CHAPTER 4

Phase Of Total Quality Management

TQM
Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback.

 TQM requirements may be defined separately for a particular organization or may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. TQM can be applied to any type of organization; it originated in the manufacturing sector and has since been adapted for use in almost every type of organization imaginable, including schools, highway maintenance, hotel management, and churches. As a current focus of e-business, TQM is based on quality management from the customer's point of view.

The 4 Cs in TQM
1. Commitment 2. Competence

3. Communication 4. Continuous Improvement

Commitment
Commitment in TQM is the state of being dedicated to the manufacturing of excellence or a state of being free from defects, deficiencies and significant variations. It is brought about by strict and consistent commitment to certain standards that achieve uniformity of a product in order to satisfy specific customer or user requirements. It is also known as a pledge or an undertaking.

 In an organization, the Total Quality Management (TQM) policies shall be developed. These policies shall be binding on all employees of the organization. Due to this, the quality improvement will become an essential part of everyones work. Furthermore, this will ensure a Quality Improvement commitment from all the employees for the work deployed to them.

 The degree of visibility and support that management takes in implementing a total quality environment is critical to the success of TQM implementation. The main support came from the visibility of this commitment. The customers believed that if it is clearly visible that management was committed to implementing TQM, customers would naturally patronize the companys product.

Competence
Combination of knowledge, skills and behavior used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role.

A cluster of related abilities, commitments, knowledge, and skills that enable an organization to act effectively in a situation. Competence in TQM indicates sufficiency of knowledge and skills that enables the product with quality to act in a wide variety of situations.

Communication
It binds everything together. Starting from foundation to roof of the TQM house, everything is bound by strong mortar of communication. It acts as a vital link between all elements of TQM. Communication means a common understanding of ideas between the sender and the receiver. The success of TQM demands communication with and among all the organization members, suppliers and customers.

 Supervisors must keep open airways where employees can send and receive information about the TQM process. Communication coupled with the sharing of correct information is vital. For communication to be credible the message must be clear and receiver must interpret in the way the sender intended.

Continuous Improvement
Total Quality Management (TQM) is a continuous process and not a program. This requires constant improvement in all the related policies, procedures and controls laid down by the management. There should be a continuous search of the proficiency to do the task better. This will always result in scope for improvement, although such improvement may be small.

Elements of TQM
1. 2. 3. 4. 5. 6. 7. 8. A Focus on the Customer A Long Term Commitment Top Management Support and Direction Employee Involvement Effective and Renewed Communications Reliance on Standards and Measures Commitment to Training Importance of Rewards and Recognition

A Focus on the Customer

Every functional unit has a customer, whether it be an external consumer or an internal unit. TQM advocates that managers and employees become so customer focused that they continually find new ways to meet or exceed customers` expectations. We must accept the concept that quality gets customer order and meets the customer`s needs and expectations. This is the strategic goal of TQM.

A Long Term Commitment

Experience in the U.S. and abroad shows that substantial gains come only after management makes a long term commitment, usually five years or more, in improving quality. Customer focus must be constantly renewed to keep that goal foremost.

Top Management Support and Direction

Top management must be the driving force behind TQM. Senior managers must exhibit personal support by using quality improvement concepts in their management style, incorporating quality in their strategic planning process, and providing financial and staff support.

Employee Involvement
Full employee participation is also an integral part of the process. Each employee must be a partner in achieving quality goals. Teamwork involves managers, supervisors, and employees in improving service delivery, solving systemic problems, and correcting errors in all parts of work processes.

Effective and Renewed Communications

The power of internal communication, both vertical and horizontal, is central to employee involvement. Regular and meaningful communication from all levels must occur. This will allow an agency to adjust its ways of operating and reinforce the commitment of TQM at the same time.

Reliance on Standards and Measures

Measurement is the springboard to involvement, allowing the organization to initiate corrective action, set priorities and evaluate progress. Standards and measures should reflect customer requirements and changes that need to be introduced in the internal business of providing those requirements. The emphasis is on "doing the right thing right the first time."

Commitment to Training
Training is absolutely vital to the success of TQM. The process usually begins with awareness training for teams of top level managers. This is followed by courses for teams of mid-level managers, and finally by courses for non-managers. Awareness training is followed by an identification of areas of concentration, or of functional areas where TQM will first be introduced. Implementing TQM requires additional skills training, which is also conducted in teams.

Importance of Rewards and Recognition

Most companies practicing TQM have given wide latitude to managers in issuing rewards and recognition. Here, a common theme is that individual financial rewards are not as appropriate as awards to groups or team members, since most successes are group achievements.

TQM Culture
TQM cultures ensure that things are done right first time. The traditional approach where in all blue collar employees were normally workers, and senior white collar employees where managers cant hold good for TQM culture. For success of TQM it is essential that the concept and role of workers and managers as considered earlier be done with and both are considered as team members and the facilitators to achieve desired goal.

 TQM involves everyone including workers, clerical and administrative staff, managers, management etc. Everyone is equal and works as a part of a team. In TQM culture emphasis is laid on recognisation of employee rights and needs. Work is redesigned to benefit people. Stress is on participative decision making and problem solving and integrated approach to change. In TQM culture all work purposefully, with pride, towards a common goaltotal quality.

 Family oriented relationship exists where everyone contributes his best. Workers are empowered and take decision to do right. The entire culture is integrated and cooperative.

The Values of TQM Culture

transparent thinking openness Trust cooperation and integrated approach discipline Respect voluntary working with commitment family like working and team approach customer requirement utmost participation with commitment and pride.