Saint Louis University

School of Engineering and Architecture

Department of Chemical Engineering

In partial fulfillment of the requirement

in

Ch E 526

Proposal for Implementation of Total Quality Management (TQM) by EMB-CAR in its Normal

Operations

Submitted by:

TORRELIZA, DARLENE C.

BSCHE – V

2150784

MAY 2020
 COOPERATING AGENCY/IES

Department of Environment and Natural Resources (DENR) Environmental Management

Bureau – Cordillera Administrative Region (EMB-CAR)

SITE/S OF IMPLEMENTATION

The project will be conducted in DENR EMB-CAR located at Baguio City, Benguet,

Philippines.

TYPE OF RESEARCH

This is an applied research since it’s already practiced by companies in other countries and was

already studied to make sure that the quality of services is improved. In order to know if this is

effective or not, it needs to be applied and not much amount of resources is needed to do so.
 RATIONALE

Since EMB is under DENR which is a department of the government it means that it is a public

service-based industry so the best method to improve operations would be TQM. Total Quality

Management (TQM) is a formal approach to overall management of the organizations. It is the

on-going process of identifying and minimizing or removing manufacturing defects, streamlining

supply chain operations, improving customer service, and ensuring that workers are trained to

pace. This method includes: Getting a consistent, persistent and clear goal behind quality

improvement; Reduces dependence on inspections; Get rid of the company's distrust and

Hierarchy; Ensuring that everybody in the business has undergone training and works towards

improving quality; and Ensuring the education is a continuous process. Such methods can also be

extended to all departments within a single organisation. This helps ensure that all workers work

towards the company's objectives, enhancing operation in each region. The divisions involved

may include management, marketing, manufacturing, and training for employees. TQM will help

organisations enhance service to their own populations and to their own employees (Stringham,

2004).

This is a good way to involve the whole association for the overall improvement of quality of

their service and to ensure that their process standards and internal guidelines be able to reduce

errors. As mentioned, EMB is more on public service and since TQM may improve customer

service, this is a benefit for the people and there will be fewer errors to be encountered by the

society. Improving public service may improve citizens’ life. Especially here in the Philippines

wherein, government-related services are low in quality and disappointing.

 REVIEW OF LITERATURE

TQM has had a significant effect on company management practices, and high-profile businesses

have adopted it. More recently, TQM has started spreading to several government departments.

TQM may also play a valuable role in policy, but only if it is significantly altered to match the

particular characteristics of the public sectors (Swiss, 1992, Vol. 52 No. 4, pp. 356).

TQM was also recommended by President Bush and stated that reaffirming leadership would

require a strong commitment to comprehensive quality control and the continuous improvement

concept and that this can be applied to the public sector (Carr and Littman, 1990, p. 2).

Performance would most likely be improved if the entire TQM strategy is applied within the

Best Value setting. TQM values of consumer concentration, quality improvement and team-

work are at the centre of Best Value. The authors review data on the relationship between TQM

and efficiency to discover if Best Value can achieve the efficiency changes required of local

government (Boyne, et. al, 2010).

In Strategic Management Study, the position of TQM as a strategic tool remains virtually

unexamined. Based on the resource approach and other theoretical perspectives, this paper

explores TQM as a potential source of sustainable competitive advantage, reviews established

empirical evidence and presents results from a recent empirical analysis of the effects of TQM

on efficiency. The results indicate that most of the features commonly associated with TQM —

such as quality assurance, process enhancement, and benchmarking — do not necessarily yield

an advantage, but that some implicit, behavioural, imperfectly imitative features— such as open

culture, employee satisfaction, and executive engagement— can yield advantage. The author

argues that these implicit resources, not TQM tools and techniques, drive TQM performance, and
that, organizations obtaining them will outperform rivals with or without the TQM philosophy

that accompanies them (Powell (1995): Total quality management as competitive advantage: A

review and empirical study).

 OBJECTIVES

The objective to be satisfied by this proposal is to address the quality dimension–goods,

programs, systems, individuals, resources and interactions of the public sector.

METHODOLOGY

The method than can be used to apply TQM is through PDSA (Plan, Do, Study, and Act). In

―Plan‖, the management will establish objectives, a plan that will facilitate achieving goal, and a

measurement system. ―Do‖ includes plan for implementation, and implement the plant on pilot

basis. ―Study‖ includes the comparison of results with the objectives, identify gaps, and analyse

the causes for gaps and exceptional results, if any. And ―Act‖ is where standardizing the

procedure which exceeded or met the goal and if there are gaps, improve the plan.

TQM IMPLEMENTATION

1. PLAN – The organization should plan for a corporate-wide framework for

communications. In the case of public sectors, a framework that involves the whole

organization. The communications process starts with the CEO's vision, mission and

policy statements as finalized. The important document for communications within the

organization is Quality Manual and based on this, the processing of documents will start.

Documents where detailed procedures are involved and work instructions.

After documents are processed, planning for the quality council (QC) of the organization

will proceed. QC is the one responsible for the TQM project and this depends on the size

of the organization. There can be the Steering Quality Council and/or Division Quality

Control.
a. Steering Quality Council – consists of CEO and directors and TQM facilitator will act

as secretary.

b. Division Quality Control – headed by General Managers mad TQM facilitator will

also be a member.

The TQM facilitator is a full time employee working for the implementation of TQM in

the organization.

For EMB, it would be best to have the Division Quality Control since they don’t have a

CEO.

Once the Quality Council is established, the strategic quality planning will now take

place. Strategic quality planning is the formulation of strategies to achieve TQM in the

organization. Some strategies may include training for top management, forming

improvement teams for specific problems, and the consultants can train the quality

council members.

Identifying the process for improvement will then be planned by the QC.
 VISION STATEMENT

MISSION STATEMENT

QUALITY POLICY

QUALITY MANUAL

QUALITY PLAN

GENERAL PROCEDURES WORK INSTRUCTIONS ES

DETAILED PROCEDURES

NOTES TRAINING PROGRAMS STORY TELLER NEWSLETTERS CIRCULARS

Figure 1. CORPORATE-WIDE COMMUNICATIONS FRAMEWORK

2. Do – after successful planning, the Do phase starts. The first take would be meeting of

the QC.

3. Study – The results obtained through the implementation of TQM should be reviewed at

each QC meeting.

4. Act – TQM Implementation Plans should be certified.

CONTINUOUS IMPROVEMENT

Once TQM is implemented, PDSA is still applied for further improvement.

1. Plan – The improvement team must draw up a plan which addresses the following points,

in particular:
 a. What is the current situation/level of performance?

b. What are they expected results/level of performance?

c. How do they propose to go ahead to find out the best solution?

2. Do – the QC will give the seal of approval to what was planned and the plan has to be

implemented in this phase on a pilot basis.

3. Study – The improvement team members have to assess the effectiveness of the

suggested solutions.

4. Act – Where the QC is confident that the procedure has been strengthened and desired

outcomes obtained. Then process of the Act ends. In this phase, procedures are modified

and issued.
 TARGET ACCOMPLISHMENTS

Quality of public service is the main target accomplishments of TQM system. In the office, there

are a lot of paper works involved from different departments within the organization. These

departments are all coordinated with one another especially when it comes to their paper works.

Teamwork will be improved in this system since there will be more trainings involving all of the

employees. There will be a total participation coming from the employees. While there are

trainings being conducted, the quality of paper works will also be improved. Paper works will be

more efficient and there will be fewer errors to be faced. Improvement of internal practices and

guidelines is expected and this will result in the quality of service to be better. Better planning

will also be practiced since implementation of TQM takes a lot of planning processes.
 TARGET BENEFICIARIES

The employees in the organization will be positively affected by the project since there will be

continuous learning through seminars for example which may help them in the future. The

management will be improved and will be more organized. And of course, the citizens who

depend on the public service offered by the public sector.

LIMITATIONS OF THE PROJECT

The implementation of TQM systems take a long time. Employees come and go, each needing

this training in order to keep up to date with the other priorities and leaders of the organization.

Training takes time, and requires substantial dollar and resource investment. As such,

introduction of TQM must be seen as a long-term commitment that does not change the process

instantly across all individuals and departments.

Although some higher officers may well have a good understanding of the philosophy and

application of TQM, not every employee does. Within organizations, global changes in training

and processes create fear, uncertainty and doubt. TQM implementations are initially top-down

but rely on bottom-up changes to the performance and productivity of each employee.

To address these limitations on implementing TQM, employees must take in the change little by

little and make this as an advantage for them since there will be continuous learning for them.

When it comes to the duration of implementation, it would be helpful to make a certain number

of members work on this while the organization continues on doing its initial job. So that, their

job will not be interrupted and the assigned members will be focused on implementing TQM.
Trainings for employees need resources and money; this may be provided by the government

since they are under the local government. This is also a way of actually taking care of their

employees and giving importance to their welfare. So in return, the employees will be giving

better public service and will reduce errors.

 LITERATURE CITED

Boyne, et. al (2002). Core Articles: Best Value—Total Quality Management for Local

Government?

Fabregas, K. (2014). Total Quality Management Implementation.

George A. Boyne, Julian S. Gould–Williams, Jennifer Law & Richard M. Walker (2002) Core

Articles: Best Value—Total Quality Management for Local Government?, Public Money &

Management, 22:3, 9-16, DOI: 10.1111/1467-9302.00313

Lipscomb, David. (2020, May 5). Limitations of the Total Quality Management

Theory. careertrend.com. Retrieved from https://careertrend.com/limitations-total-quality-

management-theory-29549.html

Powell (1995): Total quality management as competitive advantage: A review and empirical

study.

Swiss, J. (1992). Adapting Total Quality Management (TQM) to Government.

 PERSONNEL REQUIREMENT

Manager – Must be a college graduate.

They are responsible for finding and hiring the right individuals who can serve as line managers

and take over the entire project. The workers he/she chooses should be trustworthy and attentive,

and should be adequately capable of handling a critical project like complete quality control. It is

the duty of the manager to allocate resources for overall quality control, allocate time for

different training initiatives and appreciate employees who come up with various ideas and

methods for development that will help the company produce superior quality goods. Train the

subordinates further to ensure TQM is applied smoothly, without any obstacles.

TQM facilitator – Must be a college graduate.

He/She is a full time employee working for the implementation of TQM in the organization.

Human Resources – Must be a college graduate.

They are responsible for the TQM training programs of the employees and to make sure that

they cope up with the changes that are occurring.

Project Leader – Must be a college graduate.

He/she is responsible for commencing the pre-steps of the implementation and also on planning

phase.

Employees – all of the employees cooperation is also needed since they are the foundation of the

TQM system.