Tqm Implementation Framework For Indian Companies

In order to implement total quality management, Hales and Chakravorty (2006) found that after identifying the tools for improvement to be used, the next step is to understand the overall operations, and to set priorities for the project. The rationale for developing a framework is that it provides the structure for launching quality management in a planned manner and proposes step-by-step guidance on how to proceed if a set of goals is to be achieved.

One way to understand overall operations is by developing a process map. According to Pyzdek (2003)

“A process map is graphic representation of a process, showing the sequence of tasks using a modified version of standard flow charting symbols. The map of a work process is a picture of how people do their work. Work processes maps are similar to road maps in that there are many alternative routes that will accomplish the objective. In any given circumstance, one route may be better than others. By creating a process map, the various alternatives are displayed and effective planning [to improve the process] is facilitated”.

Frameworks according to Boaden & Dale (1994) serve as

“… a means of presenting ideas, concepts, pointers, and plans in a non-prescriptive manner. They allow the user to choose their own starting point, specific course of action, and priorities, and to develop the individual elements of TQM at a pace that suits their business situation and available resources.”

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Failure to TQM implementation is not due to flaws in TQM principles but inadequate systems for executing TQM properly. According to Samson et al(1998) the reason for failure in implementing TQM are mainly due to how it is implemented i.e the implementation phase. One problem is that the mission, the strategy and the needed values are not interfaced with TQM approach. Many organizations seem trapped with the opinion that TQM is something that is added on to their existing system. TQM should be seen as a new way of managing the business. Implementation of TQM is a complex process since all employees starting with top management need to accept fundamental change. Management commitment is crucial in TQM implementation and this commitment must be permeated to the employees. However trying to change from a culture in which firefighting prevails to a new culture in which constant plans are made, improvement is a norm and attitude is proactive rather than waiting for problems to occur, is quite a formidable task. It will definitely require a new thinking style, the thinking for quality.

Some of the reasons why a framework is needed are

To illustrate an overview of TQM so as to communicate new vision of the organization.

To force the management to address a substantial list of key issues which otherwise might not be addressed.

To give insight into the weaknesses and strengths of the organization.

More importantly to support implementation and to improve the chances of TQM success

So developing TQM implementation model (flowchart) or framework is crucial and should be one of the first things to be done before embarking on TQM. The framework will make the organization more aware of TQM itself and be able to introduce its elements and features in a more comprehensive, controlled and timely manner.

A comprehensive implementation of TQM involves improvements in all departments of the organization through standardization and management of variation in the processes. Despite implementation difficulties, TQM has had and is expected to have further positive benefits and advantages for the workforce and the organization overall. TQM needs to be accepted as a comprehensive and long-term management strategy. With a long-term perspective, it is important to allocate sufficient resources and maintain a clearly visible commitment to such allocation of financial, human and technical resources, in initial and on-going phases of implementing TQM; this is an essential although complex task as any constraints must be considered. In order to successfully implement TQM, a systematic approach is needed to develop a framework or a model (Dale et al., 2001; Yusof and Aspinwall, 2000). The framework should be simple, logical and yet comprehensive enough for TQM implementation. The development of the quality model for this research was based on the Comprehensive literature review and comparison of best practices frameworks which were successfully implemented in other organizations. It is also based on the research findings from the questionnaire survey conducted among the Indian companies. A blending of the salient feature of these frameworks provides the best approach for the development of a best practice framework for implementing TQM in Indian companies.The results from quantitative analysis and experience of the organizations studied indicated that there are some obstacles in the implementation of TQM and due to this it has not been successfully implemented in some of the Indian organizations. These obstacles are mainly because management understanding and commitment to the quality approach has been inadequate no indication of employee involvement in some of the cases. This indicated a traditional, bureaucratic management style. To change this situation, Indian companies should look for a way of developing best practice approaches to support the transformation to better performance. This cannot happen by chance; it should be planned. Most of the quality professionals and practitioners agree that leadership is an important factor influencing the successful application of quality management principles, as mentioned by Deming (1986).

“A company can’t buy its way into quality – it must be led into quality by top management”.

TQM implementation models developed from Western society may not suit other societies due to the differences in social structure, economy, and way of life, specifically cultural values. Individuals from different countries have different values, beliefs, and attitudes that are influenced by their cultural background. There is no “right formula” for implementing quality management, but the local context will have a major influence on its implementation. The proposed model, provides users with a number of practices, drawn mainly from the survey findings and from practical experience of companies in developing countries which have implemented TQM and succeeded. The study of the previous experiences with TQM provided proposals for developing an effective strategic framework for the implementation of TQM.

8.2 The Purpose of the Proposed Model

At present some Indian industries are also trying to achieve manufacturing excellence and are competing in the world market without proper guidelines and direction (Sharma et al-2008). The frameworks that are purposed by consultants and assessors and they are typically used in other countries to provide an approach for the implementation of TQM in domestic industries. Further, significant differences exist between each model and some models address only a very few issues. Therefore the proposed model will focus on addressing all issues and attempt to develop a comprehensive framework for TQM that will be suitable for domestic industries. The need for a new framework is also felt for establishing a process which will determine how much management emphasize and resources should be placed on programs or the key initiatives that manufacturing can use in order for the organization to be a quality organization.

As understood so far it can be seen that quality management is an imperative for competing in the global market and Indian industries have been found wanting in their efforts to survive the changed scenario. There is a requirement for an appropriate framework or model for providing direction and guidance to organizations in achieving manufacturing excellence in the present Indian market scenario – a framework that will suit the Indian milieu and provide strategic directions for Indian industry. The purpose of this TQM model (flowchart), as presented in this chapter, is to bring an attitudinal change to Indian companies and to set the direction for the implementation of quality initiatives in all spheres of business activities. The process of implementation of this model is expected to work faster and more efficiently if there is strong commitment from both top management and employees. The simpler the process used the better it works.

8.3 Proposal for integration of Management systems

An integrated management system that is capable of integrating quality into the complete manufacturing infrastructure of the organizations will ensure that the system meets the needs of both the organizations and the stakeholders. There must be only one management systems standard rather than having a bundle of them. The requirements of these standards are simply are basic elements that can be integrated into the existing organizational system of the business. EMS, QMS, OHSAS, Social Accountability Standards and other such standards, are now more often regarded as foundation of system elements that deal with a specific part of an organization’s structure and dynamics. Once integrated, these elements become components of the overall system, undifferentiated and totally congruent with the underlying principles of employee involvement, management leadership, process consistency, prevention, and continual improvement. These systems are also expected to include common organizational elements for training, corrective and preventive actions. The Indian organizations should implement IMS to promote synergies among different systems and to avoid duplication of procedures.IMS concept is shown in figure 8.1 .

Figure 8.1 The IMS concept

The benefits of such integration will be as shown in following table 8.1

1

Reduction in duplication of policies, procedures and work instructions

2

Reduced costs

3

Synergy between MSS

4

Saving of time

5

Simple documentation

6

Less procedures and less paperwork

7

Multi-functional audits

8

Improved decision making process

9

Higher transparency

10

Clearer responsibility

11

Better structured processes

12

Enhanced effectiveness

13

Higher awareness and acceptance

14

Improved communication

15

Improved image with customers

16

Competitive advantage

Table 8.1 Benefits of integration of management systems

8.4 A Model for Implementing TQM

The model presented in this framework is designed to help organizations get started and continue with the transition to full TQM. It serves as a guideline for implementation of TQM in the Indian environment which is unique with the country having been a protected economy for a large period of time. As a result Indian companies have suffered from a lack of vision, poor leadership, waste of expensive resources, have ignored the potential of human resources as an important agent for change, ignored customers, and insisted on avoiding modern approaches to management. One Indian researcher has recently stated

The biggest challenge for an Indian organization today is to be competitive, not only in the country but globally also. Competitiveness, being a multi-dimensional concept, can be enhanced through many ways. An effective and proven way is through the quality way, which is a major source for creating sustainable competitive advantage for organizations. There are prominent examples among countries and their organizations that have become competitive through the quality way (Dutta-2007).

Managing quality in the organizations yields better quality, higher productivity, more jobs and ability to survive the competition. Nowadays after the country has opened its doors to the open market system and has joined WTO, Indian companies have found themselves to be in a critical position due to international competition. Some of the Indian companies urgently need a large-scale radical change and transformation in the way business is done, particularly in the areas of standardization and quality management. It has become evident to many of the companies affected that they have soon to move towards quality improvement. Adopting the quality proposed model requires a significant change in organizational culture and management philosophy. Moving from one phase to the other depends upon the harnessing of knowledge and expertise gained during the previous phase and fulfilling each phase assessment criteria.

The proposed framework consists of four phases and is designed to help Indian companies get started and move step by step towards TQM culture. Figure 8.2 and 8.3 show steps of the proposed model.

Figure 8.2 Steps of the purposed model

First Step

Creating Quality Climate

The quality climate has profound influence on all other practical aspects of implementation of TQM. A successful implementation builds upon a quality management prerequisite such as an existing quality culture. The reported failures in literature have been related to inadequate implementation of TQM mainly caused by a missing leadership approach or the willingness and ability to change the culture. In this climate individuals adopt the habits of TQM over time as new habits and ways of working replace old styles.TQM itself is to be understood as unfolding two slightly different but related notions. The first is a philosophy of continuous improvement. The second related meaning uses TQM to describe the tools and techniques, such as brainstorming and force-field analysis, which are used to put quality improvement into action. The organizational culture has an impact on the conception, planning, implementation and effectiveness of quality initiatives. By blending the quality requirements into the aspects of organizational life lived by the organizational members, organizational culture facilitates and enhances quality (Mathew-2007).

At this step the organization may has been traditionally managed and has no skill at TQM or how to improve its processes and systems. It has significant problems such as lack of managerial skill, weak administrative systems or low employee morale, processes are poorly controlled and the ultimate success depends on the dedicated effort of all the employees of the organization. This phase is characterized by a quality control. If this is the case within an organization, TQM would not be the best choice of organizational transformation to start with. It is better to start a comprehensive programme of management and leadership development. A management audit is a good assessment tool to identify current levels of organizational functioning and areas in need of change. An organization should be basically healthy in its daily management practices before beginning TQM (Deming, 1986).

SWOT analysis may be undertaken. The top management must be aware of its strengths, weaknesses, opportunities and threats. It must be able to manage the weaknesses. The managers must be committed to learning and provide a role model in seeking knowledge and be aware of the complex realities in which they and their organizations operate. The top management should attend awareness courses, seminars, workshops and conferences, until they have a certain level of knowledge which enables them to judge the improvement initiatives coming from their staff and consultants, be able to make the right strategic decisions, and develop solutions and innovative approaches within their organizations. Managers should know how to benefit from the experience of others who have already successfully shifted their organizations to a better competitive position by adopting TQM. To sustain quality and be competitive, leaders should create a learning organization. Before committing themselves top management must thoroughly understand the principles of TQM or any other quality management system they are looking to implement. TQM is both a mind-set and a set of practical activities, an attitude of mind as well as a method of promoting continuous improvement. The management and employees have to fully understand and be convinced why the organization should achieve total quality, which is to ensure the organization’s sustainability within the climate of competition. Each and every member in the organization should have the same comprehension of terms used for TQM such as quality, defect, good services, bad services, customer and so on. TQM cannot exist without this complete acceptance and once it is in place then different systems and tools can be initiated to propagate and facilitate a culture based on such a philosophy. So this step is characterized by following accomplishment

(1) Top management commitment for quality

(2) Vision and Mission

(3) Middleground Culture change

(4) Long-term commitment

(5) Unity of purpose

Some authors also stated importance of culture and stated

[. . .] the people in the organization are required to make quality a culture in their daily lives. Furthermore, it is also important to understand that TQM is a long-term perpetual improvement process requiring significant resources, both financial and human. It is a dynamic process – not a static one. It is a continuous effort with no deadlines or target dates. The process can never be considered complete since there is no goal or destination; hence, TQM becomes a way of life (Mehra et al., 2001, p. 856).

Before implementing TQM management will need to determine whether a change in culture or a change in the behaviour of the organization’s employees is needed. For many organizations a change in behaviour may be considered sufficient. However, sustained commitment is more likely if employees share the same mental models of quality in the organization. A cultural audit can enable senior management leadership to identify assets as well as liabilities in their culture. This can be done by carefully reviewing the results and determining which aspects are assets of the existing culture and are contributing to the TQM mission and goals of the organization. Simultaneously, the organizational leadership can identify those aspects of culture, which are impeding organizational performance. Many authors suggest that TQM must be instituted as a radical change in organizational culture. Often, however, this shift creates resistance because the fundamental assumptions with which members are aligned are challenged. Rather than a total change, middle ground change processes should be adopted through incremental change, inertia is overcome and resistance is avoided. Teamwork appears to have a particular pivotal role in terms of bringing about change. Some of the organizations have derived a number of benefits from the use of teams, including increased individual performance, less absenteeism, reduced employee turnover, improvements in production cycle time, and better quality.

Effective Communication

Resistance to change can be the major obstacle for TQM implementation in an organization. In early implementation, the top executives of the companies donot focus on formal structure and system, but set up process-management teams to solve real business or organizational problems. The key to success in this area is to align the employees of the business. Total quality management will significantly change the way many organizations operate and ‘do business. This change will require direct and clear communication from the top management to call staff and employees, to explain the need to focus on processes. Everyone will need to know their roles in understanding processes and improving performance. Employees’ attitude and behaviour clearly can be influenced by communication. The essence of changing attitudes to total quality management is to gain acceptance for the need to change, and for this to happen it is essential to provide relevant information, convey good practices, and generate interest, ideas and awareness through excellent communication processes. The systems for disseminating the messages vary from one company to another.

Employee Empowment

Employee empowerment is to create a workforce that is energized by an enhanced ability to produce products or services that meet customer requirements. It can also mean a process of strengthening employees’ feeling and confidence in accomplishing objectives by creating opportunities for employees to participate in decision-making and giving employees’ autonomy from bureaucratic constraints. In TQM organizations, employee empowerment is operationalized by encouraging employees to respond to quality-related problems and providing them with resources and authority to do so. Empowerment could be achieved through employee selection and training programs designed to provide required technical skills together with culture that encourages self determination and collaboration.

The results of this step is as follows

-Top management becomes aware of quality and takes some tentative steps

-Managers ask: What are requirements to build a TQM culture in the organization?, How do we get started?

-Are we willing to change our style of management if that is required to make TQM work?

Table 8.2 Results of step 1

Step 2 Awareness and Preparation

Step two is awakening to the potential of TQM. The objective at this stage is for top management to develop and document a vision of improved quality, along with a strategic quality plan. This represents the most critical phase of this model and requires the implementation of the critical factors for TQM implementation that are important in Indian context. The purpose of this is shown in figure 8.4.

Figure 8.4 Step 2 requirements.

Creating Quality Awareness

The quality awareness has to be created at top management, middle management and workers level. To begin this new direction, the organizations start by examining the type and level of knowledge people possess. This is illustrated in Figure 8.5. The more senior a person the greater is his assumed knowledge of business strategy; namely where the organization is heading. The more “hands-on” a person is, the greater the assumed knowledge of the day-to-day work practices. Senior managers tend to know less about the mechanics of the business but more about corporate objectives. For general staff it is vice versa. As it might be expected, middle managers fit between the two extremes, at the break-even point. Organizations must strive to raise the break-even point. The goal is to encourage senior management to understand more about day-to-day operations while encouraging general staff to gain greater business acumen. The break-even point, at the middle management level, is midway between strategy and work practices and corresponds to business processes. Business strategy materializes as business processes which in turn are linked to the way work is performed. Simple jobs require simple business processes. Complex jobs require processes with multiple decisions and courses of action. With regard to TQM, the break-even point should be the link between what should get done and what does get done, that is between the TQM vision and its reality. Unfortunately it is too often the point of detachment between what senior management want to happen under TQM and what does happen.

Fig 8.5 Levels of Knowledge

This step is absolutely necessary and to launch a formal quality campaign and no one can escape this step. It was always the case during the quality management introduction in the Indian companies that top management did not attend the training sessions. The CEO and top management in this stage should personally follow the progress of the awareness period including awareness training. The more the CEO and top management become knowledgeable of TQM principles, techniques and tools (attending conferences, short seminars, training sessions) the more the quality initiative progresses through the implementation phase. The success stories may be of great help at this step. Top management should involve lower level managers, supervisors and employees in the training activities.

Appointing Quality Manager

The quality manager should be appointed. Quality manager must be seen to support directly the primary aims of the business. This means that they can no longer impose changed plans on the business, but rather he has to persuade and facilitate change. The quality manager’s role varies from one organization to another. He should works closely with senior managers and serves as a vocal supporter for quality. He should not act a ‘czar’. He should be a key player in the organization’s strategic planning by championing the quality process. The quality manager does not write the individual policies and protocols for quality initiative implementation but rather is involved with the overall management team in the development of a quality policy and the accompanying quality manual in cooperation with a steering committee, departmental heads and managers. The quality manager provides guidance and advice and is the focus for all issues relating to quality within the company. The quality manager must be energetic and well versed with all departments of the organization. He should have relevant knowledge on quality management systems, methods and tools. He must be willing to learn from others. He should have excellent skills in dealing with people and facilitating meetings. He should be able to select the subunits for initiation of TQM implementation program.

Training

A systems approach to TQM training is shown in figure 8.6. Once top management had decided to embark on the quality journey, the fastest moving activity would be the provision of training. This is especially relevant to large organizations where different teams could start their training programmes in parallel. Depending on the diversity and amount of training required, the cost could be very high and this could hinder or delay the quality journey. This training should be in applying practical skills, methods and techniques (such as problem solving techniques, quality control tools, 5S concepts and implementation, the use of the new or revised work instructions, reporting techniques and meeting management) in their job related areas. The move from tolerance of failure to universally active involvement in its elimination is a major step forward, but it does require a significant investment in training. The quality policies in laboratories and the conformity requirements of quality, environment and safety management standards should be included in the training programmes. Regular safety workshops may be arranged to strengthen the team members’ knowledge and skills on handling quality and safety problems. Identify all computer concepts that are interesting for quality management including the related methods and tools. In addition to in-house training, team leaders and some supervisory staff may be sent for outside assessor and leadership training in order to create expertise and gain experience in the self-assessment process. The organization should aim for most of the training to be carried out by its staff, so the step is to train the trainers. The training should be across the hierarchy and cross-functional. The process should start with top management, cascading to the front-line managers/skilled workers. The role of training and development professionals in TQM implementation is high and they should be

Familiar with TQM and why it is required;

Assist with organizing training, e.g. needs analysis;

In some cases conduct training;

In other cases train the trainers (e.g. TQM facilitators);

Be a member of the quality steering committee;

Act as a change agent;

Develop strategic training programmes (not just in TQM) to complement the TQM process

Above all, trainers must practice TQM themselves.

Figure 8.6 Systems approach to TQM training

Top managers and shop floor workers receive more training in the areas of “soft” quality tools, quality awareness and customer focus than in statistical approaches. Middle managers and quality specialists receive most quality-related training.

Forming TQM Steering Committee

In order to move successfully the quality improvement projects , it is important that they are set on the right foundation. The Steering Group acts as that foundation, where senior management from different corporate functions, senior project managers and system end users ensure their active involvement; this is critical for the success of the project. The impact of such a group is highest at the initiation, adoption and acceptances stages of the project life cycle and its role is to promote, enhance and lead improvement projects. The Steering Committee will

Provide direction to organization departments regarding areas for product improvement;

Ensure Quality Improvement activities meet standard criteria and advise staff on the QI cycle;

Allocate resources to enhance and support improvement initiatives;

Review current practices to detect, manage and prevent deficiencies in product or service delivery;

Ensure the involvement of all relevant stakeholders in service improvement activities;

Develop and implement a coordinated and systematic approach to monitoring and the recognition reward of success

Facilitators and Improvement Teams

Appointed quality facilitators and coordinators usually have full-time jobs aside from dealing with quality which invariably means that quality is marginalized due to business pressures. Likewise, quality meetings and problem solving are often suspended because of a sudden increase or seasonal peak in business. If quality is to avoid becoming just another “flavour-of-the-month” it must not be held hostage to market forces or short term business imperatives. Quality needs to be “costed” for, and allocated staff and business time, which are not swallowed up once work pressures mount. Facilitators, leaders and team members must be properly trained in team skills and problem-solving tools and techniques. Leader is one who issues directions and has a managerial roll in the organization. The facilitator on the other hand could be someone from the a managerial position or someone who has authority to influence both the higher and lower levels in the organization. By doing so, a facilitator can implement the desired decisions. The role of facilitator should portray includes: focus on the process; remain neutral; show support; control conflict; know when to intervene; and to make available the necessary resources. Team training is regarded as the most significant step and the most necessary element of team effectiveness and success (Thiagarajan et al., 1998). Team building skills are needed to develop the necessary climate and culture that values shared decision making. In training, middle management has an important role to play. One of the most effective ways to gain the support of managers is to first evaluate their accumulated experience, train them in quality principles and techniques, and then train them as instructors (training the trainer courses). This will let them discover their own capability and the value of their experience. The researcher’s practical experience suggests that when someone trains other personnel they become more informed with up-to-date knowledge. In consequence they become confident about training the people for whom they are responsible and ensuring that their own commitment is communicated.

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