Task identification would include a study of present conditions (assessing current reality, as described above); assessing readiness, such as through a force field analysis; creating a model of the desired state, in this case, implementation of TQM; announcing the change goals to the organization; and assigning responsibilities and resources.
This final step would include securing outside consultation and training and assigning someone within the organization to oversee the effort. In fact, the next step, designing transition management structures, is also a responsibility of top management.
If this condition prevails, a comprehensive program of management and leadership development may be instituted.
A management audit is a good assessment tool to identify current levels of organizational functioning and areas in need of change.
The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes.
The culture requires quality in all aspects of the company’s operations, with processes being done right the first time and defects and waste eradicated from operations.
Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services.
TQM is the foundation for activities, which include: TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor.
It stems from the belief that mistakes can be avoided and defects can be prevented.