Change Management Strategy for Converting to Total Quality Management

Introduction

This post follows the steps needed for a company to transition in a total quality management (TQM) operation as outlined in Goetsch & Davis (2021). We begin by listing some of the factors that determine the success of a TQM conversion, and some alternative implementation plans. Next, the implementation process recommended by Goetsch & Davis – the Goetsch-Davis 20-Step Total Quality Implementation Process – is described. The paper concludes by describing situations and alternatives when management is lacking commitment to TQM.

Success of Implementing TQM

No two implementations of TQM are the same, and the success depends on several factors. Mann & Kehoe (1993) list several factors besides management buy-in. These factors include the employees’ age distribution, their education level, whether the management uses long term planning, and so on. There are also different approaches to implementing TQM, as described in (Yusof & Aspinwall, 2000, p. 642), which range from companies not implementing TQM all at once, to implementing it on a department-by-department basis. The Goetsch-Davis 20-Step Total Quality Implementation Process described next requires a top-down commitment to TQM throughout the entire company. There is room for adjusting the pace of adopting TQM (determined with the choice of projects deemed fit for “TQM-ization”), but the process is meant to be total.

 

Implementation According to the Goetsch-Davis 20-Step Process

Goetsch & Davis (2021) utilize a three-phase process for implementing TQM. These phases are preparation, planning, and implementation. The details of these phases follow the Goetsch-Davis 20-Step Total Quality Implementation Process (Goetsch & Davis, p. 419-423).

Preparation

As the implementation of TQM is a top-down process, preparation begins with the top executive (CEO for example) becoming committed to TQM. He then forms a Total Quality Steering Committee consisting of the CEO’s direct reports and with the CEO chairing the committee. If a union is involved, the senior union member is also included in the steering committee. This committee is a permanent entity and replaces the former executive staff organization. With the help of a consultant, they engage in team building and get training in TQM’s philosophy, tools, and techniques.

Control then moves to the total quality steering committee. They begin by creating statements of “vision” and guiding principles. Based on those documents they set broad strategic objectives. Next, they communicate and publicize the statements and their plans, and this communication is an ongoing activity by the steering committee.

The steering committee then identifies organizational strengths and weaknesses – why wasn’t that done earlier? As part of this, they identify TQM advocates and TQM resisters. One of these groups of employees could be added to project teams created during the planning phase (guess which one?)

The steering committee will then establish baselines for employee satisfaction and attitudes (performed by the HR department), as well as baseline customer satisfaction. For large customer bases, satisfaction can be determined by using sampling. Customer feedback must include both extremal and internal customers.

Planning

At this point, the steering committee can enter the planning phase! The approach they should use follows the PDCA (Plan-Do-Check-Adjust) cycle, so it may be necessary to return to this step based on the results of what follows. For reference, this is step 12.

The steering committee identifies projects that are amenable (or vulnerable) to adopting TQM. One of the determining factors for the initial choice of projects is the likelihood of success. Teams for each project are appointed. These teams can be cross-departmental, and it is handy to know who the TQM advocates are (Goetsch & Davis, p. 422). The project teams are then trained on TQM principles by members of the steering committee. Finally, teams’ direction is set, and they are activated, each starting their own PDCA cycle.

Implementation or Execution

The project teams then lead the implementation or execution phase. They gather feedback from the team members, the customers, and the employees and report their findings back to the steering committee, perhaps on a monthly basis. (Goetsch & Davis, p. 422) This is the “check” stage of the PDCA loop, and the steering committee makes appropriate adjustments, returning to step 12.

The steering committee modifies organizational structure, procedures, and processes, as necessary. They also implement reward or recognition systems. Finally, union rules are considered.

Conclusion

By following these steps, it should be possible to have a company or organization adopt TQM. If there is no commitment from top management on total quality, then it may be possible to “sell” TQM to them, but…

If enlightenment does not work, it may be time to consider moving on to different employment. That is not always a reasonable option, but long-term prospects for your current employment are not bright either, given top management’s attitude toward total quality. (Goetsch & Davis, p. 423)

Yup, enlightenment.

It also may be possible to implement TQM within a single department. Department total quality is a contradiction since TQM requires commitment from every aspect of the company, but Goetsch & Davis (p. 424) note that this is better than nothing.

For companies with management not committed to adopting TQM, there are other courses of action that can get a company close to using TQM: pursuing ISO 9000 certification and competing for the so-called Baldrige Award.

 

References

Goetsch, D. L. & Davis, S. B. (2021). Quality management for organizational excellence: Introduction to total quality (9^th ed.). Pearson.

Mann, R., & Kehoe, D. (1995). Factors affecting the implementation and success of TQM. International Journal of Quality & Reliability Management, 12(1), 11-23. https://coer.org.nz/wp-content/uploads/2011/09/D22_Factors_affecting_the_implementation_and_success_of_TQM.pdf

Yusof, S. R. M., & Aspinwall, E. (2000). TQM implementation issues: review and case study. International Journal of Operations & Production Management, 20(6), 634-655. https://coer.org.nz/wp-content/uploads/2011/09/D22_Factors_affecting_the_implementation_and_success_of_TQM.pdf