TQM FAQ's

Here are some brief comments on TQM FAQ's I get.

Most of my materials are in "consultant" notes. That is why I am developing the web material you have spotted. For your immediate need, however, perhaps these personal observations can be helpful.

Do you have further information on how we decide our approach to TQM?

My experience has shown basically three approaches to establishing TQM systems in organizations. One and two are recommended. The third is not. You will gather different types of information and utilize different levels of third party assistance for both approaches one and two. I will be brief.

Approach One:

This is your first option of what I call the INTEGRATIVE APPROACH. TQM can be approached as a "concept of management" that fine-tunes and revitalizes management in producing bottom-line products or services resulting in customer satisfaction (and the almighty profits or market acceptance needed to remain competitive or a service provider). In this case management and individuals of the organization are usually operating fairly effectively and TQM becomes the "accepted advantage" in beating competition for customer dollars, loyalties, approval, etc. I have found that most organizations have 70+ percent of all they need for a TQM and often don't need an externally designed program. Successful TQM implementation can be done internally without much external help. Here you are changing behaviors and the culture is very supportive.

Approach Two:

This is your second option of what I call the INTEGRATIVE APPROACH. TQM can also be approached as a "system of management" that provides processes and competencies currently lacking and needed by management. Bringing in a well developed system is important where quality skills are missing or new approaches (sometimes attitudes) are necessary. The TQM's role in this instance is much greater, as it must "bring-up-to-speed" the individuals and systems in the organization in areas essential to healthy TQM. These are often basic areas like conflict resolution, decision making, and meeting management, as well as in traditional areas of measurement and continuous learning. In these cases, companies benefit from well designed "TQM Initiatives" that have all the external power for "changing culture to a supportive role" while getting the necessary immediate behavioral changes needed for quality performance and expense justification.

Part of my perspective on this in my curriculum of "CORE SUPERVISOR SKILLS" on the net: http://www.skyenet.net/~leg/suptrn.htm These were developed as part of a highly adaptable system I call Q.-S.T.E.P. , which simplifies quality into five basic competencies. (Q.uality Performance - S.kill Maximization; T.eam Participation; E.xcellence for Customers; P.revention of Waste). They work with existing culture and take advantage of current "good practices."

In both approaches one and two, TQM's can usually be accepted by the company culture and eventual implementation will be successful. I believe statistics show that about 20% of all TQM's find some satisfactory way to enter company cultures and succeed. My experience tells me it is through one or a combination of these first two approaches that they find success. They find a way to blend both bottom-line organizational realities with individual human realities into a unique set of quality beliefs and actions (realities). Needed behavior is changed, but is also supported with a healthy change in culture.

Approach Three:

I often call this the TRADITIONAL MANAGEMENT APPROACH. This is the most common approach, and is also the cause of most failures. "Overlay or Forced Injection" of TQM system(s) and processes onto (or into) existing cultures without negotiating with or gaining commitment to their impact on individual's lives. This approach often sees TQM as a technical process. It usually aims mainly at changing behavior (which can be commended in itself). It does not, however, change culture that drives or supports that behavior change. Thus the changes are tolerated, but quickly abandoned when money runs out or a new idea comes along.

The principle reason for this limited behavioral focus is quite simple to understand - TIME (which translates to money). TQM's are usually implemented with third party assistance (expensive but needed for change agentry). Behavioral change alone can be affected within weeks and months (with reasonable dollars expended). Sustainable culture change takes a minimum of three years after benchmarking and often seven years before total impact is seen (big dollars and a test of commitment by ownership). The real answer is in affecting both (using internal and external change agents, projecting immediate benefits and long term commitment, etc.)

What are the basic principles in a TQM?

A successful TQM must balance realites of organization (OD) and human resources development (HRD) in achieving quality objectives. Organizational principles are found in the technical aspects of TQM's (charting, requirements, measurements, procedures, etc.) Human principles are less articulated and found in the communicaton side of TQM (processes, meetings, decision making, teams, etc.) The TQM must understand and balance the skills needed to blend them together. Beware of TQM's that do not address principles of both OD and HRD.

What are the basic objectives of a TQM?

The same as any good management system: Customer Satisfaction. (External Customer loyalty and purchases. Internal Customer commitment and outputs.)

What role does TQM play for sales managers?

This is often a missing link, as sales management can sometimes be seen as "less important" than operations or financial managment. The same is true in government or not-for-profit organizations with public relations aspects of managerial roles. My experience has shown that sales managment is key in several areas: 1) Listening to the customer. 2) Translating customer demands/wants to engineering or designers. 3) Telling the truth (bad news can be blocked if sales is shy or in fear of pleasing their superiors). 4) Controling expectations of customers (ie. not promising undeliverable features or dates). Good TQM systems can give sales managers (or PR managers) increased input and opportunities to share with other managers "market/customer realities." TQM can place the focus upon "sharpening" an understanding of customer requriements. Methods that include "listening" as well as "presenting" can result.

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