Jablonski offers a five-phase instruction for implementing total quality management, namely preparation, planning, assessment, implementation, and diversification. Each phase is intended to be implemented as a component of a long- term goal of continually increasing quality and productivity. Jablonski's approach is one of many that have been applied to reach TQM, but it contains the key elements commonly connected with other accepted total quality systems.REPERATION It is during preparation when management decides whether or not to pursue TQM program. They undergo initial training, identify needs for outside consultants, develop a specific vision and goals, draft a corporate policy, commit the necessary resources, and communicate the goals throughout the organizationLANNING In the planning stage, a detailed implementation plan with budget and schedule is prepared, infrastructure is set, and resources are secured. Quality planning begins by setting quantifiable targets aligned with customer needs and assessing the feasibility of the product. The organization must evaluate its capability to meet quality goals, addressing gaps through technology or skill upgrades. A ranking chart should identify key priorities, with focus on the most critical aspects. Plans and targets must be clearly communicated to frontline staff. Progress should be monitored regularly, with deviations promptly identified and corrected to ensure the quality program’s success.The following are some of the methods in generating ideas for the planning phase, wich are;The following are some of the methods in generating ideas for the planning phase, wich are; 1. The "5 Why's - asking "Why?" at least 5 times to unearth the core and cause of the problem. 2. Benchmarking - is a technique that measures a company's performance against the best in the industry. This technique can help in determining how the best companies achieve high performance and quality levels. The following are types of benchmarking. 3. Brainstorming - is a technique in which a group of people shares ideas and thoughts in a relaxed atmosphere on various problems in order to stimulate unrestrained collective thinking.BENCHMARKING a. Internal benchmarking - is a comparison between operations or parts of operations that are within the same total organization. For example, a large motor vehicle manufacturer with several factories might choose to benchmark each factory against the others. b. External benchmarking - is a comparison between an operation and other operations which are part of a different organization c. Non-competitive benchmarking - is benchmarking against external organizations which do not compete directly in the same marketsBENCHMARKING d. Competitive benchmarking - is a comparison directly between competitors in the same or similar markets. e. Performance benchmarking - compares achieved performance levels across operations. An organization measures its performance in areas like quality, speed, dependability, flexibility, and cost against other organizations in the same dimensions. f. Practice benchmarking - compares an organization’s methods or processes with those of another, such as a retail store reviewing its stock control systems against another store’s. =ASSESSMENT This requires a thorough self-assessment both from management and customers or clients. The assessment will be on the qualities and characteristics of members of the company as well as the company itself There are three methods that can be used in making an assessment which are discussion group methods, survey methods, and award type. Each assessment method has advantages as well as disadvantages.ASSESSMENT Discussion group method can yield some useful insights and facilitate effective improvement activities. However, the scoring process is open to greater subjectivity, and care should be exercised when analyzing scores. Survey method is excellent for measuring employee perceptions of TQM in an organization. However, perceptions may or may not coincide with reality. Improvement activities should be based on facts, not opinions. Perception studies require further verification through research. Award type self-assessment is the most effective form. The organization gathers information, generates a list of strengths and improvement opportunities, and scores it. This process can be facilitated by external experts who will generally speed up the process and help eliminate scoring bias.Implementation ‘At this point, the organization can already begin to determine its return on its investment in TQM. It is during this phase that support personnel are chosen and trained, and managers and the workforce are trained. Training entails raising workers’ awareness of exactly what TQM involves and how it can help them and the company. It also explains each worker's role in the program and explains what is expected of all the workers.Bariers to TQM Implementation 1. Lack of management commitment - In order for any organizational effort to succeed, there must be a substantial management commitment of management time and organizational resources. The purpose must be clearly and continuously communicated to all personnel. Management must consistently apply the principles of TOM. 2. Inability to change organizational culture - Changing an organization's culture is difficult and will require as much as five years. Management must understand and utilize the basic concepts of change. 3. Lack of continuous training and education - Training and education is ongoing process for everyone in the organization. Needs must be determined, and a plan developed to achieve those needs. Training and education are most effective when senior management conducts the training on the principles of TQMBariers to TQM Implementation 4, Incompatible organizational structure and isolated individuals and departments - differences between departments and individuals can create implementation problems. The use of multifunctional teams will help to break down long-standing barriers. 5. Ineffective measurement techniques and lack of access to data and results - Key characteristics of the organization should be measured so that effective decisions can be made. 6. Paying inadequate attention to internal and external customers - Organizations need to understand the changing needs and expectations of their customers. Effective feedback mechanisms that provide data for decision making are necessary for this understanding.Bariers to TQM Implementation 7. Inadequate use of empowerment and teamwork - Teams need to have the proper training and, at least in the beginning, a facilitator, whenever possible. The team's recommendation should be followed. Individuals should be empowered to make decisions that affect the efficiency of their process or customer satisfaction. 8. Failure to continually improve - It is tempting to sit back and rest on laurels. However, a lack of continuous improvement of the processes, products and/or services will even leave the leader of the pack in the dust.Quiz for Chapter 61, It is a comparison directly between competitors in the same or similar markets. A. Benchmarking B. Brainstorming C. Practice benchmarking D. Competitive benchmarking2. It compares achieved performance levels across operations. An organization measures its performance in areas like quality, speed, dependability, flexibility, and cost against other organizations in the same dimensions. ‘A. Practice benchmarking B. Performance benchmarking C. Benchmarking D. Competitive benchmarking3. It’s a technique in which a group of people shares ideas and thoughts in a relaxed atmosphere on various problems in order to stimulate unrestrained collective thinking. A. Competitive benchmarking B. Performance benchmarking C. Brainstorming D. Benchmarking4. in Bariers to TQM Implementation it is a Changing an organization's culture is difficult and will require as much as five years. Management must understand and utilize the basic concepts of change. A. Incompatible organizational structure and isolated individuals and departments B. Inability to change organizational culture C. Lack of continuous training and education D. Benchmarking5. The team's recommendation should be followed. Individuals should be empowered to make decisions that affect the efficiency of their process or customer satisfaction. A. Inadequate use of empowerment and teamwork B. Incompatible organizational structure and isolated individuals and departments C. Inability to change organizational culture D. Competitive benchmarking6. It is benchmarking against external organizations which do not compete directly in the same markets A. Competitive benchmarking B. Non-competitive benchmarking C. Benchmarking D. Brainstorming7. Training and education is ongoing process for everyone in the organization. Needs must be determined, and a plan developed to achieve those needs. Training and education are most effective when senior management conducts the training on the principles of TQM. A. Inability to change organizational culture B. Non-competitive benchmarking C. Lack of continuous training and education D. Brainstorming8. In order for any organizational effort to succeed, there must be a substantial management commitment of management time and organizational resources. The purpose must be clearly and continuously communicated to all personnel. A. Lack of continuous training and education B. Non-competitive benchmarking C. Paying inadequate attention to internal and external customers D. Lack of management commitment9. In TQM, you need to ask at least five times to uncover the core cause of the problem A.5 What B.5 When C.5 Where D.5 Why's10. Lack of continuous improvement of the processes, products and/or services will even leave the leader of the pack in the dust. A. Lack of continuous training and education B. Failure to continually improve C. Paying inadequate attention to internal and external customers D. Lack of management commitment