Beckhard and Pritchard (1992) have outlined the basic steps in managing a transition to a new system such as TQM:

identifying tasks to be done, creating necessary management structures, developing strategies for building commitment, designing mechanisms to communicate the change, and assigning resources. Task identification would include a study of present conditions (assessing current reality, as described above); assessing readiness, such as through a force field analysis; creating a model of the desired state, in this case, implementation of TQM; announcing the change goals to the organization; and assigning responsibilities and resources. Cohen and Brand (1993) and Hyde (1992) assert that management must be heavily involved as leaders rather than relying on a separate staff person or function to shepherd the effort. Management of resources for the change effort is important with TQM because outside consultants will almost always be required. In summary, first assess preconditions and the current state of the organization to make sure the need for change is clear and that TQM is an appropriate strategy. Leadership styles and organizational culture must be congruent with TQM. If they are not, this should be worked on or TQM implementation should be avoided or delayed until favorable conditions exist. Remember that this will be a difficult, comprehensive, and long-term process. Leaders will need to maintain their commitment, keep the process visible, provide necessary support, and hold people accountable for results. Use input from stakeholder (clients, referring agencies, funding sources, etc.) as possible; and, of course, maximize employee involvement in design of the system.
TQM encourages participation amongst shop floor workers and managers. There is no single theoretical formalization of total quality, but Deming, Juran and Ishikawa provide the core assumptions, as a "...discipline and philosophy of management which institutionalizes planned and continuous... improvement ... and assumes that quality is the outcome of all activities that take place within an organization; that all functions and all employees have to participate in the improvement process; that organizations need both quality systems and a quality culture.". TQM prize schemes such as the Malcolm Baldridge Award focus on competitiveness through continuous improvement and customer satisfaction. This is barely addressed in ISO 9000. The intent of the ISO 9000 series is to establish and maintain a basic quality system to assure customers that organizations have the capability to produce and provide quality products and/or services. As such, the principal scope of ISO 9000 is to facilitate and enhance trade (Rheimann, 1993). Quality management is the responsibility of all participants and stakeholders in a business/project. The business/project team and the business must work closely together to ensure that there is an appropriate level of confidence in the quality of deliverables. TQM is an approach to improving the competitiveness, effectiveness and flexibility of an organization for the benefit of all stakeholders. It is a way of planning, organizing and understanding each activity, and of removing all the wasted effort and energy that is routinely spent in organizations. It ensures the leaders adopt a strategic overview of quality and focus on prevention not detection of problems. A fundamental requirement is a sound quality policy, supported by plans and facilities to implement it. The task of implementing TQM can be daunting. The following is a list of points that leaders should consider; they are a distillation of the various beliefs of some of the quality gurus: The organization needs a long-term commitment to continuous improvement.

Adopt the philosophy of zero errors/defects to change the culture to right first time Train people to understand the customer/supplier relationships Do not buy products or services on price alone look at the total cost Recognize that improvement of the systems must be managed Adopt modern methods of supervising and training eliminate fear Eliminate barriers between departments by managing the process improve communications and teamwork Eliminate goals without methods, standards based only on numbers, barriers to pride of workmanship and fiction get facts by studying processes Constantly educate and retrain develop experts in the organization Develop a systematic approach to manage the implementation of TQM

a) Tangible benefits The tangible benefits of ISO 9000 system implementation lower the internal fixed and variable costs of an organization through increased efficiency and improved quality of the company's operations. b) Intangible benefits Intangible benefits include strategic considerations related to increased competitiveness in new and existing markets, improved employee motivation in a quality management culture, improved working conditions due to the establishment of the quality system and the initiation of systematic continuous improvement after certification has been achieved. Strategic considerations (markets). One of the most important intangible benefits of

What are the benefits?

an ISO 9000 quality system often involves enlarged market accessibility and internal efficiencies, through which a company is able to achieve a comparative advantage over its competitors. Market access is facilitated when the implementation of international quality standards results in the increased confidence of economic agents or regulators. Entering new markets and establishing subsidiaries is facilitated if organizations have already voluntarily conformed to potential requirements by showing good practices and overcoming technical barriers to trade. A more flexible response to market demands is created through the internalization of the concept of consumer satisfaction that may be initiated by the ISO 9000 quality system. Through the establishment of procedures concerning effective design and production, product variety and monitoring of market performance and competitors, a company will take better advantage of market opportunities.

Implementation Principles and Processes

A preliminary step in TQM implementation is to assess the organizations current reality. Relevant preconditions have to do with the organizations history, its current needs, precipitating events leading to TQM, and the existing employee quality of working life. If the current reality does not include important preconditions, TQM implementation should be delayed until the organization is in a state in which TQM is likely to succeed. An organization should be basically healthy before beginning TQM. If it has significant problems such as a very unstable funding base, weak administrative systems, lack of managerial skill, or poor employee morale, TQM would not be appropriate.

Steps in Managing the Transition

Beckhard and Pritchard (1992) have outlined the basic steps in managing a transition to a new system such as TQM: identifying tasks to be done, creating necessary management structures, developing strategies for building commitment, designing mechanisms to communicate the change, and assigning resources.

Conclusion

TQM encoureges participation amongst shop floor workers and managers. There is no single theoretical formalization of total quality, but Deming, Juran and Ishikawa provide the core assumptions, as a discipline and philosophy of management which institutionalizes planned and continuous improvement and assumes that quality is the outcome of all activities that take place within an organization; that all functions and all employees have to participate in the improvement process; that organizations need both quality systems and a quality culture.

The Concept of Continuous Improvement by TQM

TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.
There are three major mechanisms of prevention: 1. Preventing mistakes (defects) from occurring (Mistake - proofing or Poka-Yoke). 2. Where mistakes can't be absolutely prevented, detecting them early to prevent them being passed down the value added chain (Inspection at source or by the next operation). 3. Where mistakes recur, stopping production until the process can be corrected, to prevent the production of more defects. (Stop in time). Continuous improvement is a circular process that links the diagnostic, planning, implementation and evaluation phases. Within this circular process, the ISO 9000 standards are commonly applied in the implementation phase. An ISO 9000 quality system also requires the establishment of procedures that standardize the way an organization handles the diagnostic and evaluation phases. However, the ISO 9000 standards do not prescribe particular quality management techniques or quality-control methods. Because it is a generic organizational standard, ISO 9000 does not define quality or provide any specifications of products or processes.

Put Customers First A quality product or service satisfies customers needs and expectations. Whether a product or service is of high or low quality, will be decided by how it made the consumer feel and whether consumer expectations were satisfied or exceeded. See quality. If customers are not put first, then customer expectations will be difficult to satisfy and consequently quality will not be achieved. Customers can be put first through a variety of initiatives including Undertaking market research to discover consumer needs so that the organisation can develop products and services that exceed their consumers needs. Looking after all customers whether internal or external. Internal customers are employees of the organisation and are known as customers when they approach each other for a service. External customers are all non-employees (of the organisation) that approach the organisation in connection with a service or product. Aim for Zero Defects

There are a number of reasons behind the aim to eradicate defects. Defects are expensive because they will lower the customers confidence in the product. Also it is more expensive to rectify defects than it is to prevent them occurring in the first place. Zero defects can be achieved through a combination of quality assurance and quality control (visit the relevant sections by clicking on the links). Training and Development An organisation will need to train their employees to ensure that they understand the principles of TQM. A TQM organisation employee will need to understand how TQM is to be achieved or maintained and how they as an employee will ensure that the organisation emulates TQM. Unless each employee accepts and believes in TQM it will be difficult for the organisation to practice TQM.

Systems and Techniques These are Quality awards and excellence models that are used to present the essential controls and discipline, in the development of quality management systems. Identification of the relevant tools and techniques pertinent to each different stage is required. Some of the systems they could use are the ISO 9000 series, EFQM Model. Integration of the most relevant of professional systems shouldnt conflict with priorities and policies. In Assessing Business excellence (Tanner, 2004), they outline that self-assessment results when set against an excellence framework provide organisations with insights to what their strengths and weaknesses are. Developing a balanced Scorecard may prove very instrumental in developing further strategies for quality assurement. The Balanced Scorecard is a communication, informing and learning system. Processes Analysis of processes should be an integral part of the organisation, there should be a focus on processes rather than the functions, and be part of the Kaizen initiative for continuous improvement. An example process is the Just in Time (JIT) scheme. Using JIT involves everyone within the organisation and everyone external to it, from suppliers to the delivery personnel. It is a method of minimizing product and supply inventories by ordering materials as close as possible to the actual time of need. This reduces the cost of maintaining inventories of expensive items, such as newer biotechnology drugs. Management Management can be referred to as the corner stone of a successful Total Quality programme as they hold the seat of most influence upon those working for the company. They do not as such produce anything, but they get results through their employees. Their management style may come into play when trying to get the best from staff, whether it is through an authoritarian approach or a participation styled approach. People Employees do not decide on how they are to be managed, but when implementing change to management styles you cannot expect that all employees will pick it up and accept it because management sees the need to make the change. It is imperative that management keep employees in the picture at all times when decisions are being made regarding TQM, which should encourage participation and help ease transition. When the identification of the tools for a system to be used is complete it should be implemented that the right training is given to the right people. This is to emphasise the benefits of why their using them and how they are using them. Training given to the right people has been proven to minimise the misuse of the tools and techniques. Teamwork

Within an organisation it is important to emphasise the need of teamwork. TQM is an all in initiative, which requires everyone to work individually and as a team. This can be within the one department of a company or interdepartmental. Teams in a kaizen environment could develop the culture of total quality through building collective responsibility and develop a sense of ownership, provide additional communication channels between individuals, management, customers and suppliers, develop problem solving skills and facilitate awareness of quality improvement potential, leading to behavioural and attitude change. (Barrie G. Dale, 2007). An initiative that works well within teamworking is quality circles. Culture Many (e.g., Hyde, 1992; Chaudron, 1992) have noted that TQM results in a radical change in the culture and the way of work in an organization. A fundamental factor is leadership, including philosophy, style, and behaviour. To make TQM an organisation wide initiative, it has to be rooted in the culture of the company. It needs to be aligned with human resource systems, including job design, selection processes, compensation and rewards, performance appraisal, and training and development. Firms with strong comprehensive culture implement highly the TQM elements of top management leadership, people, process, customer and supplier management. Firms with clandriven culture implement highly the element of process management while firms with hierarchydriven and weak comprehensive culture implement lowly to moderately all elements. A culturebased TQM implementation strategy is proposed. (Koh Tas Yong, Mar 2008, Vol. 26 Issue 3)

Conclusion (Electronic Arts Inc., 2007)Total Quality Management is a mindset that needs to be established in an organisations core if it is to be successful. At all levels in all departments a mindset of quality management and continually improving should be primary, when expanding and developing as a whole organisation, new challenges would be dealt with in the most efficient way. But also at all levels tools and techniques should be clear to the users, goals and standards should be set out in an attainable fashion and everything should be traceable through feedback to analyse what happened and how it could be improved. Quality within the organisations processes and employees should also be recognised and promoted as a distinguishing factor. When growing and bringing in new businesses, if TQM is lead by the top executives of an organisation, it inspires the other members of the organisation to incorporate into their daily work and self training. It is always a part of the continuous improvement (Kaizen) mindset, continue to improve through daily actions and quality takes care of itself.

Total quality management has evolved from the quality assurance methods that were first developed around the time of the First World War. The war effort led to large scale manufacturing efforts that often produced poor quality. To help correct this, quality inspectors were introduced on the production line to ensure that the level of failures due to quality was minimized. After the First World War, quality inspection became more commonplace in manufacturing environments and this led to the introduction of Statistical Quality Control (SQC), a theory developed by Dr. W. Edwards Deming. This quality method provided a statistical method of quality based on sampling. Where it was not possible to inspect every item, a sample was tested for quality. The theory of SQC was based on the notion that a variation in the production process leads to variation in the end product. If the variation in the process could be removed this would lead to a higher level of quality in the end product. After World War Two, the industrial manufacturers in Japan produced poor quality items. In a response to this, the Japanese Union of Scientists and Engineers invited Dr. Deming to train engineers in quality processes. By the 1950s quality control was an integral part of Japanese manufacturing and was adopted by all levels of workers within an organization. By the 1970s the notion of total quality was being discussed. This was seen as company-wide quality control that involves all employees from top management to the workers, in quality control. In the next decade more non-Japanese companies were introducing quality management procedures that based on the results seen in Japan. The new wave of quality control became known as Total Quality Management, which was used to describe the many quality-focused strategies and techniques that became the center of focus for the quality movement.

Inspection In manufacturing incoming goods and output would be measured and physically inspected for defaults or not meeting required guidelines. Services would be appraised at certain levels and inspected in production and delivery. The inspection process is an after-the-event measurement process that can only result in non conforming products being sent back to be re-worked or result in lower graded products that are produced in a rating system. Quality Control Quality control remains in the operation of detecting mistakes, finding and fixing them after the event has occurred. Under a quality control scheme you may find that everything is closely monitored, with detailed performance and product specifications as well as control systems for paperwork and procedures, product testing at raw material and mid-production stages with reports being filed and overall feedback on the processes involved to personnel and suppliers. Quality control brought about delegation of quality inspection to approved operators with more sophisticated methods and systems. Quality Assurance A lasting continual improvement in quality was needed as finding and solving problems wasnt viewed as an effective means to eliminate the root problems. It was identified that this could only be achieved by targeting efforts towards planning and prevention of problems occurring at the

root source. On this basis Quality Assurance was developed. Quality systems development, advanced quality planning, comprehensive quality manuals, use of quality costs, involvement of nonproduction operations, failure mode and effects analysis are features attained through progression from quality control to quality assurance. more emphasis is placed on advanced quality planning, training, critical problem solving tasks, improving the design of the product, process and services, improving control over the process and involving and motivating people (Barrie G. Dale, 2007) Total Quality Management Total Quality Management (TQM) is an initiative which aims to involve every member of an organisation, at all levels, in improving the standard of product or services that they provide. TQM should be implemented into a company as a Kaizen initiative, Kaizen is a strategy developed by the Japanese meaning continuous improvement. So with TQM, it should be at the core of an organisation and employed every working day, to achieve the best quality attainable.

Strategies to develop TQM 1-TQM elements approach: Take key business process and use TQM Tools to foster improvement. Use quality circles, statistical process control, taguchi method, and quality function deployment. 2-The guru approach: Use the guides of one of the leading quality thinker.

One of TQM models is deming total quality management philosophy is his famous 14 Points Most QA experts credit Dr. Deming with providing the foundation of the Japanese quality miracle. He developed the following 14 points for managing the improvement of quality, productivity, and competitive position: 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead,minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production, and service.

6. Institute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations, and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride in their work, and eliminate the annual rating or merit system. 13. Institute a vigorous program of education and self-improvement for everyone. 14. Put everybody in the company to work to accomplish the transformation. Deming's believed productivity improves as variability decreases, and you must use statistical methods to control quality. He advocated the use of statistics to measure performance in all areas, not just conformance to product specifications. Furthermore, he argued that it is not enough to meet specifications, you must keep working to reduce the variations as well. Deming was extremely critical of the U.S. approach to business management and was a leader of philosophy of total quality management. 3- Organization model approach: The organization use benchmarking or MBNQA as model for excellence.
What is MBNQA?

It is an integrated approach to help organizations achieve superior performance by helping companies focus on: 1.Delivery of ever-improving value to customers and stakeholders. 2.Improvement of overall organizational effectiveness and capabilities. 3.Organizational and personal learning.

Benefits of using MBNQA:

1- achieves sustainable results in todays challenging environment. 2- helps organizations to think strategically. 3- helps companies align processes, people, resources, and customers needs. 4- Japanese total quality approach: Companies pursue the deming prize use deming principles

A core definition of total quality management (TQM) describes a management approach to longterm success through customer satisfaction. Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. TQM requirements may be defined separately for a particular organization or may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. TQM can be applied to any type of organization. TQM processes are divided into four sequential categories: plan, do, check, and act (thePDCA cycle). In the planning phase, people define the problem to be addressed, collect relevant data, and ascertain the problem's root cause; in the doing phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness; in the checking phase, people confirm the results through before-and-after data comparison; in the acting phase, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle. Conformance to specications measures how well the product or service meets the targets and tolerances determined by its designers. For example, the dimensions of a machine part may be specied by its design engineers as 3 +/- .05 inches. This would mean that the target dimension is 3 inches but the dimensions can vary between 2.95 and 3.05 inches. Similarly, the wait for hotel room service may be specied as 20 minutes, but there may be an acceptable delay of an additional 10 minutes. Also, consider the amount of light delivered by a 60 watt light bulb. If the bulb delivers 50 watts it does not conform to specications. As these examples illustrate, conformance to specication is directly measurable, though it may not be directly related to the consumers idea of quality. Fitness for use focuses on how well the product performs its intended function or use. For example, a Mercedes Benz and a Jeep Cherokee both meet a tness for use denition if one considers transportation as the intended function. However, if the denition becomes more specic and assumes that the intended use is for transportation on mountain roads and carrying shing gear, the Jeep Cherokee has a greater tness for use. You can also see that

tness for use is a user-based denition in that it is intended to meet the needs of a specic user group. Value for price paid is a denition of quality that consumers often use for product or service usefulness. This is the only denition that combines economics with consumer criteria; it assumes that the denition of quality is price sensitive. For example, suppose that you wish to sign up for a personal nance seminar and discover that the same class is being taught at two different colleges at signicantly different tuition rates. If you take the less expensive seminar, you will feel that you have received greater value for the price. Support services provided are often how the quality of a product or service is judged. Quality does not apply only to the product or service itself; it also applies to the people, processes, and organizational environment associated with it. For example, the quality of a university is judged not only by the quality of staff and course offerings, but also by the efciency and accuracy of processing paperwork. Psychological criteria is a subjective denition that focuses on the judgmental evaluation of what constitutes product or service quality. Different factors contribute to the evaluation, such as the atmosphere of the environment or the perceived prestige of the product. For example, a hospital patient may receive average health care, but a very friendly staff may leave the impression of high quality. Similarly, we commonly associate certain products with excellence because of their reputation; Rolex watches and Mercedes-Benz automobiles are examples.

Why should a company adopt TQM?

Adopting the TQM philosophy will:

make an organisation more competitive establish a new culture which will enable growth and longevity provide a working environment in which everyone can succeed reduce stress, waste and friction

When should a company adopt TQM?

TQM can be adopted at any time after executive management has seen the error of its ways, opened its mind and embraced the philosophy. It cannot be attempted if management perceives it as a quick fix, or a tool to improve worker performance.

How should a company adopt TQM?

Before TQM is even contemplated
TQM will force change in culture, processes and practice. These changes will be more easily facilitated and sustained if there is a formal management system in place.

Methodology
There are a number of approaches to take towards adopting the TQM philosophy. The teachings of Deming, Juran, Taguchi, Ishikawa, Imai, Oakland etc can all help an organisation realign itself and embrace the TQM philosophy. Examples of tools include:

flowcharting statistical process control (SPC) Pareto analysis

Examples of techniques include:

benchmarking cost of quality

These principles encouraged the development of a flexible, dynamic system which involved everyone in a company in the production of goods that exactly met the customer's needs, did precisely what they were supposed to do as effectively as possible every time at the best possible price, and were constantly being improved. A quality program:

Responds as effectively as possible to the needs it was designed to meet. Is totally consistent with the mission and philosophy of the organization or group carrying it out.

But why is quality important for a grass roots organization?

1. Quality makes a group more effective at meeting the needs it's concerned with . 2. Quality adds strength and credibility to your organization or initiative. 3. Ethically, you're bound to provide the absolute best quality of service or advocacy you can.

Customer Focus: Everything an organization does should have the needs of the customer as its starting point. In your work, the "customer" is the target population or the community that will benefit from what you are offering or doing. What are the needs to which you are responding? How can you meet those needs effectively, appropriately, and with respect for the people you're intending to serve? Obsession with Quality: Quality has to be something that's considered from the very beginning and built into everything a business or organization does. Planning carefully, monitoring your work, and constant reevaluation and adjustment are all extremely important. You don't ensure quality by catching mistakes before they reach the customer; you ensure it by setting up a system in which you don't make the mistakes to begin with. Everyone in the organization must understand and adopt this point of view if the organization is truly going to have quality performance. Continual Improvement of Systems: The work of an organization must be viewed as a process that is never finished. Any program can always be improved, and must be changed as the needs of the community or the target population change. Unity of Purpose: In order for quality to be achieved, everyone in an organization or business has to work together toward common goals. That means mutual support throughout the organization, not turf battles (see Chapter 46, Section 6: Sharing Positions and Other Resources, for more on this concept), not jealousy, not unnecessary competition. All interactions among people in the organization should be mutually helpful and aimed at achieving the best possible performance of the organization as a whole. Teamwork: Working in teams, rather than individually, people make better connections with their colleagues and the organization, and create better results. Teamwork removes performance pressure from the individual and usually coaxes better performance from everyone. Employee Involvement: If everyone in an organization is to be committed to quality performance, then all staff members should have the ability to contribute to its achievement. That means that people must have enough control over their own jobs to do them effectively, and that everyone's opinions and ideas must be respected and taken seriously. Education and Training: Achieving quality requires constant learning for everyone in an organization, and that learning needs to be part of the organizational culture. Not only should staff members be learning from others in the organization, but they should also be encouraged to take courses, to attend organization-sponsored trainings and workshops, to visit other organizations, etc., to continually learn more about their work, and to get new ideas and perspectives on it.

Scientific Approach: For grass roots and community-based organizations, this means using the best research available, as well as the experience of others, to construct an effective program or initiative. That approach is much more likely to result in success and high quality than relying only on intuition or on what seems politically correct. Long-Term Commitment: The best work in the world is ultimately useless if it's not maintained. Quality is a long-term concept: you have to keep striving for its improvement, even after you've achieved an acceptable level of performance. "Acceptable" is never good enough. In fact, you're never really at an endpoint, because the level you're trying to reach is "the best that can possibly be." The assumptions above underlie the "Deming Cycle," which is really a process for creating and selling a quality product. We'll revisit the Deming Cycle later to examine how it can be used in an advocacy, community development, health, or human service context. Using the Deming Cycle while keeping some of the basic TQM principles in mind can help you design, deliver, refine, and maintain an effective program or initiative. The Deming Cycle as a tool for achieving quality performance 1. PLAN. Conduct consumer research and use it for planning the product. The "product" here is the actual program you intend to conduct, and the "consumer research" is an examination of actual needs of the target population, the community, and others who will be affected. Thus, the "Plan" part of the cycle might include the following:

Conducting a needs assessment, involving everyone concerned. Deciding what the desirable outcomes are, from the perspectives of the target population, the organization, and the larger community. 2. DO. Produce the product. The "production" part of the process is the actual design of the program, outreach effort, treatment strategy, etc. that will meet the need determined in the "Plan" part of the cycle. Much of the actual work here depends not only on TQM principles (teamwork, employee involvement, scientific approach, obsession with quality, and customer focus), but also on common sense and organizing principles. The following are important elements of designing an effective program:

Finding out what has already been tried in the community, and how well it worked Discovering whether there's any residual bad feeling attached to certain methods or approaches -- or people -which may resurface if they're proposed again. 3. CHECK. Check the product to make sure it was produced in accordance with the plan. Compare the details and overall shape of the program or initiative to the plan. Does it align with the needs assessment? Is it feasible? Is it ready to go? 4. ACT. Market the product. "Marketing the product" here means actually running the program or initiative that you've planned. If it's going to work well, there are some non-TQM standards that need to be applied:

Everyone involved should understand the process that led up to this program, as well as the philosophy, concept, and workings of it.

5. ANALYZE. Analyze how the product is received in terms of quality, cost, and other data. Analysis in this context -- looking at what you're doing, evaluating it, and trying to improve it -- needs to be conducted on the basis of the original plan, with discussions among participants, staff, and others:

Does the program or initiative actually address the identified needs? Are these needs the same as when the original assessment was conducted? Does the program or initiative reach, or help participants reach, the desired outcomes? Were those outcomes the right ones to aim for, or do they need to be changed? (Looking at the indicators you've developed should help you answer both these questions.)

How do you maintain quality performance?

While the maintenance of quality is, to some extent, built into the Deming Cycle, it requires some particular commitments and action. An organization needs to be dynamic, always moving and always seeking continued improvement, and to institutionalize its dynamic character. This means:

An assumption of dynamism needs to be part of the organizational culture, with everyone understanding and buying into it. Encouraging and providing support -- to staff, volunteers, and participants -- for learning. Are its goals, vision, and philosophy still relevant to the realities of the community and in keeping with its organizational mission and guiding principles?

One way to explore these questions is through the use of another device partially borrowed from TQM: SWOT analysis. Strengths and weaknesses may be trends, rather than specifics. A level of service that is currently appropriate, for example, is not a strength if it is more or less than will be needed in a year. A new program that's not ready to implement yet is not a weakness if it's unready because the developers are taking the time necessary to make it effective. Opportunities can take many forms.

An organization may be able to meet other needs with its current structure. For instance, an organization that publicizes and provides prenatal care to pregnant teens could be in an excellent position to also publicize and provide vaccinations, nutrition information, and help with parenting skills after the babies are born. It may be possible to expand into other areas of service, or into a larger arena (another town, another county, national instead of just one state). Threats (Challenges): Some of the challenges that go along with any opportunity can be truly daunting if they're not thought through carefully. Many of the opportunities above require some sort of organizational restructuring or growth, processes that are always difficult, and require a lot of planning. Applying SWOT analysis to all the areas your organization has to deal with makes it easier both to anticipate and prepare for the negative, and to remember to identify and build on the positive.

Where did the idea of TQM come from?

The notion of TQM was first developed by Feigenbaum and popularises by W Edwards Deming who implemented many TQM programmes in Japan, where his ideas, initially at least, were more readily accepted.

What is the role of ISO 9000?

One of the key tenents of TQM is the establishment of quality systems and procedures. ISO 9000 has been developed as a set of internationally recognised standards which provide evidence that an organisation. The main implementation issues are: To realise that TQM is not a quick fix but a long-term approach to quality. Good quality needs to be underpinned by systems with clearly set out goals and guidelines. The need for top management commitment because TQM involves the whole organisation without top level support any such initiative is doomed to failure. This support usually is evidenced by an executive champion, and a high level steering group. The final issue is that TQM may, over time, lose its effectiveness (see figure 20.8), if it is seen as a programme (with an implied start and end) rather than a working philosophy that is a part of the organisations way of working. To this end many organisations refrain from using the name TQM and simply seek to encourage good (TQM) practice.

Nesan and Holt (1999) indicated that the participants in the construction industry tend to be reactive to changes being imposed on them such as economics, political, and technological pressures, which results in poor performance in the industry. Love et al (1998) proposed that TQM can make the organization cope with the change as the norm, rather than being reactive to such pressures of change. The British Standards (BS4778) defines TQM as:

A management philosophy embracing all activities through which the needs and expectations of the customer and the community and the objectives of the organization are satisfied in the most efficient and cost effective way by maximizing the potential of all employees in a continuing drive for improvement. Aims of TQM

The aims of TQM are to achieve customer satisfaction, cost effectiveness, and defect-free work. The customer will be satisfied only if the product has a very low rate of defect (literally none) and is competitive in price with offerings from other suppliers. TQM achieves customer satisfaction through focusing on process improvement, customer and supplier involvement, teamwork, training, and education. QA and QC may be considered as separate sub-elements of TQM. However, QA and QC do not represent the only elements of TQM. TQM is a much more comprehensive and broader concept. QA and QC are applied during project implementation while TQM is a strategic philosophy adopted by an organization and implemented on a continuous basis, even if the organization is waiting to perform a new project.

The TQM culture varies from one company to another and from one industry to another. However, the TQM culture, regardless of its differences, aims to achieve common objectives: namely, removal of waste, reduction of costs, improvement of reputation and increased market share. As can be observed, TQM objectives are dynamic in their nature and this dictates continues updating and upgrading.

2. Elements of TQM

TQM can be modeled by structure that consists of the basic elements of TQM. These elements represent the basic ingredients or the philosophical pillars of TQM. The number and priority of these elements vary from one author to another. 2.1 Training

Training is a fundamental element for any successful quality management programme. Quality experts and Chief Executive Officers (CEOs), who have successfully implemented TQM in their organizations, unanimously recognize the importance of training. The training programme must target everyone in the organization, since quality under TQM is everyones responsibility. All employees from top management to labour should understand the need for TQM, understand what TQM is and how it works and its payoff. TQM requires a participative, disciplined and organized approach to improving process, thus team training is very important. The training programme should be tailored to the group being trained. The training material should be relevant to the groups job function, so that abstract concepts can be realized as a concrete fact. The material objective in the training programme should be applied to the job as quickly as possible. Training should be continuous even during a crisis situation. Furthermore, management should demonstrate their commitment to the training programme through their participation and support. 2.2 Management Commitment and Leadership

Management commitment and leadership are absolutely essential for the success of any TQM programme. Prior to management commitment, management should have a thorough understanding of TQM. TQM requires employees to do things differently; therefore, participation by management is essential. To achieve the changed behavior of the staff and improve quality, it is very important to change the organizational environment. Without these fundamental cultural changes, an organizations attempt at TQM will fail.

2.3 Communication Good communication is very important in achieving TQM. Good communication will result in eliminating fear. Fear makes employees reluctant to voice their opinions or question policies, procedures, and decisions. Demings advises drive out fear. TQM is a conscious process of improvement, and thus good communication and a good feedback system are important to convey ideas to the management and to incorporate the necessary changes. One effective strategy might be open lines of communication that allow direct access for any employee, at any level, to contact upper management regarding an idea for improvement or a particular concern. 2.4 Teamwork

Under TQM, teams are very important in achieving an organizations goals. It has been noticed that individuals working together in teams or groups toward common goals are generally more effective than individuals working alone. TQM recognizes that the team approach should not be limited to the internal organizations team, but it should cover vendors and external customers under its umbrella. TQM benefited from the successful experience of Quality Circles in Japan. The essence of Quality Circles is to have collective awareness and efforts to achieve quality. 2.5 Customer Satisfaction

The main objective of TQM is to achieve customer satisfaction whether the customer is internal (e.g. department in the same organization) or external (e.g. final product recipient). The first step in achieving customer satisfaction is to define the customers needs and wants and then translate these needs and wants into standards. In order to meet the customers expectations, the organization must adopt an information gathering programme that measures the level of customer satisfaction. Customer satisfaction can be achieved by implementing the following steps: 1. Make the customer (internal and external) aware of the organizations quality management initiative. 2. Determine customer expectations. 3. Measure the customers degree of satisfaction. 4. Take action to improve satisfaction.

Demings plan-do-check-act (PDCA) cycle is a systematic procedure for improving methods and procedures by focusing on correcting and preventing defects. Avoiding defects is usually less costly than the typical approach of attempting after the fact to determine defects. The PDCA cycle can maintain any improvement and prevent deterioration. Continuous improvement entails focusing on processes so that they can be changed to be more efficient. The degree of success can be determined by comparing the progress against certain criteria. The process of measuring and comparing the degree of success against predetermined criteria is known as benchmarking. Benchmarking is a systematic search for best practices that leads to superior performance. 2.8 Focus on Employees (Empowerment)

TQM views employee satisfaction as an essential factor in improving the contribution of each employee. TQM considers the employees as internal customers with whom the company exchanges information and services. TQM promotes the concept that employees are customers of each other.

Management should make the working environment open, so honest comments can be made without fear of punishment. In fact, it is employees who know best what is right or wrong with a process, since they are the ones who do it. Failure of management to act on suggestions within a reasonable time will discourage employees from spending time in preparing their suggestions. Recognition and reward should be extended for valuable suggestions to the organization. 2.9 Supplier Involvement

TQM recognizes that the quality of any stage in a process is dependent on the quality of the previous stage. Thus, TQM pays attention to the suppliers or vendors of an organization. Maintaining close and long-term relationships with suppliers results in achieving the best economy and quality. Maintaining a close relationship and open communication with the suppliers help them to have a good understanding and a feel for their customers requirements. This can result in better products satisfying the needs of the organization.

Deming emphasized the importance of maintaining special relations with suppliers. Deming stresses this and states:

End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost by working with a single supplier.

3. Benefits of TQM

In order to appreciate the importance of TQM and to have a feel for its impact, the benefits of TQM to the organization should be known. Better control of processes resulting in consistency from design through to delivery. Reduced production time. A reduction in the quantity of goods damaged in transit. Reduced delivery time. Decreased set of chemicals. Increased measurement of performance, and Improvement in customer perceptions of the company.

4. The Difficulties in Implementing TQM

The implementation of TQM into an organization requires fundamental organizational culture change. Changing an organizations culture is a very difficult task, which often faces resistance. The concept of TQM is broad enough to be the frame-work or foundation of an organizations culture.

Therefore, implementing TQM might deal with replacing, not only modifying, the organizations culture.

major obstacles in implementing TQM: Inadequate knowledge and information about TQM. Doubts of employees about managements intentions. Failure of management to maintain interest and commitment over a long period of time. Difficulty in measuring the effectiveness of TQM. Poor internal communication. Difficulty in assessing customer expectations and satisfaction. Insufficient training resources.

Among the other difficulties in implementing TQM is the failure to have some means of monitoring and managing the overall progress of the TQM implementation. In addition, the failure to provide training skills immediately before TQM is to be applied. The first step in any attempt to implement TQM is to determine where to begin. Determining where to begin is a very difficult step. Successful TQM implementation requires a systematic, pragmatic, and well-structured approach. There have been many different approaches suggested for TQM implementation. Sometimes, it is very helpful for the organization to hire a TQM consultant to provide the resources, experience, and discipline necessary for the process to start. The consultant should neither be perceived as an initiator of TQM and the improvement process nor as the TQM champion or the organization expert on TQM. Lakhe and Mohanty propose a framework for implementing TQM: 1. Identify the degree of commitment and area of key interest, and list the long-term changes required. 2. Define the objective of TQM. 3. Identify resources available and develop understanding of the organizational system with the quality system. 4. Specify top management commitment through quality policies, procedures and processes. 5. Create company-wide awareness and a participative work environment by emphasizing customer-oriented value. Encourage quality commitment. 6. Design action plans. Develop specifics about the future. 7. Identify key issues and constraints on implementation. Develop strategies for implementation. 8. Identify and allocate resources. Execute plans. Build momentum for change. 9. Implement and monitor. 10. Measure benefits in terms of achievement.

6. The Cost of TQM

There is a tradeoff between cost and quality which sometimes makes it difficult for the decision maker to adopt a quality programme. Today, there is a disagreement about the value of quality costs, with views falling into one of the following three areas:

1. Higher quality means higher cost: This view believes that an enhancement in quality requires investment in terms of labour, materials, design and other costly resources. At the same time, the additional benefits from improved quality do not compensate for the additional expenses. 2. The cost of improving quality is less than the resulting savings: This view believes that the saving resulting from less rework, scrap, and other direct expense related to defects is the drive for continuous improvement of process. This view shares the above view to a certain degree in that the trade-off between costs and quality is not financially in favor of quality 3. Quality costs are those incurred in excess of those that would have been incurred if the product had been built or the service performed exactly right the first time. This view might be the nearest to what TQM advocates. Costs include the indirect (hidden cost) costs such as lost customers, lost market share, and many hidden costs and opportunities, which are not identified by cost accounting systems.

7. TQM and Measurement

In order to discover the results of deploying a quality programme and the area of future improvement, a quality measure is necessary. Under TQM, a number of measures can be used to verify and control the output in order to meet the customer (internal/external) requirements. The measurement provides the organization with a measurement for both satisfaction before an action of quality improvement takes place and the degree of improvement after implementation. Monetary incentive is not the only approach, which can be used to increase the employees satisfaction in TQM. Improved communication, recognition, removing fear and leading employees to work with pride result in an increase in employee satisfaction, which, in turn, materialize in their work quality and quantity (productivity). In fact, there are a number of reasons for adopting Quality Measurements which may be achieved: To be able to attain and sustain reasonable objectives. To justify the use of resources. To provide standards for establishing comparisons. To determine priority areas that requires improvement. To provide a scale to allow people (employees) to monitor their performance level. To identify quality problems To detect any decline in performance.

TQM puts the customer on top of everything. Systems and strategies of TQ companies are based on the unchanging beliefs that "the customer is king and the customer is always right." TQ companies have this constancy of purpose, regardless of global trends and threats. Constancy of purpose is the first quality commandment of the late great quality guru, the patron saint of Japanese businessmen: Dr. Edwards Deming. FAILURES IN QUALITY Sophisticated strategies based on costs, comparative advantage, technology, economies of scale, past experience, novel management concepts and paradigms are bound to fail if the company sells the wrong product or service to the wrong customer. Global competitiveness starts with quality competitiveness and ends with quality competitiveness. AIRLINE HUB-AND-SPOKE PARADIGM The airline industry can also teach us a lesson in quality management. Big American airlines like United and Northwest which are losing billions of dollars are now reassessing their hub-and-spoke strategies which based on load factor and economies of scale of the Jumbo jet. Hub-and-spoke means passengers will have more transits and stopovers just to get their destination. It may be ideal for parcels, but not for people. Passengers want convenience and speed, not load factors; they believe that the shortest distance between two points is a straight line, not a spoke. So they are flying the smaller but profitable Southwest Airlines which caters to point-to-point passengers. GLOBAL CONVERGENCE OF TASTES Dr. George Yip, author of Total Global Strategy, cites increasing travel, global advertising, and convergence of lifestyle as strong drivers which increase the demand for standardized products world wide.

At the heart of accelerating sales and market shares that pacesetter international companies enjoy today is an unflagging responsiveness to the demanding global customer. Surveys conducted by General Systems Co. indicate that when a global market consumer is satisfied with quality, he or she tells six others about the product or service; if that person is dissatisfied, 22 others hear about it. As this global economy reaches out to world businesses, it becomes clear that quality is becoming not only the international business language for worldwide trade networks but also that worldwide economic and social forces are fundamentally changing quality concepts and management. Improved quality now means an increase in value as well as right performance, service, design and economy for global customers.

Shifting customer value expectations Perhaps most important is the fundamental shift in customer value expectations in the global marketplace. Ongoing surveys of customer buying patterns throughout major international markets indicate that nine out of 10 buyers make quality their primary purchasing standard, as compared with three or four out of 10 a decade ago. As customers, they increasingly approach quality as a buying discipline, which they measure by their total-value perception of the product as well as the organization that produces it. This means that the quality of the steel or the merchandising service customers receive is an important part -- but just a part -- of the complete support, billing accuracy and delivery reliability package they expect to buy. This demand for complete customer satisfaction indicates a profound social shift for both global consumers and business buyers. Organizations that continue to concentrate solely on defect reduction overlook their customers new buyer-value expectations. This is most evident in the disparity between many companies quality satisfaction measurements. Some companies point proudly to their quality improvement data -- i.e., defect reduction -- even as customer surveys indicate that buyers believe quality hasnt improved -- i.e., increased in quality value -- and they are therefore curtailing their business with these companies. Economic pressures
Another force is the overwhelming economic pressure on organizations. One is the strong upward pressure due to increasing costs despite concerted containment efforts; the other is a severe downward pressure on the price of goods due to market changes. Some companies have adopted a slash-and-burn cost-reduction approach. However, unless its synchronized with specific improvements in process, cost reduction produces the same results as weight reduction without a change in lifestyle: It doesnt stick. Instead, it leads to more cost reduction, more restructuring and corporate-navel contemplating. The key is to directly link customer value enhancement with cost. Improving quality also improves an organization overall.

Innovative management approaches to human leadership. These approaches reject the notion that good management and successful improvement means getting the ideas out of the bosss head and into the workers hands. Top-down planning only serves to isolate organizations from their customers buying habits.

A very different foundation for business success will characterize competitive organizations in the future. These quality leadership companies will:

Make quality the epicenter of increasing revenue growth and competitive leadership. Achieve complete customer satisfaction by offering essentially perfect goods and services whose quality the customer determines. Accelerate sales and earnings growth through quality failure reduction. Innovate in product and service leadership and cycle-time management.

Companies that can produce goods at lower costs than their competitors, while delivering quality products that satisfy their customers will have an advantage over those companies that do not duplicate those feats.

Getting products - case study

Wal-Mart has formed alliances with their suppliers, such that they are able to purchase goods at a discount that their competitors cannot achieve. The result is that Wal-Mart is able to offer products at such low prices that have actually driven many competitors out of business. By continually improving the processes involved in making the product or delivering the service, a company can be more effective in reducing losses due to waste. This will allow the business to deliver products at lower prices while still achieving a good profit. Competitors may not be able to meet those prices. Eliminating errors is a major goal. An extension of TQM is the Six-Sigma approach that seeks to eliminate errors to 6 parts in a million (six sigma deviation). Getting lower cost, quality good from suppliers will also reduce costs.

Quality supplies
The first part of providing the customers with quality goods involves purchasing those products from suppliers or getting quality parts to make your own product. An important aspect of Kurtusian TQM is to help the supplier provide quality to your company. Often companies browbeat their suppliers into providing goods at low costs. Wal-Mart has been known to be very tough on suppliers, even driving some out of business if they did not bend to Wal-Mart's demands. Other companies have also used such negative tactics. By working closely with suppliers, you can provide a partnership where you get the quality supplies needed to gain your competitive advantage.

Summary
A company that can produce goods at lower costs than their competitors, while delivering quality products that satisfy their customers will have an advantage over those companies that do not duplicate those feats. The Total Quality Management (TQM) business philosophy of satisfying the customer with quality goods and services, reducing waste and empowering workers and suppliers is a method to achieve those goals.

Quality Guru Philip Crosby has developed 14 steps for an organization to follow in building an effective quality program: 1. Management is committed to quality and this is clear to all: Clarify where management stands on quality. It is necessary to consistently produce conforming products and services at the optimum price. The device to accomplish this is the use of defect prevention techniques (QUALITY CONTROL) in the operating departments. 2. Create quality improvement teams with representatives from all workgroups and functions: These teams run the quality improvement program. Since every function of an operation contributes to defect levels, every function must participate in the quality improvement effort. The degree of participation is best determined by the particular situation that exists. 3. Measure processes to determine current and potential quality issues: Communicate current and potential nonconformance problems in a manner that permits objective evaluation and corrective action. Basic quality measurement data is obtained from the inspection and test reports, which are broken down by operating areas of the plant. 4. Calculate the cost of (poor) quality: Define the ingredients of the COQ and explain its use as a management tool. 5. Raise quality awareness of all employees: Provide a method of raising the personal concern felt by all personnel in the company toward the conformance of the product or service and the quality reputation of the company. 6. Take actions to correct quality issues: Provide a systematic method of permanently resolving the problems that are identified through previous action steps. Problems that are identified during the acceptance operation or by some other means must be documented and then resolved formally. 7. Monitor progress of quality improvement establish a zero defects committee: Examine the various activities that must be conducted in preparation for formally launching the Zero Defects program The quality improvement task team should list all the individual action steps that build up to Zero Defects day in order to make the most meaningful presentation of the concept and action plan to personnel of the company. 8. Train supervisors in quality improvement: Define the type of training supervisors need in order to actively carry out their part of the quality improvement program. The supervisor, from the board chairman down, is the key to achieving improvement goals. 9. Hold zero defects days: Create an event that will let all employees realize through personal experience, that there has been a change. Zero Defects is a revelation to all involved that they are embarking on a new way of corporate life. 10. Encourage employees to create their own quality improvement goals: Turn pledges and commitments into action by encouraging individuals to establish improvement goals for themselves and their groups. Try to get two goals from each area. These goals should be specific and measurable. 11. Encourage employee communication with management about obstacles to quality (Error-Cause Removal): Give the individual employee a method of communicating to management the situations that make

it difficult for the employee to fulfill the pledge to improve. One of the most difficult problems employees face is their inability to communicate problems to management. Error-cause removal (ECR) is set up on the basis that the worker need only recognize the problem. When the worker has stated the problem, the proper department in the plant can look into it. Studies of ECR programs show that over 90% of the items submitted are acted upon, and fully 75% can be handled at the first level of supervision. The number of ECRs that save money is extremely high, since the worker generates savings every time the job is done better or quicker. 12. Recognise participants effort: Appreciate those who participate. People really dont work for money. They go to work for it, but once the salary has been established, their concern is appreciation. 13. Create quality councils: Bring together the professional quality people for planned communication on a regular basis. It is vital for the professional quality people of an organization to meet regularly just to share their problems, feelings, and experiences, with each other. Consistency of attitude and purpose is the essential personal characteristic of one who evaluates anothers work. 14. Do it all over again quality improvement does not end: Emphasize that the quality improvement program never ends. From the above 14 points Philip Crosby communicated that management should take prime responsibility for quality, and workers only follow their managers example. Crosby defined the Four Absolute s of Quality Management: - Quality is conformance to requirements - Quality prevention is preferable to quality inspection - Zero defects is the quality performance standard - Quality is measured in monetary terms the price of non-conformance According to Crosby, five characteristics of an highly successful organisations are: - People routinely do things right first time - Change is anticipated and used to advantage - Growth is consistent and profitable - New products and services appear when needed - Everyone is happy to work there

Technical capability and production efficiency, while necessary, are no longer the principal

competitive determinants sufficent for success. What differentiates the successful from the unsuccessful organization, today, is superior "world-class" systems of work processes that men and women throughout the organization understand, believe in and are a part of.

1. Quality is an organization-wide process

Quality is not a specialist function, a department, nor an awareness or testing program alone. It is a disciplined system of customer-connected work processes implemented throughout the organization and integrated with suppliers. High quality products are the result of high quality work processes.

2. Quality is what the customer says it is

It is not what a developer, manager or marketeer says it is. If you want to find out about your quality, ask your customer. No one can compress in a market research statistic or defect rate the extent of buyer frustration or buyer delight.

3. Quality and cost are a sum, not a difference

They are partners, not adversaries. The quality costs of fixing failures are high compared to quality costs required to properly prevent and assure no such defects.

4. Quality requires both individual and teamwork zealotry 5. Quality is a way of managing

Quality is everybody's job, but it will become nobody's job without a clear infrastructure that supports both the quality work of individuals and the teamwork among individuals and departments. Good management today means empowering the quality knowledge, skills and attitudes of everyone in the organization to recognize that making quality right makes everything else in the organization right.

6. Quality and innovation are mutually dependent

Quality requires product and process innovation, and the key to successful new products is to make quality the partner of development from the beginning -- not a sweep-up-after mechanism for problems. It is essential to fully include the customer in all phases of development..

7. Quality is an ethic

The pursuit of excellence, deep recognition that what you are doing is right, is the strongest human emotional motivator in any organization and is the basic driver in true quality leadership.

8. Quality requires continuous improvement

Quality is a constantly upward moving target and continuous improvement is an in-line, integral component of everyone's job responsibilities -- not a separate activity. The marketplace determines what is world-class performance.

9. Quality is the most cost-effective, least capital-intensive route to productivity

Some of the world's strongest organizations have blindsided their competition by concentrating on eliminating their hidden plant or organization; the part that exists to find and fix mistakes and the associated waste.

10. Quality is implemented with a total system connected with customers and suppliers

This is what makes quality leadership real in an organization -- the relentless application of the systematic method that makes it possible for an organization to manage its quality and associated costs. These ten basic benchmarks underpinning the technology of Total Quality Management make quality a way of totally focusing the organization on the competitive discipline of serving the customer -- whether it be the end user or the man and woman at the next desk or workstation. Perhaps most importantly, they provide the basis for managing the inevitable growth that will result from this strategy in a consistently high quality manner, replicating success after success.

Jurans Trilogy is an approach to cross functional management that is composed of three managerial processes: planning, control, and improvement. Quality Planning 1This is the activity of developing the products and processes required to meet customers needs. It involves a series of universal steps which can be abbreviated as follows:

Establish quality goals Identify the customers- those who will be impacted by the efforts to meet the goal. Determine the customers needs Develop product features that respond to customers needs Develop processes that are able to produce those product features Establish process controls, and transfer the resulting plans to the operating forces

Quality Control 2This process consists of the following steps:

Evaluate actual quality performance Compare actual performance to quality goals Act on the difference

Quality Improvement 3This process is the means of raising quality performance to unprecedented levels (breakthrough). The methodology consists of a series of universal steps:

Establish the infrastructure needed to secure annual quality improvement. Identify the specific needs for improvement -the improvement projects For each project establish a project team with clear responsibility for bringing the project to a successful conclusion Provide the resource, motivation, and training needed by the team to.

Juran defines quality as fitness for use in terms of design, conformance, availability, safety, and field use. Thus, his concept more closely incorporates the viewpoint of customer. Jurans 10 steps to quality improvement are: 1. Build awareness of the need and opportunity for improvement. Education and training by supervisors and managers is critical. But first, they must, themselves, believe in the importance of safety to the success of the company. 2. Set goals for improvement. Establish goals in safety activities such as safety meetings, recognition (for appropriate behavior), and education and training. Dont set numerical goals reflecting results. Have faith that results will improve as a result of increased safety activities. 3. Organize to reach the goals (establish a quality council, identify problems, select projects, appoint teams, designate facilitators). The safety committee is really only a first step. Some companies have specialized safety committees that attempt to

improve the safety in their particular work areas. Not much work has been done in this area. 4. Provide training. Preferably by first line supervisors or competent persons who understand correct safety principles and procedures. 5. Carry out projects to solve problems. A project is a problem scheduled for solution. Again, a properly trained safety committee or team can function successfully to solve safety problems. Effective training is the key here. 6. Report progress. Safety committees, or other groups working on safety, need to understand that they actually play the role of a consultant, and need to communicate regularly with their internal customers (workers and management). The safety committee should brag, so to speak, about the savings they have brought to the company through the identification and correction of hazards. 7. Give recognition. For appropriate behavior: complying with safety standards, reporting injuries, and reporting hazards. The incentive is not important...only the act of being recognized matters to the employee long term. A simple verbal recognition (more than just a thanks) is meaningful. 8. Communicate results. Its critical that management have a clear understanding of the benefits the safety director or safety committee have brought to the company. Usually this means the bottom line. 9. Keep score. How are we doing this year, compared to last year, in safety activities. Im not talking about an annual rating, but rather a comparison with the past to project activity into the future. 10. Maintain momentum by making annual improvement part of the regular systems and processes of the company. We have to part ways with Juran here: How about continual safety improvement instead of annual improvement.

The Eight Principles of Quality Management

Preface: Quality management is becoming increasingly important to the leadership and management of all organisations. It is necessary to identify Quality Management as a distinct discipline of management and lay down universally understood and accepted rules for this discipline. Principle 1 - Customer-Focused Organisation : "Organisations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations". Steps in application of this principle are ... 1. Understand customer needs and expectations for products, delivery, price, dependability, etc. 2. Ensure a balanced approach among customers and other stake holders (owners, people, suppliers, local communities and society at large) needs and expectations. 3. Communicate these needs and expectations throughout the organisation. 4. Measure customer satisfaction & act on results, and 5. Manage customer relationships. Top Principle 2 - Leadership : "Leaders establish unity of purpose and direction of the organisation. They should create and maintain the internal environment in which people can become fully involved in achieving the organisation's objectives." Steps in application of this principle are ... 1. Be proactive and lead by example. 2. Understand and respond to changes in the external environment. 3. Consider the needs of all stake holders including customers, owners, people, suppliers, local communities and society at large. 4. Establish a clear vision of the organisation's future. 5. Establish shared values and ethical role models at all levels of the organisation. 6. Build trust and eliminate fear. 7. Provide people with the required resources and freedom to act with responsibility and accountability. 8. Inspire, encourage and recognise people's contributions. 9. Promote open and honest communication. 10. Educate, train and coach people. 11. Set challenging goals and targets, and 12. Implement a strategy to achieve these goals and targets. Top Principle 3 - Involvement of People : "People at all levels are the essence of an organisation and their full involvement enables their abilities to be used for the organisation's benefit". Steps in application of this principle are... 1. Accept ownership and responsibility to solve problems. 2. Actively seek opportunities to make improvements, and enhance competencies, knowledge and experience. 3. Freely share knowledge & experience in teams. 4. Focus on the creation of value for customers. 5. Be innovative in furthering the organisations objectives.

6. Improve the way of representing the organisation to customers, local communities and society at large. 7. Help people derive satisfaction from their work, and 8. Make people enthusiastic and proud to be part of the organisation. Top Principle 4 - Process Approach : "A desired result is achieved more efficiently when related resources and activities are managed as a process." Steps in application of this principle are ... 1. 2. 3. 4. Define the process to achieve the desired result. Identify and measure the inputs and outputs of the process. Identify the interfaces of the process with the functions of the organisation. Evaluate possible risks, consequences and impacts of processes on customers, suppliers and other stake holders of the process. 5. Establish clear responsibility, authority, and accountability for managing the process. 6. Identify internal and external customers, suppliers and other stake holders of the process, and 7. When designing processes, consider process steps, activities, flows, control measures, training needs, equipment, methods, information, materials and other resources to achieve the desired result. Top Principle 5 - System Approach to Management : "Identifying, understanding and managing a system of interrelated processes for a given objective improves the organisation's effectiveness and efficiency." Steps in application of this principle are ... 1. 2. 3. 4. 5. Define the system by identifying or developing the processes that affect a given objective. Structure the system to achieve the objective in the most efficient way. Understand the interdependencies among the processes of the system. Continually improve the system through measurement and evaluation, and Estimate the resource requirements and establish resource constraints prior to action. Top Principle 6 - Continual Improvement : "Continual improvement should be a permanent objective of the organisation." Steps in application of this principle are ... 1. Make continual improvement of products, processes and systems an objective for every individual in the organisation. 2. Apply the basic improvement concepts of incremental improvement and breakthrough improvement. 3. Use periodic assessments against established criteria of excellence to identify areas for potential improvement. 4. Continually improve the efficiency and effectiveness of all processes. 5. Promote prevention based activities. 6. Provide every member of the organisation with appropriate education and training, on the methods and tools of continual improvement such as the Plan-Do-Check-Act cycle , problem solving , process re-engineering, and process innovation. 7. Establish measures and goals to guide and track improvements,and 8. Recognise improvements.

Top Principle 7 - Factual Approach to Decision Making : "Effective decisions are based on the analysis of data and information." Steps in application of this principle are ... 1. 2. 3. 4. 5. Take measurements and collect data and information relevant to the objective. Ensure that the data and information are sufficiently accurate, reliable and accessible. Analyse the data and information using valid methods. Understand the value of appropriate statistical techniques, and Make decisions and take action based on the results of logical analysis balanced with experience and intuition. Top Principle 8 - Mutually Beneficial Supplier Relationships : "An organisation and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value." Steps in application of this principle are ... 1. Identify and select key suppliers. 2. Establish supplier relationships that balance short-term gains with long-term considerations for the organisation and society at large. 3. Create clear and open communications. 4. Initiate joint development and improvement of products and processes. 5. Jointly establish a clear understanding of customers' needs. 6. Share information and future plans, and 7. Recognise supplier improvements and achievements.

Origin of the 14 points. The 14 points are the basis for transformation of American industry. It will not suffice merely to solve problems, big or little. Adoption and action on the 14 points are a signal that the management intend to stay in business and aim to protect investors and jobs. Such a system formed the basis for lessons for top management in Japan in 1950 and in subsequent years (see pp. 1-6 and the Appendix). The 14 points apply anywhere, to small organizations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company. The 14 points.
1. 2. 3. 4.

5. 6. 7.

8. 9.

10.

Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. Institute training on the job. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. Drive out fear, so that everyone may work effectively for the company (see Ch. 3). Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Ch. 3). Institute a vigorous program of education and self-improvement. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

11. 12.

13. 14.

Summary Achieving and maintaining quality performance is important to the target population, to funders, and to the community. Using some TQM proinciples, specifically, the Deming Cycle (PLAN, DO, CHECK, ACT and ANALYSE) can be helpfulin getting to a high level of quality and continuing to improve. In general, acgeiving and maintaining quality is a result of;

Careful planning Program or initative development that adheres to the planning Implementation that takes quality into account Constant reevaluation of implementation and of the organisation

An assumption of the dynamic character of the organisation, and a willingness to change continually in striving for a better way to accomplish goals. There are many interpretations and definitions of TQM. Put simply, TQM is the mutual cooperation of everyone in an organisation and associated business processes to produce value-for-money products and services to meet and hopefully exceed the needs and expectations of customers. Barrie G. Dale, 2007 Barrie G. Dale, Ton van der Wiele and Jos van Iwaarden. Managing Quality 5th ed. Oxford: Blackwell Publishing, 2007