Posted on November 5th, 2009 by admin
Are you the owner of a small and medium businesses? or a CEO of an big organization who spend a lot of resources to implement Quality Management program and yet struggle to get your expected results? Lt alone your return on investment ?
In this post, I share with you my 15 years in the “Implementation of Total Quality Management” program in a local conglomerate, some of the wins. This conglomerate operate business in Fund investment, manufacturing, banking, insurance and property. Being a diversified organization, there are numerous challenges ahead of the CEO of each business sectors. While the owner sees the need of a unified business excellence program, there are also different maturity in their unique business market and growth which required different form of business excellence at different stages.
In the 15 years of employment with this organization, I played several different roles at different years of employment. I started as a process owner of this Total Quality Management and team leader of this initiatives in a manufacturing sector, then move on to a full time TQM facilitator at the corporate office training arm and later took up additional role as a secretariat to the Total Quality Management Steering Committee. As a secretariat, I was responsible to draft implementation proposal to the steering committee for approval and adoption. Once adopted, I will draft an implementation plan for further deliberation.
One of the challenges that I faced was to implement the approved implementation plan across the various business sectors. There is no doubt the implementation of Total Quality Management can bring about long term business advantages, but each businesses are faced with different stages of urgency and needs. Having said that, CEO of each business are obliged to implement the program As this is a corporate direction. As a result, the desired outcome is yet to see their full potential.
What are some of the issues the implementation of Total Quality Management program to a diversified businesses? I append below some key issues for your evaluation:-
| Pros |
Cons |
| CEO and top leaders are committed to the program |
delegate the implementation to their “expert” |
| Finance controller seek return on investment |
Implementer not able to justify the investment and its return |
| Improvement methodology developed are systematic |
Process owner could not follow the methodology and tempted to go back to fire fighting mode |
| Ability to cross share implementation knowledge and experience among different businesses |
Process owner tends to take each business as unique hence learning from others are not applied. |
It is quite unfortunate that CEO who delegate the implementation of the Total quality Management Program are always to busy to personally involved. There is lost in opportunities from the possible positive outcome in the program. Why I empathize the position as a CEO (in this case), he or she should evaluate how some other CEO management the implementation of such important program, example”-
The CEO of G.E. re very involved in their 6-sigma and belters program. It was made a Human Resource Policy that staff must attained Green Belt before consideration for career advancement.
In conclusion, as a CEO or owner of a business, recognizing the long term benefits of a program like Total Quality Management is essential to encourage you to allocate your time involve in the implementation. Delegation, however has many flaws in this program.
Tags: ceo involvement, GE example, how to start tqm, total quality management | Category Uncategorized
