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

2. 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

3. 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

4. Progression to Quality Excellence
Innocence
Awareness
Understanding
Competence
Excellence

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

6. 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?

7. 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

8. 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

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

10. 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)

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

12. 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.

13. 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

14. 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)

15. 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