CHAPTER 4

TQM IMPLEMENTATION
Group 2
• TQM TOOLS AND TECHNIQUES
TQM involves application of the right tools in the
organization for the continuous improvement of the quality.
• PDSA TQM IMPLEMENTATION

Act Plan

Study Do

FIGURE 4.1 PDSA CYCLE

Planning Phase of TQM
Vision Statement
Mission Statement
Quality Policy
Quality Manual
Quality Plan
General Procedures Detailed Procedures Work Instructions

News Letters Circulars Notes Training Programs Story Teller

Figure 4.2 Corporate – wide Communication Framework

Plan for Quality Control Council (QC)
The TQM Project should be steered by a Quality Concil depending on the
sze of the organization, there can be one or two-tier in qlity council.
CEO
CEO – Chairman
Steering QC Director
TQM Facilitator – Secretary

Division 1 Division 2

QM – Chairman
Division 1 QC Division 2 QC Manager
TQM Facilitator – Secretary

Figure 4.2 Quality council in a large organization

•APPLY PDSA FOR IMPROVEMENT
•SELECT PROCESS FOR IMPROVEMENT

Act Plan

Do
Study A P
S D

Figure 4.4 PDSA within PDSA

Implementation Tips for Winning Organizations
Tom Peters
• Total Quality Management
• Reengineering
• Leveraging knowledge ( sharing information rather
than hoarding it )
• Curious cannibalistic corporation ( adventurous and
bold )
• Virtual organization
• Empowerment
• Table 4.3 Total Quality Management
Is Not
A cultural change An overnight cure
Responsibility of top QA manager is responsible
management A new program
A systematic way to Fire fighting
improve processes Reactive
Structured approach to Slogan speaks
solving problem A specialized discipline
Productive organization Only one person of
Action speaks department involved
Produced by every one
Team involved
 Table 4.4 TQM Company versus Others
TQM Company Others

Training Investment Expensive

Change Way of life Resisted
Defects Zero Inevitable
Effort Long term Short – term
Performance Customer Cost and schedule as
Communication requirements agreed to
Performance goals Horizontal and Vertical
Management role Vertical Organization
Better than yesterday standards
Coach Enforcer
•GETTING THINGS DONE
1. Recognition
2. Praise and Punish
3. 80 per cent of Success will be due to personal Contact
4. Accumulate Small Gains
5. Build Credibility
6. Persist
BARRIERS TO TQM IMPLEMENTATION
• Non – cooperation of first line managers and
middle management
• Lack of clarity in version
• Losing track of business performance
• Not involving customers and suppliers
• Belief that training leads to employee attrition
• Resistance to change at all levels
• Ineffective TQM facilitator
• Wrong consultant
• Lack of consistency and persistence by the
management
• Hast and there by waste
• Looking for immediate gains
• Not investing adequate resources
• Ad hoc organization
•Quick obsolescence of products
•Loosing confidence in the middle of the journey
due to various reasons
•Working harder than smarter
•Tough competition leading to frequent price
war
•Unable to find champions within the
organization
•Not properly staffed – too many or too less
number of employees