Why Adopt TQ Philosophy? Reaction to competitive threat to profitable survival An opportunity to improve

Selling the TQ Concept Learn to think like top executives Position quality as a way to address stakeholders’ priorities Align objectives with those of senior management Make arguments quantitative Make the first pitch to someone likely to be sympathetic Focus on getting an early win, even if it is small Ensure that efforts won’t be undercut by corporate accounting principles Develop allies, both internal and external Develop metrics for return on quality Never stop selling quality

Cultural Change Change can be accomplished, but it is difficult Imposed change will be resisted Full cooperation, commitment, and participation by all levels of management is essential Change takes time You might not get positive results at first Change might go in unintended directions

Progression to Quality Excellence Innocence Awareness Understanding Competence Excellence

TQM Implementation Process (Juran Institute, Inc.) Decide Prepare Start Expand Integrate

Are You Ready to Implement TQM? Are you demanded by an outside force to improve quality? Do you have a powerful internal desire for quality improvement benefits? Do you believe TQM is the best vehicle for your new vision of success? Do you have enough power & incentive to implement TQM?

Sample Criteria for Selecting Pilot Improvement Projects (1 of 2) Problems that have been waiting for solutions for a long time or have been recognized by many employees Projects are feasible in terms of time and resources required Projects are significant to the internal and/or external customers

Sample Criteria for Selecting Pilot Improvement Projects (2 of 2) Results can be measured in costs and time The projects can be used as a learning experience Projects have a direct impact on more than one unit Have senior managers’ support

Expand Phase Setting up cross-functional teams Modify management review systems Encourage individual quality initiatives Provide additional training

Integrate Phase (Institutionalize TQM) Reflect TQM in reward systems and performance appraisal system Install a TQM approach in all activities of the organization ( i.e., make TQM a way of life) Measure progress of TQM efforts (i.e. conduct assessment)

Implementing Total Quality: Key Players Senior management Middle management Front-line managers and supervisors Workforce Unions

Why TQ Fades Away Over Time (1 of 2) Top managers wrongly assume that TQM has been institutionalized enough to turn efforts over to middle managers. After addressing the easier quality issues early on, management grows more self-critical as tougher goals are sought to achieve.

Why TQ Fades Away Over Time (2 of 2) In many instances TQM was instituted during times of crisis. It might lose momentum and focus once the danger has passed. Companies are not satisfied with the results from TQM efforts Change of leadership

Sustaining the Quality Organization (1 of 2) View quality as a journey (“without a finish line”) Recognize that success takes time and commitment Renew commitment (e.g., use Baldrige assessment and feedback) Share best practices (internal benchmarking)

Sustaining the Quality Organization (2 of 2) Create a “learning organization” Planning Execution of plans Assessment of progress Revision of plans based on assessment findings Adopt new approaches and methodologies