Introduction:
TQM is process-oriented. Internal customers are a part of the processes of the firm. The active participation of top management in the annual quality audit is an important part.
Everybody’s participation:
To realize the TQM vision, management must believe ‘that it will help’ to involve all employees. The next condition is that management also invests in the education and training of all employees at all levels in:
1. Identifying defects and problems.
2. Finding the causes of defects and problems.
3. Prevention, i.e. preventing the causes of defects and problems. A condition for effective prevention is that employees have completed points 1 and 2 and that, on the basis of a causal analysis, they make suggestions for and implement quality improvements.
4. Start again.
Model of the parallel organization:
Fig: The parallel quality organization
The powers and responsibilities of the quality organization are as follows:
1. To set meaningful and ambitious quality goals for the individual team/employees. This is done is close co-operation with the teams/ employees who fulfill the goals.
2. To ensure that quality improvements are started and implemented in all parts of the organization, both by top-down and bottom-up initiatives. Quality improvement suggestions can come both from quality improvement teams and individual employees. The annual and three-year plans ensure that the improvements do not peter out.