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Reprint. Originally published: Greensboro, N.C. : LEADS Corporation and Piedmont Partners, ©1992

This Special Report discusses the Interpretation and use of Mission Effectiveness (ME) Charts in a Total Quality Management/Methodology for Generating Efficiency and Effectiveness Measures (TQM/MGEEM) system including their relationship to processes and Dr. Deming's 14 points. Also included am how to post results, how to track performance over time, and how to roll up indicators into overall effectiveness scores. This paper explains how to conduct a TGM/MGEEM feedback session Including selecting members and establishing the agenda. It briefly discusses the role of teams in improving processes and identifies pitfalls to avoid in their use.

This report is a general technical guide to the Total Quality Management/Methodology for Generating Efficiency and Effectiveness Measures (TQM/MGEEM) detailing information not found in the other three reports in this series. It discusses a system model of productivity and performance, how performance and measurement are related, characteristics of an ideal measurement system, and how these issues relate to Air Force organizations. It outlines the importance of a mission statement to a target organization and how to use the nominal group technique to develop a mission statement, identify customers, suppliers, key result areas (KRAs), indicators, and Mission Effectiveness (ME) charts. Finally, it addresses how TQM/MGEEM is used to implement TQM, including an overview of the TQM/MGEEM process, characteristics of the TQM/MGEEM measurement system, pitfalls to be avoided, and how TQM/MGEEM can be used to address the 14 points of Dr. W. Edwards Deming. Included as appendices are examples of mission statements, KRAs, indicators and ME charts, and an annotated TOM bibliography.

This document offers administrators a concise approach to the various theories of total quality management (TQM) and the tools necessary to implement these theories at postsecondary educational institutions. The book is divided into four chapters. Chapter 1 introduces the principles of TQM by briefly: (1) reviewing the ideas of TQM leaders; and (2) discussing how their ideas might apply to institutions of higher education. Chapter 2 examines the common elements of the quality experts' ideas and suggests how they may be applied to institutions of higher education. Chatper 3 suggests an expeditious method to obtain a baseline from which to begin a total quality improvement program. The method uses a nationally recognized tool (from the Malcolm Baldrige Award) to evaluate an institution's quality index. The suggested method can be used to rate either an entire institution or a single department/unit. Finally, the fourth chapter examines the conditions necessary for establishing a total quality culture in colleges and universities. These are: (1) education and administrative commitment; (2) education and commitment of faculty and staff; (3) establishment of trust; (4) establishment of pride in workmanship; and (5) changes in the institutional culture. Contains 22 references and a 597-item bibliography. (GLR)

This document offers administrators a concise approach to the various theories of total quality management (TQM) and the tools necessary to implement these theories at postsecondary educational institutions. The book is divided into four chapters. Chapter 1 introduces the principles of TQM by briefly: (1) reviewing the ideas of TQM leaders; and (2) discussing how their ideas might apply to institutions of higher education. Chapter 2 examines the common elements of the quality experts' ideas and suggests how they may be applied to institutions of higher education. Chatper 3 suggests an expeditious method to obtain a baseline from which to begin a total quality improvement program. The method uses a nationally recognized tool (from the Malcolm Baldrige Award) to evaluate an institution's quality index. The suggested method can be used to rate either an entire institution or a single department/unit. Finally, the fourth chapter examines the conditions necessary for establishing a total quality culture in colleges and universities. These are: (1) education and administrative commitment; (2) education and commitment of faculty and staff; (3) establishment of trust; (4) establishment of pride in workmanship; and (5) changes in the institutional culture. Contains 22 references and a 597-item bibliography. (GLR)

Thesis advisor, Roger D. Evered

Thesis advisor, Roger D. Evered

The purpose of this study was to describe and assess the design of Air Force Acquisition Logistics Center's (AFALC) strategic plan for implementing Total Quality Management (TQM). Documentation of such implementation methods can provide useful crossfeed to other services organizations attempting similiar efforts. The following research questions were addressed to present the case in a useful context for interpretation: (1) What is TQM and how will it be implemented in AFALC; (2) How can the quality of service organizations be improved and what techniques may be useful for this purpose; (3) How does the environment at AFALC differ from most Air Force organizations implementing TQM and what obstacles must it overcome; (4) How important is strategic planning to the success of implementing programs and what key elements are critical to effective strategic planning; and (5) How can this case study benefit other organizations implementing TQM or another quality program. Theses. (RRH)

This thesis will show how Total Quality Management (TQM) can be taken from theory and operationalized at the intermediate level of aircraft maintenance. It begins by presenting four factors that will support the implementation process: top level commitment in the form of CNO support, the closed loop environment of intermediate maintenance activities, the successful implementation at the depot level, and the fact that components of TQM already exist within the Navy. The thesis then introduced some of the resource centers that can assist with the implementation process. The methods of TQM implementation as advocated by Navy resource centers (the Navy Personnel Research and Development Center and the Naval Aviation Maintenance Office) are explored. The thesis illustrates how the use of these resource centers, the early targeting of key personnel, and the use of a pilot program can help facilitate the implementation process. An examination of the obstacles to the TQM implementation process such as adapting existing programs and reward systems, conclude the thesis.

Implementing Total Quality Management (TQM) into the U.S. Coast Guard Reserve involves a major change in the way work is done. The impact will be enormous and universal. Thorough planning must be done to ensure satisfactory integration of TQM. Interviews with the principal officers involved with the TQM initiative were conducted to examine the current status of the project. This study describes the basics of the Coast Guard's TQM philosophy and tools, identifies criteria of successful change, and delineates general techniques for the implementation effort. Resistance to change and overcoming that resistance are explored. A general guide for implementing change in the Coast Guard Reserve is outlined as a product of this research. The guide can be employed so as to be useful for initiating TQM or any new concept into an organization.

Implementing Total Quality Management (TQM) into the U.S. Coast Guard Reserve involves a major change in the way work is done. The impact will be enormous and universal. Thorough planning must be done to ensure satisfactory integration of TQM. Interviews with the principal officers involved with the TQM initiative were conducted to examine the current status of the project. this study describes the basis of the Coast Guard's TQM philosophy and tools, identifies criteria of successful change, and delineates general techniques for the implementation effort. Resistance to change and overcoming that resistance are explored. A general guide for implementing change in the Coast Guards Reserve is outlined as a product of this research. The guide can be employed so as to be useful for initiating TQM or any new concept in an organization. An in-depth reporting of the full range of quality literature and the various proponents' philosophies was felt unnecessary as the Coast Guard has already chosen the TQM method it will use. this factor influenced the research concentration away from other TQM philosophies toward the organizational change area. The change literature contains vast amounts of information. The models selected for this thesis are representative of that information, and the evolution of theories in the field of planned change. (3) Assumptions. This thesis assumes the reader has no, or very little, knowledge of the Coast Guard's TQM method or familiarity with change models. The researcher also felt there may be limited knowledge in some areas of Coast Guard management about TQM and planned change concepts.

Thesis advisors, Benjamin J. Roberts and E. Neil Hart

In an internationally competitive training environment, implementation of Total Quality Management (TQM) in vocational education can provide a comparative advantage in preparing the type of work force required for micro and macro economic reforms. The concept of TQM can be used as a management tool to improve the standards of vocational training. Before a quality assurance program can be established in vocational training, stakeholders must agree on what the quality plan is intended to achieve. A Technical and Further Education (TAFE) system must have a felt need, management commitment, an organizational culture, and a strategic plan in place to make improvements in vocational training through TQM. Quality planning is vital for an effective, self-sustaining, and manageable quality improvement process. For a TAFE system, this process may include: (1) commitment to quality at all levels within the organization and especially at senior management level; and (2) the identification of key areas of nonconformance and willingness to take corrective action. Standards are guides against which quality programs can be defined, implemented, and audited. They are important in identifying, comparing, contrasting, and making continuous improvement in TQM. Internal or external standards or a combination could be used as part of the implementation of TQM. (Contains 21 references.) (YLB)

This document describes the DLA Office of Civilian Personnel TQM implementing plan in the Human Resource Management and Development (HRM/D) function. The plan incorporates the findings, recommendations, objectives and considerations identified through the DLA Personnel Management Futures Program, the DLA strategic Plan, the HRM/D aspects of business area analyses and the research activities of the TQM Working Group. This plan implements the DLA TQM Master Plan with specific milestones for the accomplishment of TQM goals in HRM/ D. Keywords: Continuous process improvement.

The Royal Australian Air Force (RAAF) is committed to the world-wide challenge to constantly improve quality. Total Quality Management (TQM) is one initiative being investigated by the RAAF to achieve continuous improvement of it processes. The purpose of this thesis was to examine the elements of a TWM program, and provide guidelines for introducing TQM into the RAAF. To accomplish the research objectives, a literature review of quality-related material was conducted. Quality principles and techniques were discussed, as was development of strategies of continuous process improvement. In addition, multiple case study analysis of select U.S. DOD organizations which have implemented TQM, was used to highlight the problems associated with introducing TQM in a military environment. The study found that TQM appears to be an effective strategy for achieving continuous improvement in quality and productivity. The guidelines provided for implementation of TWM in the RAAF focused on five fundamental elements: culture, management direction, organization, people, and continuous process improvement. The integration of these five elements forms a strategy for TQM implementation in the RAAF.

A Chief of Naval Operations (CNO) initiative in 1989 prompted Fleet Numerical Oceanography Center (FNOC) to request that an organizational study of their operations be conducted and a strategy for implementing Total Quality Management (TQM) be developed. This thesis provided that study. The study's goal was to determine FNOC's readiness to accept TQM. And if they were assessed as ready, to tailor a TQM implementation plan to their needs. Furthermore, a case was provided to help others wrestle with the readiness and implementation issues. The study used a two-phased approach to assess FNOC. The first phase was a review of the current practitioner-oriented management literature about TQM, change theory, and strategic management. The second phase was followed by an on- site field study of FNOC itself, including an Organizational Assessment Survey and personnel interviews. This phase provided an organizational assessment of its strengths and weaknesses that might help or hamper TQM implementation.

This report documents the role senior leadership must play in the Total Quality Management/Methodology for Generating Efficiency and Effectiveness Measures (TQM/MGEEM) process and philosophy. Generally observed characteristics of DOD organization TQM implementations and their weaknesses are discussed. Successful TQM implementation depends on direct commander involvement in several areas of the TQM effort including training, empowerment through the Quality Council, establishment of measures, championing of TQM and the mission statement, and continual improvement efforts. Finally, the paper issues a call to action for the commanders, explaining that with their continual, visible commitment to a TQM effort, all else will follow and without this type of commitment, any efforts toward TOM are doomed to failure.

This report documents the role senior leadership must play in the Total Quality Management/Methodology for Generating Efficiency and Effectiveness Measures (TQM/MGEEM) process and philosophy. Generally observed characteristics of DOD organization TQM implementations and their weaknesses are discussed. Successful TQM implementation depends on direct commander involvement in several areas of the TQM effort including training, empowerment through the Quality Council, establishment of measures, championing of TQM and the mission statement, and continual improvement efforts. Finally, the paper issues a call to action for the commanders, explaining that with their continual, visible commitment to a TQM effort, all else will follow and without this type of commitment, any efforts toward TOM are doomed to failure.

viii, 232p

viii, 232p

This thesis will show how Total Quality Management (TQM) can be taken from theory and operationalized at the intermediate level of aircraft maintenance. It begins by presenting four factors that will support the implementation process: top level commitment in the form of CNO support, the closed loop environment of intermediate maintenance activities, the successful implementation at the depot level, and the fact that components of TQM already exist within the Navy. The thesis then introduced some of the resource centers that can assist with the implementation process. The methods of TQM implementation as advocated by Navy resource centers (the Navy Personnel Research and Development Center and the Naval Aviation Maintenance Office) are explored. The thesis illustrates how the use of these resource centers, the early targeting of key personnel, and the use of a pilot program can help facilitate the implementation process. An examination of the obstacles to the TQM implementation process such as adapting existing programs and reward systems, conclude the thesis.

This thesis will show how Total Quality Management (TQM) can be taken from theory and operationalized at the intermediate level of aircraft maintenance. It begins by presenting four factors that will support the implementation process: top level commitment in the form of CNO support, the closed loop environment of intermediate maintenance activities, the successful implementation at the depot level, and the fact that components of TQM already exist within the Navy. The thesis then introduced some of the resource centers that can assist with the implementation process. The methods of TQM implementation as advocated by Navy resource centers (the Navy Personnel Research and Development Center and the Naval Aviation Maintenance Office) are explored. The thesis illustrates how the use of these resource centers, the early targeting of key personnel, and the use of a pilot program can help facilitate the implementation process. An examination of the obstacles to the TQM implementation process such as adapting existing programs and reward systems, conclude the thesis.

Trying to maintain a modern, capable military in an atmosphere of reduced industrial-base capability, rising weapons systems costs with longer development times, and negative perceptions of defense acquisition and contract management, all in an era of shrinking defense budgets, is a tremendous challenge for the Department of Defense (DOD). In my judgment, the only way we can hope to accomplish this is through adoption of an across-the-board better way of doing business, such as found in Total Quality Management (TQM). This paper is written to promote top DOD leadership understanding and acceptance of TQM concepts and picks up where Deming's theories leave off in How to implement TQM. A two-phased approach to implementing TQM is spelled out; then barriers and obstacles to implementation in DOD are identified and what needs to be done to make it work. Recommendations for review are: (1) An institutionalized education and training process through various DOD schools (2) Changing to a multiyear budget process. (3) Changing our DOD contracting philosophy from price driven to quality driven. (4) Maintaining constancy of purpose and managerial continuity by extending tour lengths. (5) Revising the performance rating process to focus on teamwork and cooperation vice internal competition.

Implementation of Total Quality Management (TQM) is a major challenge facing health care organizations in the United States today. Understanding the organization's culture or climate is an essential element in initiating any successful quality process. Cultural audits evaluate the current state of an organization, assessing a multitude of factors and can lead to fact-based, positive recommendations for improvement. The purpose of this research project was two-fold: identify the current cultural profile of Tripler Army Medical Center staff members to establish a baseline on the existing culture, and determine if any cultural differentiation exists among occupational categories. A quantitative and analytical methodology was used in evaluating the corporate culture. The data collecting instrument was a modified Litwin and Stringer Organization Climate Questionnaire which was distributed to a stratified random sample. Statistical analysis included both description and inferential methodologies. Tripler had a relatively positive cultural profile on seven of the ten construct variables. There was tremendous consensus between occupational categories on all variables. The lack of variation between groups indicates the climate described is strongly representative of the entire population. Benchmarking the current cultural blueprint against the desired cultural qualities is the basis for improvement programs.

The California Community Colleges are in the midst of a reform process initiated by Assembly Bill 1725. A major goal of the bill is to fund colleges' staff development efforts. In an effort to transform the campus organizational culture from one of predominant competitiveness to collaboration, El Camino College (ECC) in Torrance, California, initiated a comprehensive training program in the management principles of Total Quality Management (TQM). In May 1989, 39 administrators, classified staff, and faculty completed 10 days of training in TQM, covering basic principles, data gathering, the TQM transformation model, and "coaches" training to build interpersonal and leadership skills. The basic principles of TQM argue that the goal of all employees of an organization should be either to serve the organization's customers directly, or to serve fellow employees who do. The TQM transformation model calls for project teams, comprised of five to seven representatives from various departments, to identify work areas needing improvement, collect data, and generate improvement activities. Human relations training, focusing on interpersonal communication skills, helps create a collaborative work environment among project team members. After the training program was completed, participants' experiences were used to develop an awareness package, consisting of a set of five educational modules, for training other ECC employees in TQM. This report includes a description of ECC's current educational setting; an examination of the principles of TQM, focusing on 5 of the 14 TQM principles most relevant to education; a discussion of organizational and management theories, including a review of human resource theory, collaboration versus competition, and the importance of middle managers; and a discussion of management successes at Miami-Dade Community College in Florida. (PAA)

This Special Report deals with a tool to facilitate the transition from a traditional management environment to a Total Ouality Management (TOM) environment through the use of the Methodology for Generating Efficiency and Effectiveness Measures (TOM/MGEEM). It provides TOM facilitators with a step-by-step explanation of the TOM/MGEEM process for building a quality measurement system based on an organization's mission statement and customer needs. Preparation of the organization for reception of a TOM measurement system as well as preparation for the development sessions is discussed. The team mindset a facilitator needs to cultivate and potential pitfalls that a facilitator may encounter are discussed. The membership of the development teams as well as each of the tasks that the teams need to accomplish (review of mission statement, identification and prioritization of customers and suppliers, identification of Key Result Areas, development of indicators, and Mission Effectiveness Charts) are discussed. A brief discussion of how to use the development TOM/MGEEM measurement development system is also included.

This study aimed to identify the implementing degree of Total Quality Management (TQM) principals by Academic Departmental Heads (ADH) at the Najran University from faculty members' perspectives. It also aimed to determine significant differences between the average estimate of sample section of faculty members about the implementing degree of TQM principles by ADH attributable to the study variables (gender, faculty, and academic rank and experience years). The study sample consists of 200 faculty members. A questionnaire divided into six domains (44 items): (effective leadership, make decisions based on facts, strategic planning, participation and teamwork, focus on the satisfaction of the beneficiary, and the continuous improvement and excellence). The most significant outcome revealed from this study, that the implementing degree of TQM principles was average (68.4%). Results also have shown statistically significant differences at the level (a = 0.05) in the responses of faculty members about assessing the implementing degree of Total Quality Management (TQM) principals by Academic Departmental Heads (ADH) at Najran University according to the study variables (gender, academic rank and experience years). In light of these findings, the study has recommended several recommendations such as finding a clear functional description for the job of the academic ADH which can explain the tasks and specializations at Najran University.

This document describes the Office of Small and Disadvantaged Business Utilization plans for implementing TQM. It contains a brief discussion of TQM concepts, methodology for implementation and goals. In addition to focusing on internal improvements, DLA-U will provide TQM information to potential small and disadvantaged businesses as part of their implementation efforts. Keywords: Small business program; Continuous process improvements.

This document describes the DLA Office of Policy and Plans Total Quality Management implementing plan. The Office of Policy and Plans is approaching TQM implementation in two dimensions. The Office will ensure that Agency-wide programs reflect the TQM philosophy and produce tangible results. Within this Office, implementation will focus on process improvement. Keywords: Continuous process improvement.

One of a series of guides on implementing the Americans with Disabilities Act (ADA), this guide focuses on the relevance of total quality management (TQM) principles to the ADA. First, the guide briefly explains both the ADA and TQM. Next, "reasonable accommodation" under the ADA is discussed and suggestions for using TQM to help implement the ADA are offered. These suggestions urge implementation of four TQM principles: capacity building, universal design, focus on strengths rather than deficits, and use of data for decision making. The planning process of TQM is then applied to reasonable accommodation in the form of the Plan-Do-Check-Act cycle. Suggestions for educating personnel about the ADA include adding it to existing TQM training efforts. Several organizational resources are listed. (DB)

The implementation of Total Quality Management involves a major change, a paradigm shift, in management philosophy. Implementing TQM requires the use of a change agent to act as a catalyst to change the organization. Interviews with TQM coordinators, and a survey of 143 organizations were done to examine the role of the TQM coordinator. Research identified criteria for selection, and location in the organizational structure. Use of an external consultant in a team concept is examined. Resistance to change and overcoming that resistance are explored. Ways to measure success are discussed.

The implementation of Total Quality Management involves a major change, a paradigm shift, in management philosophy. Implementing TQM requires the use of a change agent to act as a catalyst to change the organization. Interviews with TQM coordinators, and a survey of 143 organizations were done to examine the role of the TQM coordinator. Research identified criteria for selection, and location in the organizational structure. Use of an external consultant in a tem concept is examined. Resistance to change and overcoming that resistance are explored. Ways to measure success are discussed. Keywords: Theses, Total quality control; Methodology; Surveys. (KR)

The implementation of Total Quality Management involves a major change, a paradigm shift, in management philosophy. Implementing TQM requires the use of a change agent to act as a catalyst to change the organization. Interviews with TQM coordinators, and a survey of 143 organizations were done to examine the role of the TQM coordinator. Research identified criteria for selection, and location in the organizational structure. Use of an external consultant in a tem concept is examined. Resistance to change and overcoming that resistance are explored. Ways to measure success are discussed. Keywords: Theses, Total quality control; Methodology; Surveys. (KR)

A Chief of Naval Operations (CNO) initiative in 1989 prompted Fleet Numerical Oceanography Center (FNOC) to request that an organizational study of their operations be conducted and a strategy for implementing Total Quality Management (TQM) be developed. This thesis provided that study. The study's goal was to determine FNOC's readiness to accept TQM. And if they were assessed as ready, to tailor a TQM implementation plan to their needs. Furthermore, a case was provided to help others wrestle with the readiness and implementation issues. The study used a two-phased approach to assess FNOC. The first phase was a review of the current practitioner-oriented management literature about TQM, change theory, and strategic management. The second phase was followed by an on- site field study of FNOC itself, including an Organizational Assessment Survey and personnel interviews. This phase provided an organizational assessment of its strengths and weaknesses that might help or hamper TQM implementation.