TQM and a 90-Day Turnaround: Implementing Total Quality

“While Total Quality Management has proven to be an effective process for improving organizational functioning, its value can only be assured through a comprehensive and well thought out implementation process” (Packard, 1995). Implementing TQM requires large scale change. Change can be difficult in a culture where patterns have been ingrained. However, the survival of the company is dependent upon the change. Change is not just focused on the customer but also on the entire culture of the organization, its belief systems and decision making processes. Changes done according to a plan are usually successful.

How is the traditional way different than TQM? In the traditional approach, the objectives are short-term. They are looking for an immediate payoff. Total quality is focused on long-term objectives, thriving, and being a competitor in the future. In the traditional approach, the importance of the customer has been overlooked. In total quality, satisfying the customer is the number one priority. Without the customers, there would be no business. In the traditional setting, the potential of an employee is underestimated. Managers don’t realize that the employee knows most about the processes they work with daily. In total quality, the employees are involved and empowered. The traditional approach believes that high quality equals high cost. In total quality high quality equals lower cost and more business. The traditional approach sees management as authority instead of as leaders. Supervisors do not have proper training. In total quality, managers are trained to be effective leaders, to motivate, to value, and to respect employees.

It’s important to understand the big picture. Before TQM is implemented, the elements must be und...

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...product that suits that needs of the customer is part of the planning process. To do this, customer needs can be speculated and then an information gathering plan is developed and then the information is gathered. The results should be analyzed and checked for validity. Based on the conclusions, the product changes can be made. Customer feedback can also be used to make product improvements.

Works Cited

Goetsch, D. & Davis, S. (2013). Quality Management for Organizational Excellence, Introduction to Total Quality, Seventh Edition. Published by Pearson Education, Inc.

Packard, T. (1995). TQM and Organizational Change and Development. Total Quality Management in the Social Services: Theory and Practice, Albany, NY: Rockefeller College Press. Retrieved May 24, 2014 from: http://www.citehr.com/24395-tqm- organizational-change-development.html#ixzz32eT0vXJ3