TQM stands for "Total Quality Management"and infers that a Total Quality Strategy will improve business by proactively improving customer service and job quality. However, it is not true to say that allbusinesses manage to implement such a strategy fully - many only achieve whatis referred to as PQM (Partial Quality Management). In fact, the CanadianConference Board's completed a number of global studies which highlighted thefact that 70 percent of companies in North America do not manage to reach thisultimate goal, although it is true to say that many companies are yet toconsider this method of running their business.

Lou Holtz, a football coach for Notre Dame has observed thatpeople often say and promise more than they will actually accomplish. Catchyslogans, impassioned speeches, and clever advertising will not compensate for alack of true quality and service.

Putting your company's talk into practice by moving up fromPQM to TQM is tough, but these guidelines will help you do it.


Cohesion and communication in businessare important. Businesses are often divided into different levels-seniormanagement, middle-level managers, and the workers. Communication often comesfrom the top down through the different levels. Recently, senior management atFinning, Ltd in Vancouver decided to shake things up. The CEO, Jim Shepard andhis team decided to take employee training programs first and then they took itupon themselves to train the rest of the staff. This makes communicationseasier-managers can relay their goals directly and get feedback from the restof the staff. Also, interacting together can help staff feel like they are partof a team.


Focus and Support Groups -- Many of today's most effectivecompanies have at their core specialized teams and groups geared toward improving/increasing productivity within each organizational department or division. It isimportant to keep in mind, however, that most medium to large organizations canonly handle a relatively small number of such teams, so supervisors must notmake the mistake of allowing more groups to be formed than are necessary. Also,they may find that their "old-guard" managers and departmentalleaders may not mesh well with these newer-style improvement groups, feelingthat coaches are better suited for directing sports than business. More oftenthan not, they equate the term "fostering innovation" with "If Iwant to hear your ideas, I will tell you what to say." These"old-guard" leaders and experts who put in place and control inminute detail the cross-function processes within the organization, at best,offer an unenthusiastic ear to advice offered for adjusting operations thatcurrently may be hindering the excellence of work desired.


Improved Reporting and Planning - The quality and service improvement that should be overseen with rigor and discipline, which proper business planning isall about. Supervisors with more subordinates, money and training at improving the business has little expectation. Often it ends with even less or no service orquality. A superior organization can be most effective with teamwork frommanagement, work teams, board members or union members, with a little extraeffort from the vendors or customers that will develop the quality strategy.The same effort given to financial statements should be put into quality andservice ratings and the reporting system.


An indication that PQM rather than TQM is taking place isthe excessive reliance on just a few improvement techniques and tools. There isno silver bullet that cures all ills within an organization. A TQMimplementation will utilize many balanced techniques across a broad spectrum ofthe company. Enhanced customer focus, overall product improvement, an increasedemphasis and perception of value from all levels of the organization must befostered. Monitoring and analyzing data that are critical to performance (knownat Xerox as"management based on fact") allows the company to apply resourcesacross many areas of improvement but with greater precision. All this impliesthat TQM leads to leadership development and a wholesale change in companyculture.

 

Building Both Knowledge and Skills - A ton of videos, slide trays, and five pounds in manuals and books delivered by a presenter who is simply dynamic can teach team members and leaders about the dynamics of a group or process management. However, this approach does not help participants learn how to focus meetings, or resolve conflict. When improving our physical fitness, it is understood that ideas of common sense are one thing, but the method of applying common sense to practice is an entirely different process. Technology that training programs use often is ineffective. It can leave the participants enlightened, excited, and aware. However, it does not leave the participant more competent.


When Total Quality Management is properly executed, there are dramatic results. The transition from PQM requires a lot of consistency, discipline, and the formation of new habits. It is comparable to a move from dieting endlessly to a lifestyle change. It must be a long-term and permanent change within the company.


About the Author:


Daiv Russell is a management and marketing consultant with Envision Consulting in Tampa, Florida. If you like the 5 Tips for Total Quality Management Learn more about TQM at total-quality-management.info



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