Define what quality means to you
your customers, and how it can help to achieve your business goals
compete more effectively for market share.
Develop a strategy that defines a specific aspect of quality
designed to provide a
Think outside the box; as
you think about quality in your division, look at the bigger picture
to address the strategy that will best guide your organization in the
Focus all functions and
levels of your organization on quality and
Build a companywide lasting
commitment to the process of continuous improvement. Involve
multiple departments in cross-functional quality improvements processes.
Use an integrated approach:
leverage your service-profit chain; stress
attention to details, but incorporate also competitive
benchmarking, evaluation and
continuous improvement – all combined in an interactive process
with your team members and customers.
Areas Targeted by TQM in Japan
Build a measurement and
benchmarking methodology that will rank you against the
competition and provide a mechanism for tracking your progress both
independently and in comparison to industrywide best practices. Measure
quality improvements both in quality-specific terms and in terms of
the impact it has on your short- and long-term business goals. Assess
individual contributions to the quality process as part of every
employee's periodic review.
must be completely
involved in the quality improvement process rather than simply
supportive of it. Allow for independent assessment of the company's
quality management system, and its product and service quality, and
act on the findings.
Implementing Kaizen: 7 Conditions
Give ownership for quality to your
of incremental improvements from the bottom of the organization's
hierarchy. Quality is not something that management can mandate or
dictate. To gain employee commitment to the
process, your company's management, control, and reward systems must be
modified to give employees greater responsibility and opportunity to become
customer oriented and
motivate them to strive for
a religion. Make
quality second nature of all your employees. Without it, all the
corporate statements, procedures and standards will prove to be
rules that are meant to be broken.