Total Quality Management 305

Unless there is total involvement of all functions and at all levels, the resulting TQM will be sub-optimal. Based on adequate education and training, there should be implementation of small group improvement activities (SGIA), self directed work teams (SDWT), to multi-discipline task forces. These should lead to empowerment and ultimately, ownership of the process. This then answers the question: "Who is responsible for quality?" The responsibility rests with the person performing the operation. This can only be realized if the operator is educated and trained, given the necessary tools, and both the authority and the responsibility to stop making products before the process starts to make defec­tives.

It is not realistic to expect customers, employees, or suppliers to instantly accept and support drastic changes in your position and approach to total quality management. The process must be rapid but also evolutionary. You must demonstrate your sincerity through leading by example. This shift of attitude, if such is involved, must be "sold." It cannot be mandated. This too is achieved through education and excellent communications.

A recent expansion of TQM is green engineering. This deals with the quality of the environment. It will require a sensitivity to the creation of waste that must be disposed of. This will affect the use of certain processes involving harmful chemicals. It will also require recognition of by-products such as packaging that cannot be recycled. This new direction may impact the sacred cow of minimum cost.

In "What does 'Product Quality' Mean?" David Garvin identifies eight dimensions of quality—Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, and Per­ceived quality. Can any company compete on all eight dimen­sions? Perhaps yes; probably not. It requires that there be specific choices or at least a hierarchy. There must be focus versus diffusion. It should also be recognized that some customer preferences must become performance standards.

When TQM becomes the concern of all functions then certain functions take a leadership role in specific aspects of the change. Some examples are:

• What is required by customers

• What is potentially attractive to customers

• What is possible

• Features

• Sustainable Tolerances

• Reliability of products and delivery

• Suggestions for product enhancement

• Monitor linkages between manufacturability criteria and prod­uct performance

The traditional focus on "feeds and speeds" must move to consideration of:

• Reduction of Variability

• Reliability

• Maintainability

• Tooling wear rates

• Adjustments

• Setup criteria, etc.

The change in attitude from old traditions to new directions is illustrated by the wide interest in the existing awards programs, i.e, Deming, Shingo, Baldrige, and especially, IS09000.

Of special interest are the criteria for the Baldrige Award, which are:

• Leadership

• Information and Analysis

• Strategic Quality Planning

• Human Resource Utilization

• Quality Assurance of Products and Services

• Quality Results

• Customer Satisfaction

Clearly the emphasis is on the process.

While your organization may not intend to compete for any of the prizes, a self-diagnostic combined with competitive benchmark­ing can be the foundation for determining your strength, weaknesses, opportunities, and threats (SWOT). The resulting gap analysis, the determination of where you are with where you need to be, can be the basis for strategic and tactical changes.