Define what quality means to you and
your customers, and how it can help to achieve your business goals
compete more effectively for market share.
2. Develop a strategy
that defines a specific aspect of quality designed to provide a
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 marketplace.
Focus all functions and levels of your organization
on quality and
companywide lasting commitment to the process of continuous improvement. Involve
multiple departments in cross-functional quality improvements processes.
Kaizen Culture: 8 Key
Implementing Kaizen: 7 Conditions
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
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.
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.
Give ownership for quality to your employees, encourage a
continuous flow 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
quality process, your company's management, control, and
must be modified to give employees greater responsibility and
opportunity to become quality and
customer oriented and
motivate them to strive for
Make quality 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.