in a nutshell generally known as “TQM”, has developed in the business jargon for a lot of a long time. There’s been numerous success tales about companies mainly in the more complex business industries for example Motorola, Selectron, Boeing Airlift and Tanker Programs, 3M Dental Items Division, IBM Rochester, Granite Rock Company, Raytheon, Texas Nameplate Company etc. Incidentally, these businesses has one factor in keeping i.e. they all are Malcolm Baldrige National Quality Award those who win within their particular year.
It’s frequently come in my opinion how you can measure a business success in applying TQM. When we go ahead and take above organizations like a benchmark, all are those who win from the Baldrige Award.Exactly what does it requires of these company to become effective in applying TQM?
I’ve designed a studies of those companies according to their company write-in the Baldrige Award criteria, it’s a common practice the Boss of those companies personally drives the TQM initiatives. They set obvious direction for their employees and personally involve and review TQM activities. All are very customer focus and price their worker in lots of aspects. Many of these companies stressed a piece culture of team performance and continuous improvement.
In Malaysia, aside from the MNC, you will find many large and small organizations is the owner of through the local people. Most of them tried to implement TQM. How effective could they be? Well, when we benchmark Baldrige Award in an effort to measure their TQM success, then your local Quality Management Excellence Award (QMEA) plan is definitely an equivalent since it is benchmarked from the Baldrige Criteria.
Many of these organizations aren’t those who win of QMEA. Therefore, when we according to winning QMEA like a yardstick, the majority of the local organizations can’t be regarded as effective in applying TQM.However, the problem is the fact that many of these organizations has substantial share of the market, good profitability and so forth, how only then do we perceived they aren’t effective in TQM implementation?
In the many organizations I worked with, the Boss of most of these websites do set obvious direction, perform business reviews etc. However, very couple of seem to be involve personally in driving TQM initiative. Frequently it’s left it ot a TQM director or manager they are driving this initiative. Whereas Boss focus greatly on business instead of operational issues as TQM is recognized as operational.
Well, I suppose there’s no right method of implement TQM regarding who should drives it. Since Boss of Baldrige those who win drives TQM initiative and they’re effective. Then, it can be the Boss of local organization to understand this fact and choose how they would like to drive their TQM initiative continuing to move forward.