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arious building blocks of TQM?

The various building blocks of TQM?

The building blocks of TQM: processes, people, management systems and performance
Strategic Quality planning:
The purpose of Strategic Quality Planning is to develop and achieve the organization's
vision in a manner that is consistent with its mission and values. SQP involves every
member of the organization in developing a common understanding of:
The organization's customers and their needs and expectations
How customer's expectations is measured
How customer's needs are met through purposeful activity or systems the values, mission,
and vision or desired future state of the organization
The goals of the organization
How to link plans to systems for organization-wide design, improvement, alignment, and
implementation activities
How to execute annual plans
How to review the process and results of annual plans and how to act upon the
knowledge gained
People are a fundamental building block of any TQM organisation. The only point at
which true responsibility for quality can lie is with the people actually doing the job or
carrying out the process. The complexity of most processes in an organisation places
them beyond the control of any one individual, so the only efficient way to tackle process
improvement or re-design is through teamwork.
When properly managed and developed, teamwork improves processes and produces
results quickly and economically through the free exchange of ideas, information,
knowledge and data. It is an essential component of a total quality organization, building
trust, improving communication and developing a culture of interdependence, rather than
one of independence.
The only point at which true responsibility for performance and quality can lie is with the
People who actually do the job or carry out the process, each of which has one or several
suppliers and customers. An efficient and effective way to tackle process or quality
improvement is through teamwork. However, people will not engage in improvement
activities without commitment and recognition from the organisations leaders, a climate
for improvement and a strategy that is implemented thoughtfully and effectively. The
section on People expands on these issues, covering roles within teams, team selection
and development and models for successful teamwork.
Quality in Daily work

Because of the time we have invested in awareness and skill training, many of the quality
tools and concepts have become integrated into the way we do business, either
transforming or reinforcing staff behaviors and attitudes.
Below are a few examples of quality tools and principles that we now see incorporated
into daily activities:Self-Directed Work Teams: The development of Self-Directed Work Teams is growing
expression of teamwork, flattening the organization, and empowerment principles. Team
members will tell us that is a lot of work, but that the end result produces efficiency and
better service for the customer.
Customers as Partners: In a quality environment you begin to see your customers as
partners. We have instituted several formal partnership programs with Schools and
Colleges to plan for the effective use of information technology resources and deliver
those services. As well, we strive for a sense of partnering with customers in developing
and delivering our products and services.
General Meeting Effectiveness: One of the most significant changes we have noticed
from the application of quality principles and tools is in the increased effectiveness of our
Continuous Improvement
The Continuous Improvement component allows organizations to examine their current
business environment relative to their diversity strategy and make changes based on
current challenges in their workforce, workplace and marketplace. It extends current
diversity learning through continued reinforcement.
Complacency is to be avoided, as it is a major hurdle in improvements. Widely supported
incremental improvement programs in every area of the organisation are a sure way of
achieving this objective. It is believed that that getting 1% improvement in all areas is
better for the organisation than 100% improvement in one area. Therefore small projects
initiated by the employees themselves taken up in all areas give a boost and strength to
this movement and also help in developing potential of the people.
Continuous Improvement Objectives:
Identify New Challenges/Opportunities
Review Strategic Plan
Follow-up Assessment