8/4/2019 Total Quality Management and Motivation
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Total Quality Management and Motivation
Submitted by Robert Heller on Tue, 2005-12-06 13:31.
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Heres a stimulating enquiry from one of our readers, who wants
the answer to questions that
take me back to 1993, when I interviewed 20 European companies
for a book on Total Quality
Management. The enquiry goes to the heart of the matter.
o How is quality management and quality standard linked with
motivation? (I will need a
logical base for the main points of connection between them)
o How will I motivate my staff toward achieving a fantastic
quality standard?
The first answer is to stop thinking about quality management
and quality standards. Youre
talking about TOTAL management. Your aim is to improve,
continuously and forever, everyprocess used in running the
organisation and its output. The logical basis is that getting
people to
think and act within this overriding aim will of itself motivate
them - its a benevolent as
opposed to a vicious circle. The systematic introduction and
operation of quality as a way of life
will achieve phenomenal improvement.
1. This isnt pie-in-the-sky exhortation. In writing the book I
found that total quality companies
followed these instructions:
2. Select and live by the non-financial performance measures
that have the greatest financialleverage.
3. Analyse and simplify all processes - including those of
management itself - especially beforetrying to achieve significant
changes.
4. Have many quick-fix, fast-payoff projects going all the
time.
5. Commit very fully to a very few long-term improvement
programmes that offer very big
benefits.
6. Always include quality programmes aimed at improving
dependability, speed and cost-
effectiveness in the above.
7. Make sure that improvement projects are concentrated where
the pay-offs are largest: whichalmost certainly means indirect,
overhead areas.
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8/4/2019 Total Quality Management and Motivation
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8. Have high targets but reasonably expectations.
Trust, train and educate - all the time.
All these practices are motivational, but especially the last.
If you dont believe that you motivate
people strongly by trusting them, training them, and educating
them in better ways of performingtheir jobs - well, then you have
been flying (or managing) blind. But its not just the lower
orders
who get the TTE treatment in a TQM company, its everybody, right
up to the very top.
The 20 companies I studied all believed that they were genuine,
whole-hearted Total Qualitycompanies. In reality, all but a handful
were kidding themselves, as their results duly
demonstrated. The biggest single difference between the winners
and the also-rans was the
commitment of the top managers, above all the chief executive.
And I dont mean the lip-service
which passes for commitment in most organisations I mean
starting the work of improving
quality at the summit. Whats the point, for example, in working
manfully to raise productionquality when a low-quality
decision-making process condemns the line to working on the
wrong
products?
On one of my visits, I found that the management committee was
identical in membership to the
quality committee. Thats true quality in a nutshell - making
quality the way we do things roundhere, and structuring the
organisation to support that requirement. Youll find yourself
workingalong these lines:
1. Leadership which makes quality the number one, non-negotiable
priority.
2. Empowering employees to experiment and make mistakes,
3. Building quality into the responsibility of all managers.
4. NOT making quality the job of a specific department.
5. Providing training on a just-in-time basis, developing skills
and knowledge as needed.
So there you are for starters, Dear Reader. There is, of course,
much more. But whatever else you
take in, it wont move you very far from these brilliant
basics.
