Implementing Total Quality Management SUMMARY 1. The traditional way of doing business presents the fol- lowing problems: © Weare bound toa short-term focus, The traditional approach tends to be arrogant rather than customer focused, = We seriously underestimate the potential contribu- tion of our employees, particularly those in hands- on functions "The traditional approach equates better quality with higher cost, 1 The traditional approach is short on leadership and long on bossmanship. 2. The requirements for implementation are as follows: ‘commitment by top management, creation of an organ- ization-wide steering committe, planning and pul izing, and establishing an infrastructure that supports deployment and continual improvement. 3. The role of top management can be summarized as providing leadership and resources. The role of middle ‘management is facilitation 4, Although implementation must vary with each organi- zation, the 20 fundamental steps offered in this chapter ‘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 15, 5. Implementation approaches that should be avoided are as follows: don't train all employees at once, don't rrush into total quality by putting too many people in ‘too many teams too soon, don’t delegate implements- tion, and don't start an implementation before you are prepared, 6, Implementation phases are as follows: preparation phase, planning phase, and execution phase 7. 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 require ‘ments for the assurance of quality and for manage- ‘ment's involvement, '8. ‘The Malcolm Baldrige National Quality Award evaluates candidates for the award according to criteria in seven ‘categories: leadership; strategic planning: customer focus; measurement, analysis, end knowledge manage- ‘ment; workforce focus; operations focus. KEY TERMS AND CONCEPTS. Advocates Baseline customer satisfaction Baseline employee satisfaction/attitudes 458 Commitment by top management Communicate and publicize Customer feedback Customer focused Employee feedback Evaluation criteria Execution phase Infrastructure Interchangeable worker 180 9000 Leadership ‘Malcolm Baldrige National Quality Award National Institute for Standards and Technology (NIST) Organization Organization-wide steering committee Planning and publicizing Planning phase Preparation phase Production labor costs Resisters Short-term focus Strategic (broad) objectives Strategic planning. ‘Tactical (specific objectives ‘Team activation—PDCA cyele ‘Team composition ‘Team training Union considerations sion statement and guiding principles ‘World-Class Standard FACTUAL REVIEW QUESTIONS 1, What is meant by the statement “We are bound to a short-term focus”? 2. How does the traditional approach to doing business ‘equate quality with higher cost? 3. Differentiate between leadership and bossmanship. 4, List and explain the requirements for total quality implementation, 5, Describe the necessary components of an infrastruc- ture that supports goal deployment and continual improvement, (6. What is the role of top management in the implementa~ tion of total quality? 7. What is the role of middle management in the imple- mentation of total quality?