2.2 IMPLEMENTATION OF THE TQM
The TQM Process begins with management and, most important, the CEO’s commitment.
Leadership effectiveness is essential during every stage of the implementation process and particularly at the start. In fact, indifference and lack of involvement by management are frequently regarded as the main reasons for the failure of quality improvement programs and activities.
If management has not been properly educated in the TQM concepts, that should be done right away. In addition to formal education, managers should visit successful TQM business organizations, read selected articles and books, attend seminars and conferences, and join professional organizations for quality assurance.
Timing of the implementation process is very important. Is the business organization ready to embrace and adopt the total quality journey? There may be some foreseeable problems, such as a reorganization, change in management personnel, interpersonal conflicts, a current crisis, or a time consuming activity. These problems may postpone implementation to a more conducive time.
Next stage is the organization of the quality council. Initiation of these duties is an important part of the implemetation of TQM. The formulation of core values, a vision statement, a mission statement, and a quality policy statement, with input from all employees, should be first undertaken.
The active involvement of managers and supervisors is very important to the success of the TQM activity. They are responsible and accountable for attaining many of the business organization’s goals and objectives, and they from enduring links in the communication channels from management to the front- line workers. Without management’s early and active support, the TQM programs and activities could fail. Management needs to ensure that managers at all levels have an opportunity, as soon as