B. G. Dale, M. Papalexi, D. Bamford and A. van der Wiele
There are a number of approaches which can be followed in the introduction of TQM and strategic process improvement. These include:
- A listing of TQM principles and practices in the form of a generic plan along with a set of guidelines.
- Prescriptive step-by-step approaches.
- Methods outlining the wisdom, philosophies and recommendations of internationally respected experts on the subject (i.e. Crosby, Deming, Feigenbaum and Juran).
- Self-assessment methods such as the MBNQA model for performance excellence and the EFQM excellence model (see Chapter 12).
- Non-prescriptive methods in the form of a framework or model.
With all this available advice and prescription it is not surprising that there is sometimes inertia on the part of senior management teams who are faced with the task of introducing TQM in their organizations.
It is up to the management team of each organization to identify the approach that best suits their needs and business operation. Indeed, it is not unusual for an organization to find that its TQM approach is not working out as planned and to switch to another approach. Some of the main ways of starting TQM are examined in this chapter. It begins by examining why organizations decide to embark on TQM.
The contribution of Dr David Lascelles contained in the section ‘Change and Continuous Improvement’ is acknowledged.