Managing holistic improvement.

Abstract

In the rush to stay in tune with the rapid pace of change, many organizations are now implementing total quality management (TQM)--often without first examining whether they are ready to take full advantage of what this approach has to offer. Indeed, if TQM is implemented as a quick fix (for example, getting everyone involved in learning tools and techniques, forming continuous improvement teams across departments and disciplines, and then expecting all employees to make significant improvements in the way they serve their customers) when, in fact, there is mistrust, defensive communication, little teamwork across work units, conflicting strategic signals, fragmented organizational structures, and a reward system that ignores performance, virtually any TQM program is likely to fail. Rather than putting more and more pressure on employees to improve--when they cannot because of all these roadblocks--organizations might first consider identifying and then removing their systemic barriers to success with a completely integrated program. Once the necessary foundation for TQM has been established, all employees will be able--and willing--to work together to improve their processes, products, and services for the benefit of their customers.