How do small businesses implement total quality management? When one talks about total quality management, many people think about the experience of large companies. In fact, their experience does not apply to small businesses. Enterprises must flexibly conduct total quality management in accordance with their own characteristics and corporate culture. They must be sensitive to the inherent characteristics of small businesses.
When TQM comes into effect, it is not because of the discovery of the secrets. It is because the implementation has adopted some basic principles and methods for effective management. Most of these principles have long been known. Companies that have succeeded in quality management are all effectively using these generally accepted principles, including data collection, analysis, rational use, and introduction of marketing concepts.
Whether alone or in combination, the above principles apply to most companies. However, applying these principles in the name of total quality management does not reduce the difficulty of learning and applying. Most of the principles set out below are largely the principles that are often used in total quality management. I think some companies have lost confidence in total quality management not because these companies should not promote total quality management, but because they have encountered some difficulties in applying the following basic management principles.
The decision-making process is inseparable from statistics. From the perspective of academic qualifications, experience and intuition, Mr. W Edwards Deming, the famous quality management authority, was originally a statistician, although he also expressed some other profound aspects in conversation and writing. Insights, but the basic method he uses is based on data collection, analysis, and application. Many engineering and production professionals (and even some managers) have received statistical training and can even use statistical process control (Statistical Process Control) at work. However, from the perspective of total quality management, statistical analysis is currently subject to great restrictions and its scope of application should be further expanded.
The problem is not lack of information. In fact, the opposite was true in the computer era. Most companies are overwhelmed by too much information. Collecting and analyzing available information can help us raise awareness and broaden our thinking. The motto of statistical process control is "We believe in God, others provide data."
The second motto should be "The simpler the data, the better." Regrettably, most companies often complicate the control of statistical processes and make them daunting. Those who often have no decision-making power have the opportunity to use statistical process control. Methods, all departments should make decisions based on data. Quality management staff should understand that the effective use of data does not require the possession of an advanced degree in statistics, and that the data submitted to managers must be clear and unambiguous.
Small businesses in this area have many advantages. They often do not face too much information, nor do senior experts have specific control over information. However, the difficulty for small businesses is that the people involved in decision-making are often limited to small-scale senior managers, and they rely on intuition and experience to a greater extent, and rarely exclusively use reliable data.
Employees must be involved in the management The second element of total quality management is that employees must be involved in quality management. Management theories in the early 20th century need to tell employees that they should not be considered in the production process (like machines). What, sometimes, must also force or encourage them to do what they should do. Mr. Abraham Maslow, a psychologist who studied the behavioral motives of humans in the 1940s, and later the experts of human resources management all believe that the employee's contribution to the company is not only physical, but the main role of the manager is to give full play to all aspects of the employee's ability. .
Enterprises often refer to their employees’ potential capabilities as “authorizations,†which also reminds us in other ways that the enthusiasm of authorized employees to participate in management often wanes whenever there is an inherent resistance to corporate change. Each company has its own corporate culture (ie, ideology and behavior). The process of gradual development of corporate culture is the process of trying to adapt to internal and external environments, and corporate culture will be manifested in many aspects, such as work procedures and management methods. , union rules, work reporting channels, interpersonal relationships, job descriptions, etc., all of which may be severely affected by authorized employees participating in management. In addition, employees who are accustomed to working in environments that do not encourage the use of personal talents are often less likely to respond positively to the call for participation in management.
Entrusting employees to participate in management is a recognized scientific management principle. If they are fully implemented, they will inevitably lead to strong competitive advantages. However, corporate culture must also undergo corresponding changes. This is an insurmountable obstacle for any enterprise. . To fully implement the plan for employees to actively participate in management, large companies need to use 8-10 years, while small businesses can complete the corporate culture in just 2-3 years.
Better results in solidarity and cooperation In the specific context of the implementation of total quality management, employees' participation is based on the form of special teams (such as quality groups, independent work teams, and technological innovation teams) to bring out the talents of employees. The formation of the various groups themselves will not necessarily naturally receive sufficient training and guidance (can not be left unchecked), and they should be included in a larger corporate framework (to link quality with daily production and operations) and should be made available to them. Necessary funds and support.
The problems encountered by most working groups in their work are usually not related to “hard skills†or technology (such as statistical process control, process analysis, etc.) although this training is also indispensable. The main difficulties they face are in terms of “soft skillsâ€, ie, skills dealing with people and skills dealing with affairs (belonging to basic elements of good management), which involve interpersonal relationships, working group relationships, and inconsistent people. Working together, organizing meetings effectively, providing feedback, accelerating work processes, taking the lead, listening to different opinions, etc.
Our experience and expert studies have shown that a successful working group can inspire more of the creative talents of employees and enable them to devote their responsibilities to work. This must be acknowledged: Because Americans place special emphasis on highlighting individuals, they often influence the kind of cooperation that is necessary to succeed. The implementation of total quality management is like performing a group boating competition. All boating players must work together and unify in order to achieve success. In baseball, a typical American sporting event, each team consists of 9 or 10 players. Each player's performance is evaluated individually and rewarded accordingly.
Mr. Deming and many other experts believe that the assessment and reward system of enterprises should be revised in accordance with the need to encourage solidarity and cooperation, and foster the spirit of cooperation within the enterprise rather than advocating competition. When the reward system is individual-centered and enables competition among various departments, it will not only undermine the spirit of solidarity and cooperation, but it will also inevitably affect the efficiency of the entire enterprise. The best practices for individuals and departments will be extremely rare for the entire enterprise. Produce the same effect.
Small businesses often encounter unique problems in fostering solidarity and cooperation because small businesses are established by private owners and managers are often still. The indispensable business method that enables private owners to succeed in the early days of their businesses is precisely an important factor that hinders them from achieving further development. The development of enterprises requires that others assume more responsibilities and exercise more power. These are all Employees are encouraged to participate in management and the necessary prerequisites for fostering a spirit of solidarity and cooperation.
Training employees to obtain successful training (also includes learning courses that are not directly related to the job) can enable employees to acquire the necessary knowledge and skills to better complete their daily duties and achieve the required quality standards. A motivated company should recognize that continuous training will energize employees and businesses. As Mr. Deming clearly pointed out, all employees should be provided with various kinds of training, such as the use of new machines or computer programs that are directly related to their work, as well as training in art courses at a local university. If companies can regard training as a long-term initiative, they will create a group of smart, adaptable employees who will be more loyal to the company because they support their personal development. It is necessary to cultivate a flexible and well-trained workforce in a rapidly changing and increasingly competitive international environment. The significance of doing so is self-evident.
Many large companies, whether or not to implement total quality management, only verbally acknowledge the importance of training. Training funds cannot be fully guaranteed. The reason is that employees spend long periods of training time, rarely see immediate results, and the ultimate return. It is also not easy to measure by quantity. Sometimes it is difficult to determine what the results of training investment are. Because the funds of small enterprises are more limited, their training conditions are less satisfactory than many large enterprises. We often encounter this situation: The employees who have just returned from training are quickly affected by the old methods of work and lose their passion for applying better techniques. However, a well-planned and focused training program will receive great support in small-scale enterprises, so that the old methods of work will no longer have an impact. Small businesses still have the ability to take small amounts of money for staff training, although they do not often do so.
Customer-oriented Total Quality Management is special in that it divides customers into external and internal customers. Corporate employees should establish the concept of internal customers and internal suppliers - they refer to those employees within the company that directly supply some of their employees with processing materials and ancillary services, and those employees who receive processed raw materials and ancillary services. Most of the employees do not directly contact external customers. Asking them to take seriously the customers who do not have the opportunity to meet will not produce much practical results. This theory holds that it is possible to provide high-quality products to external customers only if quality is ensured in each process within the company. A set of methods for confirming, measuring, encouraging and rewarding such customer-producer processing and production relations within an enterprise is an indispensable and effective means for total quality management or any high-level management. Small businesses have clear advantages in this regard.
Perseverance and Efforts If companies do not set up appropriate departments to support the work of the quality management team and do not have firm determination to implement quality management research results, then companies should not implement quality management plans immediately. We often encounter this situation: After recognizing the potential advantages of total quality management, the company enthusiastically pursues total quality management, but at the same time, it does not realize how much effort and commitment it should take. If there is no persevering determination and full and strong support, we will not be bothered to implement total quality management, or we will eventually be disappointed.
Withdraw from the end and implement total quality management requirements to vigorously transform corporate culture, it will take several years to obtain substantial benefits from total quality management. Many companies do not have such patience, although overall management and management will quickly bring some benefits and gain some enthusiastic support, but that is just a short-lived and not lasting. Although most companies also know that total quality management is a way of life, a process, a way of thinking behavior (rather than a project, or emergency measures), they still often lack perseverance and commitment. When they do not immediately produce the desired results, they will quickly choose another popular model.
Concluding remarks Total quality management is neither omnipotent nor useless. Regardless of whether the company is advancing comprehensive quality management, many of these elements and principles can be applied at any time to scientific corporate management. Regardless of the banner of total quality management, some principles must be observed under all circumstances, such as the principle of reasonable use of data, employee participation in management, and customer first.
Some people may ask: "Why should we call the banner of total quality management? Why wouldn't we direct our energies to implement these management principles?" Implementing comprehensive quality management after a reasonable arrangement can make a profound change in the company. Make the company pay more attention to the needs of employees and customers.
When TQM comes into effect, it is not because of the discovery of the secrets. It is because the implementation has adopted some basic principles and methods for effective management. Most of these principles have long been known. Companies that have succeeded in quality management are all effectively using these generally accepted principles, including data collection, analysis, rational use, and introduction of marketing concepts.
Whether alone or in combination, the above principles apply to most companies. However, applying these principles in the name of total quality management does not reduce the difficulty of learning and applying. Most of the principles set out below are largely the principles that are often used in total quality management. I think some companies have lost confidence in total quality management not because these companies should not promote total quality management, but because they have encountered some difficulties in applying the following basic management principles.
The decision-making process is inseparable from statistics. From the perspective of academic qualifications, experience and intuition, Mr. W Edwards Deming, the famous quality management authority, was originally a statistician, although he also expressed some other profound aspects in conversation and writing. Insights, but the basic method he uses is based on data collection, analysis, and application. Many engineering and production professionals (and even some managers) have received statistical training and can even use statistical process control (Statistical Process Control) at work. However, from the perspective of total quality management, statistical analysis is currently subject to great restrictions and its scope of application should be further expanded.
The problem is not lack of information. In fact, the opposite was true in the computer era. Most companies are overwhelmed by too much information. Collecting and analyzing available information can help us raise awareness and broaden our thinking. The motto of statistical process control is "We believe in God, others provide data."
The second motto should be "The simpler the data, the better." Regrettably, most companies often complicate the control of statistical processes and make them daunting. Those who often have no decision-making power have the opportunity to use statistical process control. Methods, all departments should make decisions based on data. Quality management staff should understand that the effective use of data does not require the possession of an advanced degree in statistics, and that the data submitted to managers must be clear and unambiguous.
Small businesses in this area have many advantages. They often do not face too much information, nor do senior experts have specific control over information. However, the difficulty for small businesses is that the people involved in decision-making are often limited to small-scale senior managers, and they rely on intuition and experience to a greater extent, and rarely exclusively use reliable data.
Employees must be involved in the management The second element of total quality management is that employees must be involved in quality management. Management theories in the early 20th century need to tell employees that they should not be considered in the production process (like machines). What, sometimes, must also force or encourage them to do what they should do. Mr. Abraham Maslow, a psychologist who studied the behavioral motives of humans in the 1940s, and later the experts of human resources management all believe that the employee's contribution to the company is not only physical, but the main role of the manager is to give full play to all aspects of the employee's ability. .
Enterprises often refer to their employees’ potential capabilities as “authorizations,†which also reminds us in other ways that the enthusiasm of authorized employees to participate in management often wanes whenever there is an inherent resistance to corporate change. Each company has its own corporate culture (ie, ideology and behavior). The process of gradual development of corporate culture is the process of trying to adapt to internal and external environments, and corporate culture will be manifested in many aspects, such as work procedures and management methods. , union rules, work reporting channels, interpersonal relationships, job descriptions, etc., all of which may be severely affected by authorized employees participating in management. In addition, employees who are accustomed to working in environments that do not encourage the use of personal talents are often less likely to respond positively to the call for participation in management.
Entrusting employees to participate in management is a recognized scientific management principle. If they are fully implemented, they will inevitably lead to strong competitive advantages. However, corporate culture must also undergo corresponding changes. This is an insurmountable obstacle for any enterprise. . To fully implement the plan for employees to actively participate in management, large companies need to use 8-10 years, while small businesses can complete the corporate culture in just 2-3 years.
Better results in solidarity and cooperation In the specific context of the implementation of total quality management, employees' participation is based on the form of special teams (such as quality groups, independent work teams, and technological innovation teams) to bring out the talents of employees. The formation of the various groups themselves will not necessarily naturally receive sufficient training and guidance (can not be left unchecked), and they should be included in a larger corporate framework (to link quality with daily production and operations) and should be made available to them. Necessary funds and support.
The problems encountered by most working groups in their work are usually not related to “hard skills†or technology (such as statistical process control, process analysis, etc.) although this training is also indispensable. The main difficulties they face are in terms of “soft skillsâ€, ie, skills dealing with people and skills dealing with affairs (belonging to basic elements of good management), which involve interpersonal relationships, working group relationships, and inconsistent people. Working together, organizing meetings effectively, providing feedback, accelerating work processes, taking the lead, listening to different opinions, etc.
Our experience and expert studies have shown that a successful working group can inspire more of the creative talents of employees and enable them to devote their responsibilities to work. This must be acknowledged: Because Americans place special emphasis on highlighting individuals, they often influence the kind of cooperation that is necessary to succeed. The implementation of total quality management is like performing a group boating competition. All boating players must work together and unify in order to achieve success. In baseball, a typical American sporting event, each team consists of 9 or 10 players. Each player's performance is evaluated individually and rewarded accordingly.
Mr. Deming and many other experts believe that the assessment and reward system of enterprises should be revised in accordance with the need to encourage solidarity and cooperation, and foster the spirit of cooperation within the enterprise rather than advocating competition. When the reward system is individual-centered and enables competition among various departments, it will not only undermine the spirit of solidarity and cooperation, but it will also inevitably affect the efficiency of the entire enterprise. The best practices for individuals and departments will be extremely rare for the entire enterprise. Produce the same effect.
Small businesses often encounter unique problems in fostering solidarity and cooperation because small businesses are established by private owners and managers are often still. The indispensable business method that enables private owners to succeed in the early days of their businesses is precisely an important factor that hinders them from achieving further development. The development of enterprises requires that others assume more responsibilities and exercise more power. These are all Employees are encouraged to participate in management and the necessary prerequisites for fostering a spirit of solidarity and cooperation.
Training employees to obtain successful training (also includes learning courses that are not directly related to the job) can enable employees to acquire the necessary knowledge and skills to better complete their daily duties and achieve the required quality standards. A motivated company should recognize that continuous training will energize employees and businesses. As Mr. Deming clearly pointed out, all employees should be provided with various kinds of training, such as the use of new machines or computer programs that are directly related to their work, as well as training in art courses at a local university. If companies can regard training as a long-term initiative, they will create a group of smart, adaptable employees who will be more loyal to the company because they support their personal development. It is necessary to cultivate a flexible and well-trained workforce in a rapidly changing and increasingly competitive international environment. The significance of doing so is self-evident.
Many large companies, whether or not to implement total quality management, only verbally acknowledge the importance of training. Training funds cannot be fully guaranteed. The reason is that employees spend long periods of training time, rarely see immediate results, and the ultimate return. It is also not easy to measure by quantity. Sometimes it is difficult to determine what the results of training investment are. Because the funds of small enterprises are more limited, their training conditions are less satisfactory than many large enterprises. We often encounter this situation: The employees who have just returned from training are quickly affected by the old methods of work and lose their passion for applying better techniques. However, a well-planned and focused training program will receive great support in small-scale enterprises, so that the old methods of work will no longer have an impact. Small businesses still have the ability to take small amounts of money for staff training, although they do not often do so.
Customer-oriented Total Quality Management is special in that it divides customers into external and internal customers. Corporate employees should establish the concept of internal customers and internal suppliers - they refer to those employees within the company that directly supply some of their employees with processing materials and ancillary services, and those employees who receive processed raw materials and ancillary services. Most of the employees do not directly contact external customers. Asking them to take seriously the customers who do not have the opportunity to meet will not produce much practical results. This theory holds that it is possible to provide high-quality products to external customers only if quality is ensured in each process within the company. A set of methods for confirming, measuring, encouraging and rewarding such customer-producer processing and production relations within an enterprise is an indispensable and effective means for total quality management or any high-level management. Small businesses have clear advantages in this regard.
Perseverance and Efforts If companies do not set up appropriate departments to support the work of the quality management team and do not have firm determination to implement quality management research results, then companies should not implement quality management plans immediately. We often encounter this situation: After recognizing the potential advantages of total quality management, the company enthusiastically pursues total quality management, but at the same time, it does not realize how much effort and commitment it should take. If there is no persevering determination and full and strong support, we will not be bothered to implement total quality management, or we will eventually be disappointed.
Withdraw from the end and implement total quality management requirements to vigorously transform corporate culture, it will take several years to obtain substantial benefits from total quality management. Many companies do not have such patience, although overall management and management will quickly bring some benefits and gain some enthusiastic support, but that is just a short-lived and not lasting. Although most companies also know that total quality management is a way of life, a process, a way of thinking behavior (rather than a project, or emergency measures), they still often lack perseverance and commitment. When they do not immediately produce the desired results, they will quickly choose another popular model.
Concluding remarks Total quality management is neither omnipotent nor useless. Regardless of whether the company is advancing comprehensive quality management, many of these elements and principles can be applied at any time to scientific corporate management. Regardless of the banner of total quality management, some principles must be observed under all circumstances, such as the principle of reasonable use of data, employee participation in management, and customer first.
Some people may ask: "Why should we call the banner of total quality management? Why wouldn't we direct our energies to implement these management principles?" Implementing comprehensive quality management after a reasonable arrangement can make a profound change in the company. Make the company pay more attention to the needs of employees and customers.
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