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1. Concentrate on the customer. 2. Do it right. 3. educating staff in the principles of TQM, which is
Communicate and educate. 4. Measure and record. a whole new style of working.
5. Do it together Measure the work. Measurements allow the
company to make decisions based on facts, not
opinion. They help to maintain standards and keep
processes within the agreed tolerances.
Focus on
the customer
Top management must be involved. If senior
management is not involved, the program will fail.
It is as simple as that. If you are the big boss,
there is no problem. If you aren't, your program
Do it Do it
right
cannot start until you have the boss's
together
Commitment. Empowering the staff means getting
employees to think for themselves. 'We pay
people to improve the business, not just perform
to the status quo,' said one organization.
Make it a good place to work. Many companies
Measure Communicate
and record and educate are full of fear.
Staffs are afraid of the sack, afraid of their boss,
and afraid of making mistakes. In Spain, the UK
and France, more than 60 per cent of full-time
Fig 3: The five principles employees are very worried about losing their
jobs, according to the Henley Centre. There is no
The above principles are bandied freely around. It point in running a TQM program unless the
is worth pausing for a moment to see what each of company drives out fear.
them really means. Introduce team working. Teamwork boosts
Be customer focused means placing the customer employee morale. It reduces conflict and in-
at the centre of everything you do. This can be fighting. It solves problems by hitting them with a
quite a shock for the production-oriented wider range of skills. It pushes authority and
organization. It requires the company to check responsibility downwards and it provides better,
customers' attitudes regularly. It includes the idea more balanced solutions. Yet the culture in most
of internal customers as well as external ones. companies actively discourages teamwork. So the
Do it right first time means avoiding re-work. It TQM program has to foster it actively.
means cutting the amount of defective work, Organize by process, not by function. This
whether on the shop floor or in the management element of TQM seeks to reduce the barriers that
offices. exist between different departments, and
Constantly improve. 'Continuous improvement concentrates on getting the product to the
beats postponed perfection', said a manager at customer.
Cummins, the engine maker. As the comment
implies, continuous improvement allows the Figure.4 shows, a TQM program creates
company gradually to get better. continuous improvement. This reduces waste and
Quality is an attitude. There are no shortcuts to improves customer satisfaction. Both these factors
quality. The old methods of inspecting for defects ultimately lead to more profit
are not good enough any more. Everyone has to be
committed to quality. That means changing the
attitude of the entire workforce, and altering the
way the company operates.
Telling staff what is going on involves improved
communication. Typically, this includes team
briefings, one of the main elements of TQM. We
have to educate and train our people, for an
unskilled workforce makes mistakes. Giving more
skills to workers means they can do a wider range
of jobs, and do them better. It also means
Score
[4] Making TQM work. Kit Sadgrove. Kogan
page India, page 11-26