Building a TQM Program

How to Methodically Approach TQM.

Many organizations try to view TQM as a mostly process-related problem. The way to approach this is usually by looking at an organization that is enjoying the rewards of a well implement TQM program. As wise people who realize that actions, not outcomes are manageable by looking closer to learn about the strategies employed by the company which resulted in such impressive outcomes. Then, we decide to implement similar policies and procedures in our own business, certain of the positive results expected to be achieved. In this situation we consider this quality program as a thing to accomplish-creating new set of guidelines for us as well as our employees.

The issue is that things just don’t operate in this manner. Unfortunately this “doing” method of TQM ignores a fundamental but fundamental aspect of the human condition. While we can examine the actions that brought about the outcomes we admire but we do not appreciate the organization’s dedication to “being” an exceptional service provider, as well as the place the company was “coming to,” which give rise to their actions at all.

This model is operating all the time. Consider your interactions with any service provider, the waiter at your favorite restaurant, or the cashier at the bank or the clerk at the dry cleaning shop. While they may have said everything right Did you feel that they truly cared about you, when they truly cared about themselves? Do you realize the amount of care they truly had even if they made a mistake and made a mistake? Ralph Waldo Emerson once said, “I can’t hear what you’re saying, because the person you are talking to speaks too loudly.”

Many organizations have been built on an adversarial, authoritarian and results-at-any-cost management style and have earned a reputation for their lack of response to customer requests and questions. A fresh coat of slogans from management or something other than “do” will not even begin to alter this. Beyond just something you can accomplish, your law company must accept the principles of TQM, a fresh method of working as well as a fresh method of thinking, and perhaps the way you live your life. It is essential to walk the talk and make the effort to talk about it before any TQM-related system is effective. How should your business go about implementing your TQM program?

Service Commitment

Your company must first establish a genuine commitment to serve. While it doesn’t tackle the issue in detail the book by Dale Carnegie How to Win Friends and influence People includes one of the most comprehensive discussion of service available. Carnegie states that the average self-interested, self-centered person has learned what it takes to become “interesting.” They are the people who attend any social gathering who try to impress others by showing off their status, intelligence or appearance. Their motives are selfish , and all they focus on is them. However, everybody else recognizes this , too. Your company’s customers will be aware of any self-absorption or self-deprecation by you when it’s demonstrated by your organization. And this should be a matter of “where you’re from.”

As with all people the clients of your business want to know that you are interested in them, their demands, and their issues. As Carnegie declares it is crucial that members of the company master how to be “interested” in the lives of others. But their interest has to be genuine. A façade of concern, that is portrayed by a procedural TQM program, is not able to hide self-interest underneath and is among the most common mistakes made by TQM programs. To be successful, the company and its employees must be actively interested in helping the needs of others and be genuinely concerned about the concerns and needs of their customers.

Vision is the Need for Vision

The most crucial step in setting up an TQM method is to establish an organizational vision that is based on the impact the company can make to the community if it is able to make a positive and real change in people’s lives. clients. The vision of the organization provides setting, a base in which to “come from” from which all different changes are possible. Vision is the standard against which the entire activity of the company can be assessed and aids in the allocation of resources within the company.

One local business put together a written statement of their mission, which, in addition to other aspects, included the following pledges: “to express, in every aspect of our work our dedication to integrity excellence, quality, and service” as well as “to give our clients an efficient cost-effective, efficient, and effective representation in completing all assignments within a reasonable timeframe and conduct ourselves in a professional and ethical manner, in accordance and in line with our highest standard of ethical conduct.” The most important thing to note is that the plaque is displayed in their reception area open to the public all day. If there are issues that arise in staff or partner meetings that are not in line to the purpose of the meeting, employees of the company are not afraid to call off the meeting, and then reassemble within the area of reception for a review of the mission statement of the organization before making a final decision.


This type of vision demands an entirely new management approach as well as a shift from the role of superintendence to that of leadership. As we all know, the current worldview isn’t one that naturally and easily propagates a view of service. In fact, when shifts and uncertainty happen during execution in your TQM plan, your natural demand is for a returning to the traditional methods of working. If TQM is to be successful the management’s job is to shift from directing and supervising subordinate employee activities to developing and promoting the company’s vision of service. Furthermore, leadership requires continuous enrollment of all employees to that vision.

This is the core of leadership. It is not a rare quality that is only experienced by certain people, hidden it is the reason why leadership has a certain mystique. is the declaration of a brand new possibility to be realized and the constant participation of others in the possibility. As Lee Iaocca began to speak about his plans of”the “new” Chrysler he did this even when the company was facing bankruptcy. He continued to talk about”the “new” Chrysler throughout the restructuring of the company and also when the company recommitted to a total quality system. The kind of leadership that he exhibited requires the attention of a single person. If you’re ready to begin speaking about the purpose of serving and continue to communicate it regularly and efficiently eventually, it will become a reality, and you’ll have to be on guard.


In the end, success for TQM requires the commitment of everyone to follow through. In the end, it’s not enough to simply talk about how you will adhere to the brand new concept of service without taking action that is in line with the words. It’s not enough to just say that you’ll return any phone calls from clients within 24 hours. You should create structures to make sure that calls are actually returned within the timeframe. That is the business must develop structures that are able to account for the commitments its employees make in order to realize the ideal of service that is embodied by the TQM program.

This is an exact narrative of the things that happened or did not occur for the benefit by the customer, free of any attribution of blame, fault or even censure. For many of us who were educated to operate in a confrontational manner of management, where accountability was the weapon of the accountable and the guilty, this is a totally new approach to accountability. But, remember that the client is only interested in receiving a timely returned phone call. Punishing anyone after a phone call is not returned will not be a good way to satisfy the customer. If you don’t have the right structure, without follow-up, and lacking the rigor, it’s very easy to fall back into old patterns and have customers’ calls aren’t returned.

A Orange County organization, for instance, has now created multiple copies of phone messages that are sent to the receiver and one intended for office managers. The messages are always tagged with when the message was read and frequently the office manager will check with staff members regarding the timely return of calls. If a call to return was not received She promptly reminds staff of their obligations.

If you think about the fact that altering the culture of an organization is such a difficult task, then why would you want to do this task? Though it’s definitely difficult to do, it is also risky and uncertain to lead the way in creating a brand new way of doing things, no more satisfying could be imagined. The true joy of life comes from this sort of impact. The pursuit of that is worth living.

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