Notre Dame football coach Lou Holtz, once said "When all is said and done, more is said than done". Despite of all Reden--passionate talk glossy brochures, clever show high-tech videos, convincing sales pitches, snappy slogan, strategic plans, and solemn Jahresberichte--the service and quality action is provided by most organizations, at best mediocre.
Many well-intentioned "total quality management" improvement efforts are not working. Their international study total quality management practices found in the Conference Board of Canada is a study which showed that "seven out of ten North American companies in their attempt to run a total quality strategy fail". But before we conclude that TQM was just another fad-a "taste of the month"-take a closer look. Only a tiny number of organizations in the United States really tried total quality management. Most spoke about TQM during implementation Pqm-part quality.
Move some quality management to true total quality management is exceptionally hard. Here are a few of the key:
Senior management involvement - Permission, Lippenbekenntnisse--even passionate Lippenbekenntnisse--is not enough. Managers and supervisors adopt, the visible priorities of your boss. All too often service and quality is improving what above delegates in the middle to do below. Vancouver based shark finning Ltd (the world's largest Caterpillar dealer) CEO Jim Shepard and its leaders are not just mainly for all service and quality of training to everyone else are given, the teacher providing sessions for their people.
Aligned and support teams-work during Department, group, branch, project or process of improvement teams are clearly at the heart of today's high performing organizations, managers will find too many teams who go ahead of time. Many medium to large organizations are not prepared more than a few pilot team a year or two of their implementation to support. In an organization with poorly prepared improvement teams smack in "old guard" supervisors and a trainer in a hockey rink is one manager who think or means "if I want any your bright ideas I will give foster innovation to you". Team suggestions inhibiting systems and cross-functional processes reorient a lukewarm and sometimes hostile welcome are given by this very managers and specialists installed and now "Snoopervise" you.
Planning and reporting-service and quality with the same discipline and strict as good business planning needs to be addressed. Manager, employee, $ or training activities aimed at enhancing the stick whimsical convinced some of which it is bound, raises deserves the whimsical service and quality that he or she receives. Effective organizations spend often months management, trade unions, working groups, members of the Board and may be important suppliers and customers in strategic quality planning. Their service and quality are measurement and reporting systems every bit as tightly as their accounts.
Width and balanced recognition-a sure sign of partial quality management is a tools and techniques avoid some improvement. Effective implementations pull together the best techniques from the areas of customer service-understanding and perceived value, improve improve quality - improvement processes at all levels by collecting, analyzing, and monitoring critical performance data (Xerox calls this "fact-based management") and organizational development-building leadership skills and changing the corporate culture.
Capacity as also knowledge building-three can slide of trays, a series of videos and five pounds of books and manuals all delivered through a dynamic Presenter Guide about group dynamics or process management or team members teach. But often not this "spray and pray" approach participants calculate how to keep meetings focused or help resolve conflicts. Improve physical fitness, we all know that the understanding of the healthy common sense ideas is one thing, put something else sense in practice. Technology used in the most training programs does not work. It can be enlightened attendees excited and aware, but leaves is rarely more competent.
True total quality management produces dramatic results. But moving PQM is required so much discipline, consistency in TQM and endless diets or new resolutions on long-term and sustainable lifestyle change new habit-forming as moving year's fitness.
Jim Clemmer is a best-selling author and internationally acclaimed keynote speaker, workshop retreat leader and change management team developer on leadership, customer orientation, culture, teams and personal growth. In the last 25 years, he has delivered over two thousand customized keynote presentations, workshops and retreats. Jim's five international best-seller books include the VIP strategy that on all cylinders, pathways to performance, increasing the distance and the leader's Digest firing. His site is http://www.clemmer.net/articles
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