CHAPTER 6  ASSESMENT- this process requires a

PHASE IN TQM IMPLEMENTATION through self. Assessment both from

 Jablonski- offers a five-phase instruction for implementing
total quality management namely preparation, planning,
assessment, implementation, and diversification.
 Jablonski’s approach is one of many that have been applied
to reach TQM, but contains the key elements commonly
connected with other accepted with other accepted total
quality system.
 PREPARATION- It is during preparation when management
decides whether or not to pursue a TQM program.
- They undergo initial training, identify needs for outside
consultants, develop a specific vision and goals, draft a
corporate policy, commit the necessary resources, and
communicate the goals throughout the organization.
- PLANNING- In the planning stage, a detailed plan of
implementation is drafted (including budget and schedule),
the infrastructure that will support the program is
established, and the resources necessary to begin the plan
are earmarked and secured.
- Planning for quality starts with setting quantifiable and
measurable targets.
- A ranking chart should be developed to finalize the most
important aspect of quality planning and more focus
should be given to that aspect.
management and customer of clients.
- The assessment will be on the qualities and
characteristics of members of the company
as well as the company itself.
3 METHODS THAT CAN BE USED MAKING
AN ASSESSMENT
o Discussion Group Method- can yield some
useful insights and facilitate effective
improvement activities.
o Survey Method- is excellent for measuring
employee perceptions of TQM in an
organization.
o Award Type- self-assessment is the most
effective form.
 IMPLEMENTATION- at this point, the
organization can already begin to
determine its return on its investment
in TQM.
-

 METHODS IN GENERATING IDEAS FOR PLANNING PHASES:

1. The ‘5 Whys’- asking ‘Why?’- at least five times to unearth
the core cause of a problem.
2. Benchmarking- is a technique that measures a company’s
performance against the best in industry.
a) Internal Benchmarking- is a comparison between
operations or parts of operations which are within the
same total organization.
b) External Benchmarking- is a comparison between an
operation and other operations which are part of a
different organization.
c) Non-competitive Benchmarking- is benchmarking
against external organizations which do not compete
directly in the same markets.
d) Competitive Benchmarking- is a comparison directly
between competitors in the same, or similar, markets.
e) Performance Benchmarking- is a comparison between
the levels of achieved performance in different
operations.
f) Practice Benchmarking- is a comparison between an
organizations operations practices, or way of doing
things, and those adopted by another operation.
3. Brainstorming- is a technique in which a group of
people share ideas and thoughts in a relaxed
atmosphere on various problems in order to
stimulate unrestrained collective thinking.