Quality Management for Organizational Excellence Lecture/Presentation Notes By: Dr. David L. Goetsch and Stanley Davis Based on the book Quality Management for Organizational Excellence (Sixth Edition)

Twenty Two: Implementing Total Quality MAJOR TOPICS COVERED Rationale for Change Requirements for Implementation Role of Top Management: Leadership Role of Middle Management Viewpoints of Those Involved

Twenty Two: Implementing Total Quality (Continued) Major Topics Continued Implementation Variation Among Organizations Implementation Approaches to Be Avoided An Implementation Approach that Works Getting On With It What to Do in the Absence of Commitment from the Top Implementation Strategies: ISO 9000 and Baldrige

Twenty Two: Implementing Total Quality (Continued) The traditional way of doing business presents the following problems: We are bound to a short-term focus. Tends to be arrogant rather than customer-focused. We seriously underestimate the potential contribution of our employees, particularly those in hands-on functions. The traditional approach equates better quality with higher cost. The traditional approach is short on leadership and long on bossmanship.

Twenty Two: Implementing Total Quality (Continued) The requirements for implementation are as follows: Commitment by top management Creation of an organization-wide steering committee Planning and publicizing Establishing an infrastructure that supports deployment and continual improvement The role of top management can be summarized as providing leadership and resources. The role of middle management is facilitation.

Twenty Two: Implementing Total Quality (Continued) Although implementation must vary with each organization, the 20 fundamental steps must be followed, generally in the order given. Tailoring to the organization’s specific culture, values, strengths, and weaknesses is done in the planning phase, steps 12 through 16.

Twenty Two: Implementing Total Quality (Continued) Implementation approaches that should be avoided are as follows: Don’t train all employees at once. Don’t rush into total quality by putting too many people in too many teams too soon. Don’t delegate implementation Don’t start an implementation before you are prepared.

Twenty Two: Implementing Total Quality (Continued) Implementation phases are as follows: Preparation phase Planning phase Execution phase Going through the ISO 9000 registration steps will give an organization a good start on implementing total quality. ISO 9000 is an international standard for providers of goods and services that sets broad requirements for the assurance of quality and for management’s involvement.

Twenty Two: Implementing Total Quality (Continued) The Malcolm Baldrige National Quality Award evaluates candidates for the award according to criteria in several categories as follows: Leadership Strategic planning Customer and market focus Management Analysis Knowledge management Human resource focus Process management Business results