Module for Production Operation and TQM Part 6

Phases in TQM Implementation

OBJECTIVES:

After reading this lesson, the student should be able to:

 Recognize the different phases in TQM implementation.
 Identify some of the methods in generating ideas for the planning phase.
 Name the barriers in TQM implementation.

Jablonski offers a five-phase instruction for implementing total quality management namely
preparation planning assessment, implementation, and diversification. Each phase is intended to be
implemented as component of a long-term goal of continually increasing quality and productivity.
Jablonski's approach is one of many that have been applied to reach TQM, but contains the key
elements commonly connected with other accepted total quality systems.

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. While doing this the
organization needs to keep customer's wants in mind. Once the quality objective is decided it is
important to think about the market feasibility of the product Once everything is planned the
organization needs to assess its capability to deliver the target quality. If there is gap in capability then
the organization needs to fill that gap by upgrading to the required technology and skill sets.

A ranking chart should be developed to finalize the most important aspect of quality planning
and more focus should be given to that aspect Communicating the target and plan to frontline people is
important because they are the people who will implement everything in the real life situation They
should be properly convinced before starting the new course. Plan to monitor the progress of quality
program is important. This can be done by devising ways and means to monitor progress and finding
and correcting deviations.
The following are some of the methods in generating ideas for the planning phase, which are:

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.
This technique can help in determining how the best companies achieve high performance and quality
levels. The following are types of benchmarking:

a. Internal benchmarking is a comparison between operations or parts of operations which are

within the same total organization. For example, a large motor vehicle manufacturer with
several factories might choose to benchmark each factory against the others.

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. For example, an operation might compare its own performance in terms of
some or all of our performance objectives such as quality, speed, dependability, flexibility and
cost against other organizations performance in the same dimensions.

f. Practice benchmarking is a comparison between an organization's operations practices or way

of doing things, and those adopted by another operation For example, a large retail store might
compare its systems and procedures for controlling stock levels with those used by another
department store.

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.

ASSESSMENT

This process requires a thorough self-assessment both from management and customers or
clients. The assessment will be on the qualities and characteristics of members of the company as well
as the company itself.

There are three methods that can be used in making an assessment which are discussion group
methods, survey methods and award type. Each assessment method has advantages as well as
disadvantages. Discussion group method can yield some useful insights and facilitate effective
improvement activities. However, the scoring process is open to greater subjectivity and care should be
exercised when analyzing scores.

Survey method is excellent for measuring employee perceptions of TQM in an organization.

However, perceptions may or may not coincide with reality Improvement activities should be based on
facts, not opinions. Perception studies require further verification through research.

Award type self-assessment is the most effective form. The organization gathers information,
generates a list of strengths and improvement opportunities and scores it. This process can be facilitated
by external experts who will generally speed up the process and help eliminate scoring bias.

IMPLEMENTATION

At this point the organization can already begin to determine its return on its investment in
TQM. It is during this phase that support personnel are chosen and trained and managers and the
workforce are trained. Training entails raising workers' awareness of exactly what TQM involves and
how it can help them and the company. It also explains each worker's role in the program and explains
what is expected of all the workers.

The Barriers to TQM Implementation

1. Lackof management commitment-Inorder for any organizational effort to succeed, there must be a
substantial management commitment of management time and organizational resources. The purpose
must be clearly and continuously communicated to all personnel Management must consistently apply
the principles of TOM.

2. Inahility to change organizational culture - Changing organization's culture is difficult and will
require as much as five years. Management must understand and utilize the basic concepts of
change They are a a. People change when they want to and to meet their own needs.

b. Never expect anyone to engage in behavior that serves the organization's values unless
adequate reason has been given.

c. For change to be accepted, people must be moved from a state of fear to trust.

d. Improper planning. All constituents of the organization must be involved in the development
of the implementation plan and any modifications that occur as the plan evolves.

3. Lack of continuous training and education - Training and education is an ongoing process for everyone
in the organization Needs must be determined and a plan developed to achieve those needs. Training
and education are most effective when senior management conducts the training on the principles of
TQM.
4. Incompatible organizational structure and isolated individuals and departments : Differences between
departments and individuals can create implementation problems. The use of multifunctional teams will
help to break down long. standing barriers.

5. Ineffective measurement techniques and lack of access to data and results - Key characteristics of the
organization should be measured so that effective decisions can be made.

6. Paying inadequate attention to internal and external customer – Organizations need to understand
the changing needs and expectations of their customers. Effective feedback mechanisms that provide
data for decision making are necessary for this understanding.

7. Inadequate use of empowerment and teamwork - Teams need to have the proper training and, at
least in the beginning a facilitator, whenever possible, the team's recommendation should be followed.
Individuals should be empowered to make decisions that affect the efficiency of their process or the
customer satisfaction.

8. Failure to continually improve - It is tempting to sit back and rest on laurels. However, a lack of
continuous improvement of the processes, product, and/or service will even leave the leader of the pack
in the dust.

If the top management takes quality as a form of window dressing the organization is not going
to attain the desired goal Companies which mamon quality only during the time of inspection by ISO
personnel can't achieve qualt goals. It is difficult but important to change the culture of the organization
Paradigm change is needed to for people to strive for the new quality goa The way Jack Welch managed
change in GE is a very good example of people involvement in change management. As quality is a
continuous and never ending process, so is the training. Even the whole lifetime is not enough for
complete learning So training should go on forever. This is important because customers preferences
keep on changing.

Sony can be a good example of an organization keeping pace with customer's preference change
Sony tape recorder made the gramophone an obsolete product. Later on Walkman changed the way for
portable music. At present even Walkman is an obsolete product and Sony sells MP3 players by the
same brand name People should not live in silos. They should come out to facilitate better interactions
to share knowledge. People should be empowered to sort out issues This will reduce the throughput
time. Obviously accountability is important along with empowerment If a frontline personnel is
empowered to sort out customer's problems then it will save precious time of the top management.

DIVERSIFICATION

In this stage managers utilize their TQM experiences and successes to bring groups outside the
organization (suppliers, distributors, and other companies that have an impact on the business's overall
health) into the quality process. Diversification activities include training rewarding supporting and
partnering with groups that are embraced by the organization's TOM initiatives. These are all things that
will help in being successful with total quality management.