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When planning and implementing a total quality management system there is no one solution to every situation.
Each organization is unique in terms of the culture, management practices, and the processes used to create and deliver its products and services. The TQM strategy will then vary from organization to organization; however, a set of primary elements should be present in some format.
Generic Model for Implementing TQM
1. Top management learns about and decides to commit to TQM. TQM is identified as one of the organization’s strategies.
2. The organization assesses current culture, customer satisfaction, and quality management systems.
3. Top management identifies core values and principles to be used, and communicates them.
4. A TQM master plan is developed on the basis of steps 1, 2, and 3.
5. The organization identifies and prioritizes customer demands and aligns products and services to meet those demands.
6. Management maps the critical processes through which the organization meets its customers’ needs.
7. Management oversees the formation of teams for process improvement efforts.
8. The momentum of the TQM effort is managed by the steering committee.
9. Managers contribute individually to the effort through hoshin planning, training, coaching, or other methods.
10. Daily process management and standardization take place.
11. Progress is evaluated and the plan is revised as needed.
12. Constant employee awareness and feedback on status are provided and a reward/recognition process is established.
Five Strategies to Develop the TQM Process
Strategy 1: The TQM element approach
The TQM element approach takes key business processes and/or organizational units and uses the tools of TQM to foster improvements. This method was widely used in the early 1980s as companies tried to implement parts of TQM as they learned them.
Examples of this approach include quality circles, statistical process control, Taguchi methods, and quality function
Each organization is unique in terms of the culture, management practices, and the processes used to create and deliver its products and services. The TQM strategy will then vary from organization to organization; however, a set of primary elements should be present in some format.
Generic Model for Implementing TQM
1. Top management learns about and decides to commit to TQM. TQM is identified as one of the organization’s strategies.
2. The organization assesses current culture, customer satisfaction, and quality management systems.
3. Top management identifies core values and principles to be used, and communicates them.
4. A TQM master plan is developed on the basis of steps 1, 2, and 3.
5. The organization identifies and prioritizes customer demands and aligns products and services to meet those demands.
6. Management maps the critical processes through which the organization meets its customers’ needs.
7. Management oversees the formation of teams for process improvement efforts.
8. The momentum of the TQM effort is managed by the steering committee.
9. Managers contribute individually to the effort through hoshin planning, training, coaching, or other methods.
10. Daily process management and standardization take place.
11. Progress is evaluated and the plan is revised as needed.
12. Constant employee awareness and feedback on status are provided and a reward/recognition process is established.
Five Strategies to Develop the TQM Process
Strategy 1: The TQM element approach
The TQM element approach takes key business processes and/or organizational units and uses the tools of TQM to foster improvements. This method was widely used in the early 1980s as companies tried to implement parts of TQM as they learned them.
Examples of this approach include quality circles, statistical process control, Taguchi methods, and quality function