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Implementation phase is sometimes called the commitment or deployment
phase. Quality practices and their support system are implemented. In this phase,
the improvement strategy is implemented or deployed throughout the organization
Implementation is the process for moving the entire organization toward TQM
and institutionalizing TQM as a way of operating. Implementation of TQM involves
large scale system changes that require time and resources.
During the implantation phase, everyone in the organization begins to align
process and policy management with the organizations mission, values and TQM
principles. Remember TQM must be pulled, not pushed, through the
organization period. Management cannot push the process but instead is dependent
upon everyone assisting in the implementation process.
Six basic TQM principles are:
1. Listening to the voice of the customer, staying close to the customer and
meeting or exceeding customer desires have been a constant theme and a
basic TQM principles throughout this text. It is important to focus on quality
efforts most likely to improve customer satisfaction at a reasonable cause.
Customer Focus:
An unending, intense focus on customers needs, wants, expectations
and requirements and a commitment to satisfying them.
A view of process control that embraces reduction of variation, rather
than just meeting the specification, to create customer satisfaction.
A view of customers and suppliers as partners, not adversaries.
2. Pursuing small, incremental, manageable improvements of processes (kaizen)
has been a major emphasis of TQM. Improve all programs and processes
Continuous Process Improvement:
A commitment to continuous improvement.
Focus on the process as well as the results.
Focus on value improvement activity.
Benchmark and adopt the best practices.
Consistent goals and objectives provide focus.
Quality processes are institutionalized.
3. We must never forget that TQM is a management philosophy that seeks to
prevent poor quality in products and services. Prevention starts with a quality

Prevention versus Inspection:

Focus on process improvement versus product inspection.
Focus on prevention of problems rather than fixing problems.
Quality is measurable.
Individuals and teams are responsible for improvement and quality.
4. If TQM is to be successful, there must be instilled in everyone a deep belief
that the responsibility for quality is shared by everyone in an organization.
This implies that any reward or recognition system be congruent with TQM.

Personnel Involvement:
Employee believe in managements commitment to TQM.
Quality is a guiding philosophy shared by everyone in an organization.
Employees who are empowered versus tightly directed and controlled.
Training, team building, and other worklife enhancements are provided
to all employees.
An organizational structure that depends upon teamwork, not vertical
organizational hierarchies.
A reward and recognition system that encourages TQM behavior.

5. In nearly every study, the predominant reason for the failure of TQM
programs is lack of management commitment. Workers are not fooled for
very long. They must be shown that team and individual efforts are being
recognized for desirable behaviour.
Top-down dedication, involvement, leadership, responsibility and
commitment to TQM.
Investment in people through a continuous, ongoing commitment to
education and training.
Managers who focus on quality rather than being driven by the
schedule, the bottom-line, and the short term.
Managers who have a participative leadership style.
Organizational climate based on collaboration.
Development of long-term relationships with suppliers or other
organizational partnerships.
6. Although the customer is the judge of quality, throughout this text quality will
be considered to be measurable. Measurement based on reliable information,
data and analysis is a basis for improvement.

Fact-Based Decision Making:

Decision making based on data, measurement and statistical
information rather than opinions.
Mandatory evaluating and monitoring of the state of quality in all
Improvement tools are used to detect and reduce variation in products
and services.
Numerous provisions for feedback.
Rigorous analysis of management systems as well as processes
People are not afraid to identify problems but are acknowledged and
Step One:

Review strategic improvement plan.

To help implement TQM a plan-do-check-cycle should be applied
to each area of the strategic improvement plan. This will facilitate
communication and focus implementation efforts.

Step Two:

Expand TQM infrastructures

In this step, the QSB and the PITs begin to delimit or select
process improvement activities. They begin to further expand the TQM
infrastructure by directing training and team-building efforts.
Training may be divided into four broad categories:
1. Awareness Training
2. Orientation Training
3. Leadership / Team Training
4. Skills Training

Step Three: Launch continuous improvement plan.

Once this step is launched, the organization will never be the
same. The EQC has now committed to aligning the organizations
mission and visions with the principles and values implicit in TQM.
Step Four:

Monitor and assess results.

There must be constant monitoring to determine if the
improvement is working (Demings point three and Jurans step nine).
Measurements must be taken before, during and after to determine if
the output actually meets the requirements of customers.

Step Five:

Communicate success
Remember that everyone loves winner. Everyone also wants to
be on a winning team. During this step, the result of improvement
efforts and other changers are communicated to everyone. This may
be accomplished in company newsletters, by word of mouth, on

bulletin boards, by personal feedback, and through recognition


Step Six:

Continue to improve.
The last step from all three gurus (Demin, Juran and Crosby)
emphasizes that quality improvement programs shoul never end.
Every effort of the organizations operation must continue to improve.
The organization must continue to improve all processes to remove