Chapter 9

Implementing TQM
Rationale for Change
 Change is always difficult and changing a culture
that has been ingrained for many years is a
monumental undertaking.
 The main reason is that change brings unsure
outcomes and people are afraid of the unsure
outcomes.
 But, this situation is different in the case of
survival. People are willing to accept the change
in order to survive.
 In every enterprise, no matter what the type of
enterprise it may be, change is essential in order
to be competitive in the marketplace as total-
quality pervades industry, education, health care,
government, merchandising and services.
Role of Top Management -
Leadership
 Every organization must have a leader.
 Leaders are described as people that command or
guide a group or activity - not a very illuminating
description.
 Any person in charge of any group is a leader.
That person may or may not be an effective
leader.
 Too many times he or she is not. This is where
top management plays the important role.
 Top management needs to be the person who can
be the leader to ensure the success of the
implementation process of total-quality
throughout the entire organization.
Role of Middle Management
 Middle managers deal with the facilities,
equipment and processes put in place by higher
management.
 They will often function as project team leaders,
seeking to define and characterize processes and
finding ways to improve them, or to take on a
wide variety of special total-quality projects.
 With their teams, they will find new ways to do
things and new things to do.
 They will find themselves on the firing line, for it
is at this level that products are produced and
information is collected and analyzed.
Implementation Principles & Phases
 A preliminary step in TQM implementation is to
assess the organization's current reality.
 Relevant preconditions have to do with the
organization's history, its current needs,
precipitating events leading to TQM, and the
existing employee quality of working life.
 If the current reality does not include important
preconditions, TQM implementation should be
delayed until the organization is in a state in
which TQM is likely to succeed.
 If an organization has a track record of
effective responsiveness to the
environment, and if it has been able to
successfully change the way it operates
when needed, TQM will be easier to
implement.
 If an organization has been historically
reactive and has no skill at improving its
operating systems, there will be both
employee skepticism and a lack of skilled
change agents.
 If this condition prevails, a comprehensive
program of management and leadership
development may be instituted.
 A management audit is a good assessment tool to
identify current levels of organizational
functioning and areas in need of change.
 An organization should be basically healthy before
beginning TQM.
 If it has significant problems such as a very
unstable funding base, weak administrative
systems, lack of managerial skill, or poor
employee morale, TQM would not be appropriate.
 However, a certain level of stress is probably
desirable to initiate TQM.
 People need to feel a need for a change.
 Kanter (1983) addresses this phenomenon be
describing building blocks which are present in
effective organizational change.
 These forces include departures from tradition, a
crisis or galvanizing event, strategic decisions,
individual "prime movers," and action vehicles.
 Departures from tradition are activities, usually at
lower levels of the organization, which occur
when entrepreneurs move outside the normal
ways of operating to solve a problem.
 A crisis, if it is not too disabling, can also help create a
sense of urgency which can mobilize people to act.
 In the case of TQM, this may be a funding cut or
threat, or demands from consumers or other
stakeholders for improved quality of service.
 After a crisis, a leader may intervene strategically by
articulating a new vision of the future to help the
organization deal with it.
 A plan to implement TQM may be such a strategic
decision.
 Such a leader may then become a prime mover, who
takes charge in championing the new idea and showing
others how it will help them get where they want to go.
 Finally, action vehicles are needed and mechanisms or
structures to enable the change to occur and become
institutionalized
Steps in Managing the Transition
 Beckhard and Pritchard (1992) have
outlined the basic steps in
managing a transition to a new
system such as TQM: identifying
tasks to be done, creating
necessary management structures,
developing strategies for building
commitment, designing
mechanisms to communicate the
change, and assigning resources.
 Jablonski offers a five-phase guideline for
implementing total quality management:
preparation, planning, assessment,
implementation, and diversification.
 Each phase is designed to be executed as
part of a long-term goal of continually
increasing quality and productivity.
 Jablonski's approach is one of many that
has been applied to achieve TQM, but
contains the key elements commonly
associated with other popular total quality
systems.
 Preparation—During preparation,
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.
 Assessment—This stage
emphasizes a thorough self-
assessment—with input from
customers/clients—of the qualities
and characteristics of individuals in
the company, as well as the
company as a whole.
 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 work
force 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.
 Diversification—In this stage, managers
utilize their TQM experiences and
successes to bring groups outside the
organization (suppliers, distributors, and
other companies have impact 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 TQM initiatives.