An outline for a Total Quality Management programme to present to senior executives

Hi folks
I have as assignment for college as follows;

Discuss and develop an outline for a Total Quality Management programme for presentation to senior executives.

Whilst I have an understanding of the information and tools I must include, have any formum members any ideas that would set my assignment from the others. Comments were made that my (our) last assignments were a little 'sterile'. Basically he wants to see imagination and not the usual cultural quality assurance type answers.

Thanks in advance for any help.

Best regards

Martin

[Kevin Mader]

I can't respond right now, but I have a few thoughts to run by you later.

Regards,

Kevin

Martin,

When is it due?

Hi the assignment deadline has been extended to mid April. Any suggestions are very welcome.

Regards

Martin

[Kevin Mader]

Hello Martin,

I often see the question asked, is TQM a philosophy or a set of tools. Doing a search here at the Cove should reveal this repeat question and some good information.

I think that you might want consider writing your paper on making the distinction between the two. TQM suffered horribly in the early 90s because many thought that by plugging in the TQM tools to their organizations, they would reap great rewards. By not making this distinction, organizations were doomed to get a bad taste in their mouth. Connecting yourself to a heart machine (the tool) will not improve your heart. A philosophy based on principles of exercise and nutritional diets might (if so developed by Masters).

Senior Management for the most part is looking for the big bang in the shortest amount of time. TQM is a lifelong organizational change. The return is in the long term, not the short term. It must be founded on principles. How is it that we convince our senior executives to create a vision with the future (long term) in it? Can they change their paradigm of success?

Regards,

Kevin

[Alan Greatbatch]

Martin,

I hope I can help I would start by breaking it down into the 4 main priciples.

1. CUSTOMER FOCUS
Understanding customer ans market needs and requirements.
2. CONTINUOUS IMPROVEMENT
Using the 7 tools to define problems.
Process charts, Pareto analysis, Ishikawa (cause&effect)diagram, Histograms, Run diagrams, SPC and Check sheets. Then use Demings PDCA cycle and 7step process to resolve the problem to create an improvement.
3. TOTAL PARTICIPATION
Cross functional teams, Teamwork, Team processes and Team decisions.
4. SOCIETAL NETWORKING
Sharing ideas with other depts, sites, companies, customers, suppliers. Helping and learning from each other on the best ways to improve the interactive processes.

But remember TQM is a social and cultural change for a company that can take 5-10 years to implement depending on the starting point, the cultural history and the size of the company.

Good Luck

------------------
Alan Greatbatch

[Kevin Mader]

Alan,

Great response!!

Regards,

Kevin

Sure beats what I was going to post!