CHAPTER 6 o Award Type- self-assessment is the most

PHASE IN TQM IMPLEMENTATION effective form.

 IMPLEMENTATION- at this point, the
 Jablonski- offers a five-phase instruction for implementing organization can already begin to determine its
total quality management namely preparation, planning, return on its investment in TQM.
assessment, implementation, and diversification.
 Jablonski’s approach is one of many that have been applied
to reach TQM, but contains the key elements commonly - It is during this phase that support personnel are
connected with other accepted with other accepted total chosen and trained, and managers and the
quality system. workforce are trained.
o Training- entails raising worker’s awareness of
 PREPARATION- It is during preparation when management exactly what TQM involves and how it can
decides whether or not to pursue a TQM program. help them and the company.
 THE BARRIERS TO TQM IMPLEMENTATION
- They undergo initial training, identify needs for outside 1. Lack of management commitment- in order
consultants, develop a specific vision and goals, draft a for any organizational effort to succeed, there
corporate policy, commit the necessary resources, and
must be a substantial management
communicate the goals throughout the organization.
commitment of management time and
- PLANNING- In the planning stage, a detailed plan of
implementation is drafted (including budget and schedule), organizational resources.
the infrastructure that will support the program is 2. Inability to change organizational culture-
established, and the resources necessary to begin the plan changing organizations culture is difficult and
are earmarked and secured. will require as much as five years.
- Planning for quality starts with setting quantifiable and a) People change when they want to and to
measurable targets.
meet their own needs.
- A ranking chart should be developed to finalize the most
important aspect of quality planning and more focus b) Never expect anyone to engage in behavior
should be given to that aspect. that serves the organization’s values unless
adequate reason has been given.
 METHODS IN GENERATING IDEAS FOR PLANNING PHASES: c) For change to be accepted, people must be
1. The ‘5 Whys’- asking ‘Why?’- at least five times to unearth moved from a state of fear to trust.
the core cause of a problem. d) IMPROPER PLANNING: all constitute of the
2. Benchmarking- is a technique that measures a company’s
organization must be involved in the
performance against the best in industry.
a) Internal Benchmarking- is a comparison between development of the implementation and any
operations or parts of operations which are within the modifications that occur as the plan evolves.
same total organization. 3. Lack of continuous training and education-
b) External Benchmarking- is a comparison between an training and education is an ongoing process for
operation and other operations which are part of a everyone in the organization.
different organization.
4. Incompatible organizational structure and
c) Non-competitive Benchmarking- is benchmarking
isolated individuals and departments-
against external organizations which do not compete
directly in the same markets. differences between departments and
d) Competitive Benchmarking- is a comparison directly individuals can create implementation
between competitors in the same, or similar, markets. problems.
e) Performance Benchmarking- is a comparison between 5. Ineffective measurement techniques and lack of
the levels of achieved performance in different access to data and results- key characteristics of
operations.
the organization should be measured so that
f) Practice Benchmarking- is a comparison between an
organizations operations practices, or way of doing effective decisions can be made.
things, and those adopted by another operation. 6. Paying inadequate attention to internal and
3. Brainstorming- is a technique in which a group of external customer- organizations need to
people share ideas and thoughts in a relaxed understand the changing needs and
atmosphere on various problems in order to expectations of their customers.
stimulate unrestrained collective thinking. 7. Inadequate use of empowerment and
 ASSESMENT- this process requires a through self.
teamwork- teams need to have the proper
Assessment both from management and customer of
training and, at least in the beginning, a
clients.
facilitator, whenever possible, the team’s
- The assessment will be on the qualities and characteristics of
recommendation should be followed.
members of the company as well as the company itself.
8. Failure to continually improve- it is tempting to
 3 METHODS THAT CAN BE USED MAKING AN
sit back and rest on laurels.
ASSESSMENT
o Paradigm- change is needed to force
o Discussion Group Method- can yield some useful insights
people to strive for the new quality
and facilitate effective improvement activities.
goal.
o Survey Method- is excellent for measuring employee
perceptions of TQM in an organization.
  DIVERSIFICATION- in this stage, managers utilize CONTROL CHARTS
their TQM experiences and successes to bring - Dating back to work of Shewhart and
group outside the organization (suppliers Deming, there are several types of control
distributors and other companies that have an chart.
impact on the business overall health) into the
- CONTROL CHART focuses on monitoring
Quality process.
performance over time by looking at the
- Diversification Activities includes training,
rewarding supporting, and partnering with
variation in data points and distinguishes
groups that are embraced by organizations TQM between common cause and special cause
initiatives. of variations.
- THE DOW JONES INDUSTRIAL AVERAGE is a
good example of a control chart.
CHAPTER 7 - CONTROL CHART is used to monitor
PHASE IN TQM IMPLEMENTATION processes that are in control, using means
o SEVERAL BASIC TOOLS OF QUALITY and ranges. Its represents data, like sales,
volume, customer complaints, in
CAUSE AND EFFECT/FISHBONE DIAGRAM chronological order, showing how the
-First used by Ishikawa in the 1940’s, values change with time.
- Cause and effect diagram, also known as a fish-bone - Control charts are the most complicated of
diagram is employed to identify the underlying the basic tools.
symptoms of a problem or “effect” as means of
finding root cause. - CONTROL LIMITS are values that sample
- It is called cause and effect diagrams after its function measurements are not expected to exceed
and fishbone diagram after its appearance. unless some special cause changes the
o FOUR M’S (METHOD, MANPOWER, MATERIAL AND process.
MACHINERY)
o FOUR P’S (POLICIES, PROCEDURES, PEOPLE AND  SCATTER DIAGRMS is used to identify
PALNT) whether there is a relationship between to
PARETO CHART variables.
- Alfredo Pareto, was economist who noted that a few - Scatter diagram is a graphical
people controlled most of a nation’s wealth. representation of how one
- “PARETO’S LAW” has also been applied to many other variable changes with respect to
areas, including defects, where a few cause are another.
responsible for most of the problems.  FLOW CHART
- “PARETO PRINCIPLE” is based upon the principle Is a visual representation of a process.
which states that 80% of a problem is attribute to - This tool is used when trying to determine
20% of its cause, or inputs. where the bottlenecks or breakdowns are in
- PARETO CHART organizes and displays information in work processes.
order to demonstrate the relative importance of
various problems or cause of problems. FLOW CHART SYMBOLS
CHECK SHEETS
- Are also known as data collection sheets and tally
charts.
- Check sheets are non-statistical and comparatively
easy.
o DATA- is collected and ordered by adding tally or
check marks against predetermined categories of
items or measurements.
HISTOGRAM
- Histograms are form of bar chart.
- They measure the frequency distribution of data that
is normally grouped together in ranges or “bins”
o BARS- represent the number of observations
falling within consecutive intervals.