TQM
ORGANIZATION
The Importance of Organizational Structure in TQM
- Most TQM failures involve an overemphasis on organizational
changes and a neglect of individual realities.
- Total Quality Management, by definition, must involve the
TOTAL organization.
- In the initial days of TQM activities the primary focus was
upon the organizational realities. These were good, necessary,
and actually laid a solid foundation for future "balanced"
TQM activity.
- Initial programs were not total, for they did not accurately
account for individual and team-process realities essential in
successful TQM initiatives.
Elements of ORGANIZATION in a balanced TQM
All organizational TQM elements fall into one or more of three
catagories:
- O1 - Organizational Structure (Purpose, Planning, Profits,
People, Physical Plant, etc.)
- O2 - Product or Service Structure (Production, Processes)
- O3 - Marketing Structure (Presence, Presentation)
Examples:
- SPC would fall into organization catagory O2 since it deals
with the measure and control of quality in the product or service
process.
- Selection of individuals with the capacity to manage and produce
falls into organization catagory O1 since it deals with the staffing
of quality people.
- The distribution system falls into organization catagory O3
since it involves the quality relationships with the customers
in the marketplace.
- Understanding how money is made is a function of all three
catagories (O1, O2, O3) since it requires a balance of organization,
product and marketing structures.
An Simplified OD Model
utilizing these elements of organizational structure.
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