HOW TO IMPLEMENT TOTAL QUALITY MANAGEMENT

Total Quality Management is not a system that puts in place overnight, but requires a change in setting basic theory and techniques of production.

Companies that were able to successfully implement TQM, confirm that it requires a cultural change at all levels, for which it can take many years.
Furthermore, there is no unanimity of views on how best to implement TQM, but rather variations on the theme are numerous. Success depends on the ability to describe and document, to the smallest detail, the tasks related to production.

The basic principles of TQM, however, are the following:

• General shift of attention from quality control (verification that the work already completed is consistent with the required parameters) to the certainty of quality (by which we ensure that quality is inherent in the production process so that only work that meets the acceptable parameters is completed)
• Adoption of the philosophy of continuous improvement. All those involved in the organization (not just managers) are responsible for attempts to improve the performance of work.
  The improvements may include ways to reduce costs or time required to complete a task, measures to avoid waste or to facilitate the task of suppliers or customers, or even any other changes which may be desirable.
  The point is that all those who act within the organization must be with eyes open to identify such improvements. Thus, adjustments in production processes are carried out routinely and consistently, instead of once and for all every few years when the old modes of operation have now become obsolete compared to their competition.
• Moving towards a customer-oriented approach. In TQM, every decision starts with what you want or need the customer and then is reflected in the actions to be undertaken by the organization.
  The concept of customer orientation is also true with regard to internal customers: each division (and each team) has a set of internal customers to whom it is addressed to his work
• Commitment to doing things right from the start. The procedures followed by all those involved in the organization must be designed and documented so that whatever is done is of an acceptable quality level. This removes the subsequent waste of labor required to make pursuant to defective products and also diminishes the need for a division for quality control checks the earlier work
  Active participation of all members of the Organization to achieve the objectives (through Quality Circles).
  In a TQM environment, the old approach based on monitoring the work of others on the part of managers and supervisors is replaced by the idea that everyone is responsible for the quality and improvement of their work, that of the manager must be a supporting role to the efforts their subordinates
• Commitment and dedication towards TQM at the highest levels of the organization.
  TQM, in fact, will really bear fruit only if top management will be investing time and resources, including its own training
• Note that the performance can be evaluated and improved over time only if they are the appropriate ways to measure it
• Recognition that preventing errors is more effective than later remedial
  Switching from traditional adversarial management style to quality management systems incorporate the underlying principles of TQM