What are the best strategies for sustaining a TQM program?

Success rate of strategy implementation depends on the internal factor I.e. culture of an organisation. Total Quality Management (TQM) program needs integration of below key strategies with PDCA approach: - Organization commitment by active involvement of leadership & employees - Customer centric approach - Competency assessment with SWOT tool - Informed decisions driven by data analysis - An effective communication platform for periodic update on TQM goals progress monitoring - Internal (cross functional) & external (suppliers) collaboration and relationship building - Peridic checks and balances in the form of audits/assessments - Feedback & reward mechanism An adaptive & Agile culture is a key for sustained TQM program.

Sustain a TQM program by fostering a culture of continuous improvement and employee involvement. ?? Provide ongoing training and support to reinforce TQM principles. ?? Establish clear goals and metrics to track progress and celebrate achievements. ?? Encourage open communication and collaboration across all levels of the organization. ?? Empower employees to take ownership of quality initiatives and contribute ideas for improvement. ?? Regularly review and adapt processes to meet changing customer needs and market dynamics. ?? Ensure leadership commitment and support for long-term success. ??

Para sustentar um programa de Gest?o da Qualidade Total (GQT), é essencial envolver a alta dire??o, promover a comunica??o eficaz, investir na capacita??o dos colaboradores, focar no cliente e estabelecer sistemas de monitoramento e feedback. Essas estratégias contribuem para a melhoria contínua e o comprometimento com a qualidade em toda a organiza??o.

Sustainability, it is one of the most crucial parts. It is easy to to implement and set everything in place, but it can soon loose its luster and get forgotten. Keep it simple and easy and make it part of the normal routine.

à mon sens qui est important à intégrer, c’est le fait d’avoir un but clair, de pouvoir aligner toutes les personnes dans l’entreprise et d’identifier les processus concernés. En d’autres termes c’est de reprendre le concept des 3P, qu’on retrouve dans le Lean : ??Purpose ??Process ??People

An internal, personal responsibility to deliver quality is key to sustaining a TQM system. If this responsibility runs throughout the organization, eventually it becomes part of the culture and the identity of the organization.

Es importante valorar cada aporte que se agrega en el proceso TQM, entre estos aportes, es del empleado, quien estara presente en todo momento, por lo tanto, se sugiere capacitar e involucrar a los empleados en sus diferentes niveles, de esta forma se fortalece el insentivo y el compromiso por la calidad.

Involucrar a los empleados con capacitación y entrenamiento es esencial para el éxito de un programa de (TQM). Este compromiso se vuelve aún más crítico al asegurar que el programa esté alineado con la estrategia organizacional, ya que son los empleados quienes desempe?an un papel central en la implementación exitosa de estos programas. Contar con un equipo capacitado no solo es fundamental, sino que también representa un factor determinante para lograr su empoderamiento. Una estrategia efectiva en este sentido implica una documentación precisa y una transferencia de conocimientos bien ejecutada. Muy útil establecer un ciclo cerrado de documentación que incluya la disponibilidad de material de entrenamiento y permita evaluaciones efectivas.

Employees are the backbone of any quality improvement initiative. By involving them in the TQM process, organizations can tap into their knowledge, skills, and creativity. Empowering employees to make decisions and solve problems fosters a sense of ownership and accountability for quality.

Employee involvement is crucial in Total Quality Management (TQM) programs, emphasizing active engagement across organizational levels. In successful TQM initiatives, employees are empowered to contribute to decision-making, communicate openly, and receive necessary training. Recognition of their contributions fosters motivation and a quality-centric culture. Ultimately, employee involvement cultivates responsibility for quality, driving continuous improvement and achieving excellence.

Implementing quality tools in healthcare involves defining objectives, planning projects, using models like Six Sigma, collecting data, conducting root cause analysis, implementing evidence-based practices, monitoring progress, fostering team collaboration, providing training, and benchmarking performance. This systematic approach enhances care quality, patient outcomes, and operational efficiency.

There are various tools and techniques available to help organizations achieve their quality goals. These tools can be used to identify and eliminate defects, improve processes, and measure progress. Some popular TQM tools include statistical process control, Six Sigma, and Kaizen.

- Statistical Process Control (SPC): Uses statistical methods like control charts and histograms to monitor and control processes. - Six Sigma: Data-driven methodology for reducing defects, employing tools such as DMAIC and process mapping. - Quality Function Deployment (QFD): Translates customer requirements into product characteristics using QFD matrices. - Failure Mode and Effects Analysis (FMEA): Proactively identifies and mitigates potential failure modes through risk assessment. - Root Cause Analysis (RCA): Systematically investigates underlying causes of quality issues for effective corrective actions. - Total Productive Maintenance (TPM): Maximizes equipment productivity via preventive maintenance and operator involvement.

El uso de herramientas adecuadas para la mejora del TQM, siempre va de la mano de la experiencia y las tecnicas de calidad, empleadas acorde a las necesidades del TQM, dichas herramientas estan sujetas a una revisiòn para ver si son adecuadas para el TQM.

Recognition/reward/appreciation of employees not only boost morale, bring positive energy to perform the work with a good mind set but it also generates a sense of genuine responsibility with which they will approach challenges in the assessments while working. I would also add here one more point that for a team to work together, every one in the team must be appreciated for their work even if it's a small part in the whole assignment as it will let every team member feel valued. Yes of course the team lead must also keep giving each of them, higher goals of appreciation.

Recognizing and rewarding employees for their contributions to quality improvement helps to reinforce desired behaviors and keep employees engaged in the TQM process. This recognition can come in various forms, such as public praise, bonuses, or promotions.

Linking intrinsic motivation and extrinsic rewards forms a dynamic strategy for recognising and promoting quality performance within a TQM framework. Intrinsic motivation, rooted in personal fulfilment, thrives in environments that promote autonomy and a positive workplace culture. At the same time, extrinsic rewards, such as monetary rewards, can tangibly acknowledge outstanding performance. In addition, merging individual goals with TQM goals creates a powerful synergy. Employees driven by the alignment of their personal aspirations with organisational goals not only contribute to TQM success, but also become an integral part of the overall success of the organisation.

One of the problems of making comparisons with the best in the industry is the lack of access to information sources. Although we may be able to learn about the performance indicators of top companies in various ways, it is difficult to imitate their processes. In fact, what causes the growth of the organization in the field of TQM and other issues is that they can review the way of doing the processes of their organization based on the best companies.

Seeking external feedback and benchmarking are vital elements of Total Quality Management (TQM). External feedback, including customer input, offers fresh perspectives, validates internal efforts, drives continuous improvement, and enhances customer satisfaction. Benchmarking against industry leaders identifies best practices, sets performance targets, drives innovation, and supports continuous learning. Both practices contribute to organizational excellence by providing valuable insights, driving improvement, and ensuring competitiveness in the marketplace.

Any organization must realize that the quest for continual improvement is ultimately to serve the customer better. You cannot sustain a TQM system if you're not constantly in tune with how the customer (internal and external) feels about/perceives your output.

The key to a successful TQM Program is in an ongoing blend of these elements: ? Adaptability – Quality Programs should be designed in a flexible and responsive way to any changes ? Training and Awareness within the organization – make it real for the People ? The Value of Feedback – as a Driver for quick and effective tangible changes. ? Training & Awareness AGAIN! ? Make sure your People voice their opinions on what works and brings results and what is pointless –> adapt again! ? Did I say Training & Awareness already? ??

I’ve come to see that there are three golden, interacting strategies to launching and sustaining a successful TQM or Continuous Improvement program: - leadership leading - defined and understood processes - a tangible culture of quality

While the post highlights essential practices for sustaining TQM, it overlooks a crucial duo: standards and audits. Standards provide the benchmark for quality. Without them, how do you measure improvement or even define what "good" looks like? They act as the target for your TQM efforts, ensuring everyone works towards the same goal. Audits then verify adherence to those standards. They're not just about finding fault, but about identifying areas for improvement and ensuring the established systems are working effectively. By addressing non-conformances through corrective actions, the audit process safeguards the long-term viability of your TQM program.

There are several other factors to consider to sustain a TQM program effectively, which is to - - Foster a culture of transparency and continuous improvement. - Establish clear communication channels to convey TQM principles and expectations. - Maintain a long-term perspective on quality improvement efforts. - Integrate TQM practices seamlessly into existing business processes. - Develop leadership capabilities to drive cultural change. - Proactively manage risks that may impact the TQM program. - Maintain a strong focus on understanding and exceeding customer expectations. - Uphold ethical standards and integrity in all quality practices.