Defining Quality with TQM

Accurately defining improvement opportunities and assessing the source of waste is imperative in a lean Six Sigma organization. The process of defining can become bogged down, however, in an environment where quality, employee participation and open communication are not actively supported. Moving towards lean quality is a challenge for organizations stagnating in a rut of inflexibility and rigid cliques.

To make self-evaluation and the definition of solutions possible, Total Quality Management (TQM) can be a particularly effective tool in developing a lean Six Sigma organization. This method values consistently meeting and exceeding client expectations, as well as internal means that make this possible.

Implementing Total Quality Management

Successful implementation of a TQM program requires a commitment to quality at every level of an organization. Management must lead by example and foster an environment that inspires the workforce to embrace the principles of ethics, integrity, trust, training, teamwork, leadership, communication and recognition. Management is responsible for supplying the workforce with the resources it needs to perform and inviting its input for achieving quality work. TQM is an active program of embracing and valuing quality as a means for organizational success.

Total Quality Management is not just a new method of doing things or catchy slogans and team meetings. It addresses all aspects of an organization including its culture, structure and means of operation. Needless to say, this can involve sweeping changes in terms of corporate identity over time.

The Effects of TQM on Performance

Although the overall focus of TQM is meeting customer needs in the most efficient way possible, it also plays a role in improving the work atmosphere and worker performance. In an environment where all efforts are viewed as vital contributions towards a common goal, a personal sense of value and responsibility is fostered. This is a powerful motivator that improves job performance and prompts workers to discard narrowly defined areas of responsibility. The organization's performance becomes employees's responsibility, not just their work area or department.

TQM and Defining Lean Six Sigma Opportunities

The personal ownership and investment in quality fostered by TQM can be a powerful ally in defining lean Six Sigma solutions. Defining process changes that eliminate waste and improve quality requires creative thinking, honest evaluation and open communication, all of which are nurtured by Total Quality Management. In an environment where openly shared opinions are welcome and team cooperation is valued, unique and effective solutions may be defined.