workers.

The Barriers to TQM Implementation

1. Lack of management commitment - In order for any

organizational effort to succeed, there must be a substantial
management commitment of management time and organizational
resources. The purpose must be clearly and continuously
communicated to all personnel. Management must consistently
apply the principles of TQM.

2. Inability to change organizational culture - Changing

organization's culture is difficult and will require as much as five
years. Management must understand and utilize the basic
concepts of change. They are:

a. People change when they want to and to meet their own

needs.

b. Never expect anyone to engage in behavior that serves the

organization's values unless adequate reason has been given.
 c. For change to be accepted, people must be moved from a
state of fear to trust.

d. Improper planning: All constituents of the organization must

be involved in the development of the implementation plan and any
modifications thai occur as the plan evolves.

3. Lack of continuous training and education - Training and

education is an ongoing process for everyone in the organization.
Needs must be determined and a plan developed to achieve those
needs. Training and education are most effective when senior
management conducts the training on the principles of TQM.

4. Incompatible organizational structure and isolated individuals

and departments -Differences between departments and
individuals can create implementation problems. The use of
multifunctional teams will help to break down long. standing
barriers.

5. Ineffective measurement techniques and lack of access to data

and results - Key characteristics of the 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. Effective feedback mechanisms
that provide data for decision making are necessary for this
understanding.

7. Inadequate use of empowerment and teamwork - Teams need

to have the proper training and, at least in the beginning, a
facilitator, whenever possible, the ,team's 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 - It is tempting to sit back and rest

on laurels. However, a lack of continuous improvement of the
processes, product, and/ or service will even leave the leader of
the pack in the dust.

If the top management takes quality as a form of window

dressing then the organization is not going to attain the desired
goal. Companies which maintain quality only during the time of
inspection by ISO personnel can't achieve quality goals. It is difficult
but important to change the culture of the organization. Paradigm
change is needed to force people to strive for the new quality goal.
The way Jack Welch managed change in GE is a very good
example of people involvement in change management. As quality
is a continuous and never ending process, so is the training. Even
the whole lifetime is not enough for complete learning. So training
should go on forever. This is important because customer's
preferences keep on changing. Sony can be a good example of an
organization keeping pace with customer's preference change.

Sony tape-recorder made the gramophone an obsolete

product. Later on Walkman changed the way for portable music. At
present even Walkman is an obsolete product and Sony sells MP3
players by the same brand name. People should not live in silos.
They should come out to facilitate better interactions to share
knowledge. People should be empowered to sort out issues. This
will reduce the throughput time. Obviously accountability is
important along with empowerment. If a frontline personnel is
empowered to sort out customer's problems then it will save
precious time of the top management.

DIVERSIFICATION

In this stage, managers utilize their TQM experiences and

successes to bring groups outside the organization (suppliers,
distributors, and other companies that have an impact on the
business's overall health) into the quality process. Diversification
activities include training, rewarding, supporting, and partnering
with groups that are embraced by the organization's TQM
initiatives. These are all things that will help in being successful with
total quality management.