Happy’s Essential Skills: The Need for Total Quality Control (Six Sigma and Statistical Tools): Part 1

Estimated reading time: 11 minutes

Task identification would include a study of present conditions (assessing current reality, as described above); assessing readiness, such as through a force field analysis; creating a model of the desired state, in this case, implementation of TQC; announcing the change goals to the organization; and assigning responsibilities and resources. This final step would include securing outside consultation and training, and assigning someone within the organization to oversee the effort. This should be a responsibility of top management. In fact, the next step—designing transition management structures—is also a responsibility of top management. In fact, Cohen and Brand (1993) and Hyde (1992) assert that management must be heavily involved as leaders rather than relying on a separate staff person or function to shepherd the effort. An organization-wide steering committee to oversee the effort may be appropriate. Developing commitment strategies was discussed above in the sections on resistance and on visionary leadership[6].

To communicate the change, mechanisms beyond existing processes will need to be developed. Special, all-staff meetings attended by executives, sometimes designed as input or dialogue sessions, may be used to kick off the process, and TQC newsletters may be an effective ongoing communication tool to keep employees aware of activities and accomplishments.

Management of resources for the change effort is important with TQC because outside consultants will usually be required. Choose consultants based on their prior relevant experience and their commitment to adapting the process to fit unique organizational needs. While consultants will be invaluable with initial training of staff and TQC system design, employees (management and others) should be actively involved in TQC implementation, perhaps after receiving training in change management which they can then pass on to other employees. A collaborative relationship with consultants and clear role definitions and specification of activities must be established.

Summary
In summary, first assess preconditions and the current state of the organization to make sure the need for change is clear and that TQC is an appropriate strategy. Leadership styles and organizational culture must be congruent with TQC. If they are not, this should be worked on or TQC implementation should be avoided or delayed until favorable conditions exist.

Remember that this will be a difficult, comprehensive, and long-term process. Leaders will need to maintain their commitment, keep the process visible, provide necessary support, and hold people accountable for results. Use input from stakeholders (clients, referring agencies, funding sources, etc.) as much as possible; and, of course, maximize employee involvement in design of the system[7].

Always keep in mind that TQC should be purpose-driven. Be clear on the organization's vision for the future and stay focused on it. TQC can be a powerful technique for unleashing employee creativity and potential, reducing bureaucracy and costs, and improving service to clients and the community.

TQC encourages participation amongst shop floor workers and managers. There is no single theoretical formalization of total quality, but Deming, Juran and Ishikawa provide the core assumptions, as a "...discipline and philosophy of management which institutionalizes planned and continuous... improvement ... and assumes that quality is the outcome of all activities that take place within an organization; that all functions and all employees have to participate in the improvement process; that organizations need both quality systems and a quality culture."

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Footnotes and References

1. Hyde, A. (1992). "The Proverbs of Total Quality Management: Recharting the Path to Quality Improvement in the Public Sector." Public Productivity and Management Review, 16(1), 25-37.
2. Martin, L. (1993). "Total Quality Management in the Public Sector," National Productivity Review, 10, 195-213.
3. Gilbert, G. (1992). "Quality Improvement in a Defense Organization." Public Productivity and Management Review, 16(1), 65-75.
4. Tichey, N. (1983). Managing Strategic Change. New York: John Wiley & Sons.
5. Swiss, J. (1992). "Adapting TQC to Government." Public Administration Review, 52, 356-362.
6. Smith, AK. (1993). "Total Quality Management in the Public Sector." Quality Progress, June 1993, 45-48.
7. Hill, Stephen. (1991). "Why Quality Circles Failed but Total Quality Management Might Succeed." British Journal of Industrial Relations, 29(4), 541-568.

Happy Holden has worked in printed circuit technology since 1970 with Hewlett-Packard, NanYa/Westwood, Merix, Foxconn and Gentex. Currently, he is the co-editor, with Clyde Coombs, of the Printed Circuit Handbook, 7th Ed. To contact Holden, click here.

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