
Chapter 2 The ABCs of the TIQM Quality System 47
A variety of other tools, too numerous to mention here, are available, but will
be discussed later in respective chapters.
Executive Management Commits To and Is Actively Involved
in Driving the Information Quality System
Early Quality Management experts made it clear that Executive Leadership
cannot simply delegate the task of Quality to others. They must be personally
involved to make Quality happen:
THE ROLE OF EXECUTIVE MANAGEMENT IN INFORMATION QUALITY
Crosby: “The Executive Leadership must make it clear [to everyone]
where Management stands on Quality.”
42
Juran: But Executives must not just tout their commitment. They must
demonstrate it with tangible actions. “Upper managers must become per-
sonally involved in establishing corporate and divisional Quality Policies,
Goals, Plans, Controls.”
43
Imai: “Declared Commitment at Senior Management level is not, there-
fore, sufficient — it must be made credible by visible support from the
Management Team…. Clear communication is required to explain fully to
all employees the nature and implications of the initiative…[along with]
an intensive program of training.”
44
Juran: “The Upper Managers must participate extensively in the Quality
Initiative. It is not enough to create awareness, establish goals, and then
leave all else to subordinates. This has been tried and has failed ...