Total quality management programs: a framework proposal

Roberto Antonio Martins and Jose Carlos de Toledo

Introduction
For the last two decades, total quality management (TQM) has been seen as a source of competitive advantage: consequently, many organizations, across all industrial sectors, have launched (or attempted to launch) programs to implement TQM. However the credibility of TQM has been undermined by the failure of a large proportion of those programs. Possible causes of failure are inadequacy of quality planning and incomplete implementation programs, lack of an appropriate quality management reference model, an emphasis on image and not on business results, a focus on minimum standards already existent, non-alignment with strategic objectives, and a lack of continuity of the implementation program. In order to avoid such (very costly) failures, it is helpful to use a framework that guides the implementation of a total quality management program (TQMP). This paper proposes such a framework to help quality professionals design and implement total quality management. The proposed framework defines the main input information, and the mechanisms to process that information as well as addressing the content and scope of a typical TQMP. A brief introduction to the main causes of failure of TQM programs and a definition of an effective total quality management program is presented.

The authors Roberto Antonio Martins is Associate Professor and Jose Carlos de Toledo is Associate Professor, both in the Department of Production Engineering at the Federal University of Sao Carlos, Brazil. Keywords Total quality management, Planning, Continuous improvement, Kaizen Abstract The paper proposes a framework to help quality practitioners involved with the task of quality planning. The proposed framework utilises both external and internal information (such as a market diagnosis and the organization's strategic plans) which are filtered through the methodologies and techniques of quality management to deliver a time phased plan consisting of the main actions required to implement total quality management in either a manufacturing or service company. Electronic access The current issue and full text archive of this journal is available at http://www.emerald-library.com

Why some total quality management programs fail

Significant research has been carried out to identify the main causes of failure of TQM programs. These causes can be classified into four categories: psycho social; educational; psychological; and technical (Tolovi, 1994). Causes of TQM program failure as presented by different researchers are illustrated in Table I. A well-structured and complete plan for the implementation of TQM is necessary to avoid these failings. The plan should be tuned to the strategies and policies of the organization, and should include the means to measure and evaluate performance. It should also be informed by best practice elsewhere. 145

Work Study Volume 49 . Number 4 . 2000 . pp. 145151 # MCB University Press . ISSN 0043-8022

Total quality management programs: a framework proposal

Roberto Antonio Martins and Jose Carlos de Toledo

Work Study Volume 49 . Number 4 . 2000 . 145151

Table I Main causes of TQM program failures Author(s) Early and Godfrey (1995) Main causes of TQM program failures Mission statement not focused Lack of definition and attention to critical points (vital few) Deficient implementation plans Lack of performance measurement Improper leadership TQM is not seen as new work system Lack of reference model of quality Lack of strategic focus Focus on company's image, not on facts and results Focus on known internal processes, not on critical ones Focus on minimum standards, already established Difficulty in maintaining the momentum of change caused by TQM Search for and identification of for the existent problems Non existence of quality information system Lack of continuity of program Preventive activity not well developed Obstructed communication channels and weak coordination between departments

Resnick-West (1994)

Wood and Urdan (1994)

Valle (1995)

A total quality management program

A program is a logical sequence of operations to be performed in order to solve a problem (Webster, 1983). The length of a program depends to a large part on the complexity of the problem. A program has a beginning, a middle, and an end (unlike a process which may be performed indefinitely to contribute to the accomplishment of system objectives). TQM can, and does, use such defined programs. However, a number of ``programs'' may constitute a TQM process. ``Quality improvement cannot be viewed as a program of limited duration, but as a continuous, stepby-step and permanent process.'' (Valle, 1995, p. 37). TQ can be described by its major characteristics: the fundamental principle, the results, and the tools involved (Ciampa, 1992). The fundamental principle is the total orientation of all activities of the organization to satisfying customers and creating value to the various stakeholders customers, employees, shareholders, suppliers, and community. The results are an increase in market share (by the maintenance of current customers and the acquisition of new ones), cost reductions and improvement of performance of products and services. The tools are the methodologies and techniques used within the process, such as Reliability Engineering, Statistical Process Control, and Taguchi Methodology.

A similar view sees TQM described by ten fundamental characteristics (Merli, 1993): . quality first total customer satisfaction; . market-in customer orientation; . next process downstream is a customer; . management by facts the data-driven scientific approach; . process management preventive planning and execution; . upstream control marketing is the key to quality; . attention on the vital few; . preventive actions to eliminate recurring errors; . employee respect total participation; and . top management commitment. From the above descriptions, it is possible to sketch a definition of total quality management. TQM aims to achieve total customer satisfaction (the creation of value to clients) by a scientific analysis of a company's business processes, based on observed and recorded data, resulting in a focus on a continual approach to correcting and preventing errors through the participation and involvement of all employees. Thus, a TQMP becomes a logical sequence of necessary stages to implement a defined change process in the organization. A TQMP should contain the necessary actions logically arranged to introduce or to consolidate an orientation toward total customer satisfaction,

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Total quality management programs: a framework proposal

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management by process and continuous improvement. The program should be underpinned by an awareness of the particular critical success factors of the organization (cost, quality, delivery, flexibility, time, and innovativeness, for instance). Of course some of those success factors are qualifiers and others are order winners (Hill, 1993). A TQMP will increase the organization's competitive advantage, because the improvement efforts will be concentrated on those things that really need to be executed to offer superior quality products to its customers.

customers/clients (current and future), competition, supply chain, public industrial and trade policies, monetary policy, plus norms and rules/regulations/conventions of the market. The technological environment includes the rate of innovation of products/ components, processes and services, in this and overlapping markets. This diagnosis will show the opportunities and threats offered by this economic and technological future. The organization should also carry out a diagnosis of its whole supply chain, from material raw suppliers to dealers that deliver the product to customers. In particular, this should attempt to highlight any weak links in the chain. The internal environment An assessment of the internal environment of the organization should also be carried out to identify the current receptiveness towards TQM. If the company has made some effort toward the implementation of TQM or another quality program, it is important to determine the progress made and the ``fit'' between the program and the organization. The internal assessment will include a mapping of the major business processes to identify the internal components of the supply chain. This evaluation of the organizational environment and ``climate'' should identify any potential barriers and ways of removing them to a successful implementation of TQM. It will also identify training and development needs. Strategies and policies of the organization The TQMP must align with the strategies and policies of the company and it is necessary to check that this is so, and that the TQMP makes explicit reference to those polices and strategies so that the connectivity can be seen by all. Methodologies and tools of quality management There is quite a range of quality methodologies and tools. It is necessary to limit the actual ones used both to aid communication and avoid confusion, and to limit the amount of training necessary for those who have to use and to interact with the tools.

Input requirements of a TQMP

A TQMP is not carried out in isolation. It must stand within the policies and strategies of the organization. The major inputs to the programs are illustrated in Figure 1. The input information can be classified as: . information about the external (particularly the economic and technological) environment; . information about the internal environment (organization structure, strategies, and policies); and . information specifically relating to quality management methodologies and tools, and reference models of quality management. The external environment An assessment of the current and future external environment should be carried for the time horizon relating to the TQMP. This will cover the economic and technological environment in which the company is operating and likely developments. The economic environment includes an analysis of
Figure 1 Input requirements of a typical TQM program

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.

Reference models It is very important that an organization fully understands the TQM concept and approach, and a reference model for a TQMP is useful in ensuring that all share the same underlying concepts and beliefs. Such a model can be adapted or developed from the following sources: . Works of key figures in the quality movement. W.E. Deming, J.M. Juran, K. Ishikawa, A.V. Feingenbaum, and P. Crosby (respectively, Deming, 1982; Juran and Gryna, 1993; Ishikawa, 1988; Feigenbaum, 1991; Crosby, 1979). . Any National Quality Award. For example, the Malcolm Baldrige Award in the USA, the European Quality Award, the Deming Prize in Japan (details in Brown, 1997; Merli, 1993). . Established quality assurance system models. The most known and accepted worldwide is ISO 9000 series. . Total quality management models. Some bodies such as the Union of Japanese Scientists and Engineers (JUSE) and the European Foundation for Quality Management have proposed TQM models (details in Mizuno, 1988a; Merli, 1993; Galgano, 1994). Similarly, models are available in the writings of specific authors (Shiba et al., 1993). Any model may need to be adjusted for the local situation but will provide a guiding process for the program. An effective model should be helpful at the diagnosis stage and work through to offering support for the implementation and evaluation phases. Following such a reference model will ensure the program misses no key steps, and should allow an organization to identify ``drift'' from the planned approach, allowing corrective action to be taken promptly.

orientation regarding implementation, control evaluation.

The premises and basic principles provide the philosophical basis of the total quality management process and allow decisions and daily actions to be taken in a consistent manner since they are all informed by the same basic, underpinning assumptions and values. These premises and principles must be congruent with the particular reference model adopted and may include, for example, details of the particular orientation to the customer, a specific approach to continuous improvement, a framework for consensual decision taking, etc. The main program can (and probably should) be divided into subprograms that are an optimised set of actions relating to a specific timeframe, organizational grouping or sub-objective. For example, a subprogram could relate to the implementation of a particular certification system, the establishment of statistical quality control, review of the product development process, certification of suppliers, etc. Performance measures should be chosen so that the organization knows that progress is being made against targets and check points (or milestones) should be established in accordance with the complexity (level of difficulty) and length of the particular subprogram. This allows a program to be implemented following the simple PDCA (plan, do, check, action) method. It is obvious that the program must include an assessment of, and provision of, the necessary financial, material, and human resources from investment in equipment to the hiring and training of additional employees. This is important because an organization normally only gets one chance to implement TQM if it fails for lack of resources, it has failed completely, possibly for all time.

The total quality management program

The TQMP and its supporting documentation should be based on, and contain, the following information: . premises and basic principles; . policies (targets and means); . performance measures and check points; . subprograms; . actions, due dates, and responsibilities

The scope of a total quality management program

Before discussing how the required information defined above should be processed in the design of a TQMP, it is worth considering the scope of such a program. The scope can be considered to cover three main areas or modules of the program, namely:.

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(1) the quality system; (2) the process of continuous improvement; and (3) the development of the staff involved. Although it is possible to schedule these modules separately within the entire program (concentrating on one of these at any one time), it is important to see them as a whole there is a complex set of inter-relationships between these modules. The quality system module This part of the program aims to formalize the procedures and activities concerned with assuring the quality of work/product to establish and maintain the performance standards planned, to decrease of variability of quality of processes and products or services. The specific targets will depend on the norms operating within the industry, and the place aimed for within the overall market (high price, high quality, for example). A quality system is a fundamental underpinning of TQM since it is difficult to retain the gains made within a TQMP if it does not have formalized procedures for onward measurement and control of quality. The continuous improvement module The formalization of the quality system is not enough to maintain or increase competitiveness. It is necessary to continue to make improvements on an ongoing basis. This module is aimed at introducing mechanisms and processes that constantly require the seeking of breakthrough changes or incremental improvements in performance. The quality system module establishes a minimum standard performance; the continuous improvement module develops the capability to make further, regular, longterm progress. An ideal continuous improvement process would encourage every employee to propose improvements and to take part in implementing or helping the implementation of these. All organizations, however small and automated, depend on human beings to maintain or to improve their procedures and their quality. Organizations do not think, manufacture, decide, nor take advantage; people do it all (Ulrich, 1991). Therefore, to change, an organization needs the development of the people who interact and work in it. Continuous improvement of

quality must be a fundamental component of the culture of the organization. The continuous improvement module may thus have far-reaching consequences including, for example, organizational structural change designed to increase the responsibility, autonomy and participation of employees across and at all levels of the organization resulting in, for example, multifunctional teams building on each other's knowledge and expertise. Mobilization, communication and training of human resources module The success of the program, in the final analysis, depends largely on the quality of the staff working on it and the degree to which they have been fully prepared for their role within the program. This module of the program aims to raise awareness, to motivate, train and qualify/accredit the staff involved and to provide formal processes of communication on the development of, progress of, and results of the TQMP. This communication must be two-way also carrying the flow of suggestions and proactive improvement actions from members of the organization. It may also include adaptations to the reward system for those contributing suggestions and improvement actions. This module must make a major contribution to any desired cultural change to underpin the other modules through the development of work groups/teams, the implementation of suggestion schemes for all employees, quality circles, empowerment programs, etc. The TQMP may have a different emphasis on different modules at different times but over the long-term (and a TQMP must operate over the long-term) all three modules must play their part in consolidating the TQM philosophy.

Processing the input information

Figure 2 illustrates the basic concept behind the move from collecting information at the early stages of a TQMP to implementation of the desired outcomes. The initial stages give us a ``big picture'' of the situation and environment in which the organization operates. This includes details/ analysis of current customer satisfaction, the market, competitors, supply chain, etc. as well

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Figure 2 Basic concept behind the processing of the input information

skilled team composed of top managers, middle managers, supervisors, and team leaders, perhaps with the support of external consultants.

Conclusions
The proposed framework for establishing and implementing a total quality management program works: . with a multi-disciplinary team; . from a diagnosis of the external and internal environments; . through a consideration of appropriate methodologies and tools; . via a set of defined sub-programs and action plans; . underpinned by an agreed reference model of quality management, and defined and agreed standards of performance, represented by formal procedures; . in a culture of continuous improvement; . toward an agreed and shared set of outcomes, consistent with the organization's long-term strategy. Such a program should be flexible enough to adapt to changes in the environment and to the gradual changes in the corporate culture that arise from the program itself. Finally, it is worth highlighting that a TQMP has a beginning, and a middle, but not necessarily an end. A particular manifestation of the program will end with its scheduled but it should be overtaken by the next wave of enthusiasm and activity, itself based on a new cycle of gathering information, setting targets, etc. Each phase is both an end and a beginning!

as the current status of the TQM program or other quality programs and initiatives. This information is set against a knowledge of the company's desired future state derived from its strategies and policies. We thus have some understanding of the gap between the current and desired situations. This, in turn, leads to an understanding of the resources required to move from ``here'' to ``there'' to attain the objectives. This identified gap is a major opportunity for the organization not simply an obstacle to be overcome. The internal diagnosis will look at issues such as the preparedness for TQM, based on an assessment of the current climate/culture and the current state of business processes. At the same time, the external diagnosis uses such devices as customer satisfaction research, market research, and competitive benchmarking to see where the organization stands in the eyes of the market, its customers and its peers. All this helps contribute to a better understanding of where the organization is, compared to where it desires to be. This can then be translated into a set of objectives and action plans. Of course the establishment of objectives and action plans is not such a simple task. Actions and resources are intertwined; priorities must be established; the long-term and short-term positions must be considered. It is the constant awareness of the long-term strategy that enables such issues to be balanced and appropriate decisions to be taken. The actions form part of an overall schedule for the TQMP working towards the set of desired changes. One common methodology, applied in many organizations, to establish action plans is policy deployment (Akao, 1991) which can also use the seven new quality control tools (Mizuno, 1988b). The program should be carried out by a qualified, multi

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