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Total Quality Management In Libraries

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Total Quality Management in Libraries

M.Senthilvelan

WHAT IS QUALITY?

The word Quality has many different meanings ranging from conventional to those that are strategic in nature.
Conventional meaning of quality usually describe a quality as one which looks good, works well, which is reliable etc.,
Strategic meaning of quality is concerned with "meeting customer requirements". When a manufacturer is able to
meet the exact requirements of the customer consistently then that is called as Quality. Quality then need not
always mean good, reliable, long lasting etc. If the manufacturer provides what the customer demands (good or bad)
then that is Quality.

Some classical definitions of quality are as follows:

Quality if physical or non physical characteristics that constitutes that basic nature of a thing or is one of its
distinguishing features. Quality should be aimed at the needs of the consumer, present and future.

By Deming Webster's Dictionary

TQM is "a system of continuous improvement employing participative management and centered on the needs of
customers" (Jurow & Barnard, 1993). Key components of TQM are employee involvement and training, problem
solving teams, statistical methods, long-term goals and thinking, and recognition that the system, not people,
produces inefficiencies. Libraries can benefit from TQM in three ways: breaking down interdepartmental barriers;
redefining the beneficiaries of library services as internal customers (staff) and external customers (patrons); and
reaching a state of continuous improvement (Jurow & Barnard, 1993).

A library should be focusing on providing the best services possible, and be willing to change to serve its customers.
To determine if changes need to be made, a librarian might ask: What do the customers come in for? How can I look
at the efficiency of my library? How do we serve the current users that exist today? First learn about the customer,
then solve the problems. An American, W.Edwards Deming, developed the concept of Total Quality Management
(TQM) after World War II for improving the production quality of goods and services. The concept of TQM is applicable
to academics. Many educators believe that the Deming's concept of TQM provides guiding principles for needed
educational reform. In his article, "The Quality Revolution in Education," John Jay Bonstingl outlines the TQM
principles he believes are most salient to education reform. He calls them the "Four Pillars of Total Quality
Management."

Principle 1: Synergistic Relationships:-

According to this principle, an organization must focus, first and foremost, on its suppliers and customers. In a TQM
organization, everyone is both a customer and supplier; this confusing concept emphasizes "the systematic nature of
the work in which all are involved". In other words, teamwork and collaboration are essential. Traditionally, education
has been prone to individual and departmental isolation. The very application of the first pillar of TQM to education
emphasizes the synergistic relationship between the "suppliers" and "customers".

The product of the successful work together is the development of the student's capabilities, interests, and character.
In one sense, the user is the customer for the library, as the recipient of educational services provided for the
student's growth and improvement. Viewed in this way, the library is the suppliers of effective learning tools,
environments, and systems to the users, who is the customer for library. The library staff must educate the users
regarding how to access the resources in the library for the users s by teaching them.

Principle 2: Continuous Improvement and Self Evaluation

The second pillar of TQM applied to education is the total dedication to continuous improvement, personally and
collectively. Within a Total Quality library setting, administrators work collaboratively with their users. The foundations
for this system were fear, intimidation, and an adversarial approach to problem-solving. Today it is in our best interest
to encourage everyone's potential by dedicating ourselves to the continual improvement of our own abilities and those
of the people with whom we work and live. Total Quality is, essentially, a win-win approach which works to everyone's
ultimate advantage. According to Deming, no human being should ever evaluate another human being. Therefore,
TQM emphasizes self-evaluation as part of a continuous improvement process.

Principle 3: A System of Ongoing Process

The third pillar of TQM as applied in academics is the recognition of the organization as a system and the work done
within the organization is an ongoing process. Quality speaks to working on the system, which will identify and
eliminate the flawed processes. Since systems have made up of processes, the improvements made in the quality of
those processes largely determine the quality of the resulting product.

Principle 4: Leadership

The fourth TQM principle applied to education is that the success of TQM is the responsibility of top management. The
librarians must establish the context in which users can have benefit by providing best services through the
continuous efforts and improvement in the services. According to the practical evidences, the TQM principles help the
library in following clauses:

1) Redefine the role, purpose and responsibilities of libraryschools.

2) Improve library as a best user center for a best "way of life."
3) Plan comprehensive leadership training for users at all levels.
4) Create staff development programmes.
5) Use research and practice-based information to guide both policy and practice.

In order to achieve the above as opportunities to the academic scenario, in addition to patience, participatory
management among well-trained and educated partners is crucial to the success of TQM in libraries, everyone
involved must understand and believe in principles. Some personnel who are committed to the principles can facilitate
success with TQM. Their vision and skills in leadership, management, interpersonal communication, problem solving
and creative cooperation are important qualities for successful implementation of TQM.

14 STEPS TO TOTAL QUALITY MANAGEMENT

Based on his work with Japanese managers and others, Deming (1986; Walton, 1986) outlined 14 steps that
managers in any type of organization can take to implement a total quality management program.

• 1) Create constancy of purpose for improvement of product and service. Constancy of purpose requires
innovation, investment in research and education, continuous improvement of product and service,
maintenance of equipment, furniture and fixtures, and new aids to production.
• 2. Adopt the new philosophy. Management must undergo a transformation and begin to believe in quality
products and services.

3. Cease dependence on mass inspection. Inspect products and services

which only enough to be able to identify ways to improve the process.

4. End the practice of awarding business on price tag alone. The lowest priced goods

are not always the highest qualities; choose a supplier based on its record of

improvement and then make a long-term commitment to it.

5. Improve constantly and forever the system of product and service. Improvement is

not a one-time effort; management is responsible for leading the organization into

the practice of continual improvement in quality and productivity.

6. Institute training and retraining. Workers need to know how to do their jobs

correctly even if they need to learn new skills.

7. Institute leadership. Leadership is the job of management. Managers have the

responsibility to discover the barriers that prevent staff from taking pride in what

they do. The staff will know what those barriers are.

8. Drive out fear. People often fear reprisal if they "make waves" at work. Managers

need to create an environment where workers can express concerns with confidence.

9. Break down barriers between staff areas. Managers should promote teamwork

by helping staff in different areas/departments work together. Fostering

Interrelationships among departments encourages higher quality decision-making.

10. Eliminate slogans, exhortations, and targets for the workforce. Using slogans
 alone, without an investigation into the processes of the workplace, can be offensive

to workers because they imply that a better job could be done. Managers need to

learn real ways of motivating people in their organizations.

11. Eliminate numerical quotas. Quotas impede quality more than any other

Working condition, they leave no room for improvement. Workers need the

flexibility to give customers the level of service they need.

12. Remove barriers to pride of workmanship. Give workers respect and

feedback about how they are doing their jobs.

13. Institute a vigorous program of education and retraining. With continuous

improvement, job descriptions will change. As a result, employees need to be

educated and retrained so they will be successful at new job responsibilities.

14. Take action to accomplish the transformation. Management must work as a

team to carry out the previous 13 steps.

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