94 PHILOSOPHIES AND CONCEPTS
to a manageable position compatible with delivering quality outputs. However
this requires lot of perseverance and patience.
A FEW OTHER FOUNDATIONAL CONCEPTS OF TQM
Adoption of a philosophy provides intrinsic motivation, guidance, and a mission-
ary zeal. One must be able to differentiate between a philosophy, concept, and
methodology. Philosophy involves a set of principles and beliefs while a concept
means a generalized notion and a methodology is set of orderly procedures for an
activity. An organization without any philosophical motif is on a journey towards
the wilderness, almost like a rudderless voyage. The true power of a radical phi-
losophy cannot be captured or leveraged if only those points liked by management
are adopted and those that clash with the old, conventional or traditional view are
discarded or avoided. For a philosophy to take root, percolate and yield desired
results, the owner or top man of the organization has to go beyond merely patron-
izing the philosophy; he must become a disciple of total quality. The vision
emanating from a noble and exalted philosophical doctrine must be shared by all
to induce ownership. A shared vision induces purpose and values, which give the
organization conviction and character to face the hurdles and climb towards
success. Vision must be followed up by appropriate action.
‘Mindset’ is a form of negative bias that is an impediment to quality and change
management initiatives. The shifts in the real world have to be recognized and
conscious effort is required to ensure that one is not saddled with the old paradigm.
‘Quality starts with self’, hence, conscious effort towards self-development is
essential. One must comprehend the imperatives and change one’s own attitude
and behaviour.
Management of change implies total transformation. A company or organization
that wants to transform has to change completely and revalidate its fundamental
belief and practices. Provision for wastages and poor quality at the planning stage
as practiced by traditional management is in reality institutionalising inefficiency,
and perpetuating wasteful performance by giving allowance to chronic quality
problems. Poor quality is not inevitable; unfortunately it is planned for short-term
gains. Excellent quality does not mean great expense. Unlike the conventional
thinking quality improvement and cost reductions are not contradictory or to be
achieved at the expense of the other. The costs continue to accelerate if a defective
reaches the customer. Apart from other costs, no one really knows the ramifications
and cost of a disgruntled customer. Cost control or cost cutting are actions taken
in desperation and cannot provide permanent solutions. Organizations have to
work towards cost-effectiveness, which is a win-win situation for both the customer
and supplier. Cost-effectiveness, like quality, is also a moving target; it is a great
challenge that can only be met by proper deployment of TQM philosophies and
ensuring total quality of management.
Anybody who is impacted by the processes and products is a customer and may
be internal or external to the organization. In order to bring in the personalized

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