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Sunday, June 3, 2007
Implementing Total Quality Management In Small, Medium And Big Organizations - An Observation
Many big or small organizations had jump into the band wagon to look for a success formula for their business success. The Total Quality Management (TQM) is one of those formula. Though it has been a challenge to implement TQM, there are many success stories. What are some of the Critical Success Factors in implementing TQM?
Total Quality Management concepts is not new in the manufacturing industries. Many of them has witnessed successful organizations are also TQM organizations. If TQM can make an organization successful, who is it not all organizations adopting to the implementation of TQM?In this TQM article, I am delighted to share my experience acquired from companies that I have worked with as a consultant/Facilitator as well as implementer.
For a big organization such as Multi National Corporation (MNC), Electronic Original Equipment Manufacturer (OEM), there is a Vision and Mission Statement displayed prominently in pertinent locations. There is a systematic documentation system that provides policies and procedure in their operations. For many of them, besides been certified in ISO18000, ISO14000 and ISO9001, they have obtained several product certification such as CE Marking, UL, etc Due to these initiatives and its requirement for its maintenance, a systematic continuous improvement approach has to be in placed and evident throughout the organization in order to fulfill certification requirements. Many of them adopted improvement methodology such as 6-sigma, lean manufacturing, TPM etc. Besides, all of these systems, organizations are very much customer driven.While some of them adopted the TQM in full version (according to the TQM guru's), some has their own version of TQM as they often employee internal expertise.
For medium organizations, many of them has their Vision and Mission established too. And almost all of them are ISO9001 certified. On top of the Quality Policy, documentation system is in placed. For some, addition management system such as ISO14000 and ISO18000. They are fairly active in the compliance to these ISO system. Improvement initiatives are scattered across the organizations and to some extend, ad-hoc problem solving approach is been practiced. A Quality personnel is often assigned to maintain these systems and he is expected to drive it.
For small organization, many of them are ISO9001 certified hence has adopted a basic documentation system. There is a a minimum Quality Policy established due to the requirement by ISO9001. Basis documentation system is in place, compliance to the ISO documentation is often last minute effort. Adoption to systematic improvement methodology seems to be rare. Fire-fighting approach to solve problem seems to be a formula for continuous improvement. TQM is not an approach to be considered as it meant more manpower is needed. In many cases, production personnel is assigned to maintain these systems.
In summary: The adoption of the Total Quality Management system lies with the leadership in the organization. The variation in adopting TQM as a way to run business depends very much on the scale of the organization, leadership and urgency.
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Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.
Total Quality Management concepts is not new in the manufacturing industries. Many of them has witnessed successful organizations are also TQM organizations. If TQM can make an organization successful, who is it not all organizations adopting to the implementation of TQM?In this TQM article, I am delighted to share my experience acquired from companies that I have worked with as a consultant/Facilitator as well as implementer.
For a big organization such as Multi National Corporation (MNC), Electronic Original Equipment Manufacturer (OEM), there is a Vision and Mission Statement displayed prominently in pertinent locations. There is a systematic documentation system that provides policies and procedure in their operations. For many of them, besides been certified in ISO18000, ISO14000 and ISO9001, they have obtained several product certification such as CE Marking, UL, etc Due to these initiatives and its requirement for its maintenance, a systematic continuous improvement approach has to be in placed and evident throughout the organization in order to fulfill certification requirements. Many of them adopted improvement methodology such as 6-sigma, lean manufacturing, TPM etc. Besides, all of these systems, organizations are very much customer driven.While some of them adopted the TQM in full version (according to the TQM guru's), some has their own version of TQM as they often employee internal expertise.
For medium organizations, many of them has their Vision and Mission established too. And almost all of them are ISO9001 certified. On top of the Quality Policy, documentation system is in placed. For some, addition management system such as ISO14000 and ISO18000. They are fairly active in the compliance to these ISO system. Improvement initiatives are scattered across the organizations and to some extend, ad-hoc problem solving approach is been practiced. A Quality personnel is often assigned to maintain these systems and he is expected to drive it.
For small organization, many of them are ISO9001 certified hence has adopted a basic documentation system. There is a a minimum Quality Policy established due to the requirement by ISO9001. Basis documentation system is in place, compliance to the ISO documentation is often last minute effort. Adoption to systematic improvement methodology seems to be rare. Fire-fighting approach to solve problem seems to be a formula for continuous improvement. TQM is not an approach to be considered as it meant more manpower is needed. In many cases, production personnel is assigned to maintain these systems.
In summary: The adoption of the Total Quality Management system lies with the leadership in the organization. The variation in adopting TQM as a way to run business depends very much on the scale of the organization, leadership and urgency.
----------------------------------------------------------------
Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.
# posted by gopi @ 9:21 PM 
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