Wednesday, July 4, 2007

Sinplified TQM Models

A Simplified TQM Diagnostic Model


These pages are designed for Leaders and Managers who want to:
Repair, jump-start or diagnose problems in existing TQM initiatives, or
Design and implement their own less expensive and culturally tuned TQM, or
Become competent internal consultants to their company's TQM system.


WHY LEARN A SIMPLIFIED TQM DIAGNOSTIC MODEL?

This model can help you gain confidence in making TQM decisions:

Identify necessary elements for a successful quality management approach.
Know how they fit together to successfully accomplish quality goals.
Display the most options, thus helping make the right quality management choices.
This model can help you integrate daily TQM tasks with strategic TQM goals:

Learn skills to balance competitive quality strategic planning with daily operational choices.
Learn skills to maximize human and organizational resources for daily productivity demands.
This model can help you understand and enjoy team technology in the context of TQM:

Learn how to avoid strategies that lead to the "program-of-the-month" mentality.
Learn how to keep management commitment for TQM at its highest level.
Learn how to avoid employee "end-runs" around management during TQM implementation.


THE GUIDING PRINCIPLE:

Successful Total Quality Management requires both behavioral and cultural change.
A successful TQM System brings two other management systems together with a behavioral and cultural commitment to customer quality.
Thus, TQM becomes a system within itself by default or by choice.
These three management systems must be aligned in a successful TQM initiative:
OM (organizational management system),
HRM (human resource management systems) and
TQM (total quality management).
TWO IMPLEMENTATION APPROACHES:

TRADITIONAL MANAGEMENT APPROACH: This is the most common. A TQM is overlayed (some say forced) upon the other two systems. This approach represents the 80% failure of TQM's. In this approach TQM never becomes an accepted reality by either organizational or human resource management. It is usually seen as competition, or "something to be tolerated." The TQM system consumes valuable resources needed by the other systems and rejection begins to occur.
INTEGRATED MANAGEMENT APPROACH: This is the least common. A TQM is blended and balanced with existing cultural initiatives in both organizational and human resource management systems. This represents the 20% success rate of TQM's. Whether both organizational management and human resource management systems take on a "quality management commitment" or "join a quality management team" is not important. The principles of quality management are attended to as an important third system that blends, integrates, aligns and maximizes the other two systems to beat competition in world class quality performance. This approach can often be divided into two sub-choices, depending upon managerial resources, readiness, acceptance, and competencies. See FAQ on TQM for a discussion on these approaches.
THE NEED FOR THREE INTEGRATED and SIMPLIFIED MODELS

Managers committed to successful implementation of total quality management (TQM) must have both an HRD Model and an OD Model that work together.
In simplified terms, HRD + OD = TQM. Even though a TQM is an entity within itself, it must see its existance as the catalytic blending of the other two systems. It does not consume the other systems, it empowers them to do what they have wanted to do - attain world class customer quality!
This can be tricky politically, and is the reason for this Simplified TQM Diagnostic Model. You may access simplified HRD and OD models by clicking on the HRD and OD acrostics.


BASIC ELEMENTS OF
A SIMPLIFIED TQM MODEL


[O] Organizational Management [I] Individual Management [Q] Quality Management



Other Models important to managing a successful TQM:
Core Skills for Supervisors and Managers
Success Trilogies
Organizational Development
Human Resources Development
Home Page For LEADERS

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