Quality management - from the bottom up

One advantage of having a small business is that you don't bother with the management theories that living from selling to larger businesses need to make the consultants. But is this really an advantage? Total quality management is maybe making the correct option for money.

For many companies always quality management the only way to follow. There are huge companies who insist on quality certifications from their suppliers such as e.g. BS5750. Obtaining that could be a costly and laborious process and while you do not require a drive for total quality management, if all these problems then why not take are starting a TQM policy?

Total quality management made sense, the now former Chairman of John McGavigan & co, Jack McGavigan. The family business was founded in 1860 by Jack's grandfather, as a traditional printing business but in the 1960s, it became a specialist in graphics related plastics technology. The Group won a market share of 12% world in the car parts market with innovation and expansion into new technologies.

However, this may not have reached McGavigan had not responded to a growing crisis already in 1987. Competition was hotting and the company was equally pressed from suppliers and customers is how costs increased. The company was already towards quality, with employees, to group together to answer questions in an effort to address set up from bottom to top.

Managing Director John McGavigan automotive products, Edward Smith, believed that further action was required, if disaster was averted. He believed that ' employees are experts, and he was interested in human potential. This meant teams, training and communication.

The will to win was something else, the Smith advocates with high expectations, which form the basis for the company's drive. The company 1.5 would at the same time accept until 2% declines. However, this maximum has been 0.005% - 500 parts per million.

Total quality management has absolutely everyone in society to - therefore the term total', engage, is otherwise useless. The idea is to produce and supply perfect products by perfect processes perfectly satisfied with customers.

That sound like impossible and indeed it is. But the search for "continuous improvement" is the key. Total quality management is not "flavor of the month". It takes years and years. It is a challenge to change the culture of the business, but it is important that everyone is involved. These were the main topics delivered to employees at the McGavigan if your TQM drive began in April 1988.

It has certainly paid off. The company looked Smith to the involvement of employees, an increase in productivity by 80% - improving below provided. And as for the long-term consequences? The company was sold for £ 9.75 million holdings to Pressac.

Robert is a renowned economist and co-author of thinking managers covering a management website quality management and all aspects of managing the modern business world.