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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 team concept is examined. Resistance to change and overcoming that resistance are explored. Ways to measure success are discussed.

This paper describes some lessons learned from the first 2 years of Total Quality Management (TQM) implementation at the Coast Guard Academy (New London, Connecticut). Key issues for TQM adoption at the Academy included leadership, training, organization, total involvement, and measurement. It was found that top management must define the institution's direction and support change. To implement TQM the Guard invested heavily in training 5 percent of its work force. The Academy provided a 3-day training course for 32 senior and middle managers and a 9-day course to 10 facilitators from every division. New organization efforts included formation of a Quality Management Board (QMB) to prioritize and coordinate projects. To lay the groundwork for total involvement the Academy started by implementing TQM first in the service departments and by chartering a study group to recommend a process for adding TQM to cadets' educational and professional development programs. Difficulties were found with measuring change and efforts are continuing to work to improve and simplify quantitative documentation. Early efforts have used surveys and measures of timeliness and dollars saved. A conclusion emphasizes that TQM implementation is a long range project with great potential benefits to the institution and its customers. (JB)

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

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

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

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 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 practicum is designed to assist central office personnel in evaluating the work environment for better coordination to accomplish work, plan for a change effort, and implement a participatory change initiative. The work setting involved a K-12 urban school district (193 schools) containing 431 central-office administrators and more than 10,000 noninstructional personnel, of which 14 department administrators and 15 support-staff members participated in activities to assess: (1) willingness to increase the emphasis on teamwork, (2) readiness in preparing for change, (3) identification of areas in need of change, and (4) leader behaviors with respect to a team effort. Total Quality Management-based activities involved unit members in group processes, group dynamics, and team-building and problem-solving techniques. Through group discussion, the unit members synthesized information relative to the effectiveness of teamwork in the accomplishment of unit, department, and district goals. Results reveal that unit members are more productive and effective when they function as a team. They were also more apt to look for areas in need of change and to initiate a change effort. Appendices provide the study's questionnaires. (Contains 23 references.) (GLR)

This research work is an empirical study that has been done on the implementation of TQM tools and techniques in textile manufacturing firms and factors that were considered to be critical to the adoption of TQM tools and techniques. The prime objective of the use of quality improvement tools and technique is to ensure the quality of a final product to meet the customer’s requirements. These tools help in reducing the costs, wastages, and delays in the production process. This research paper aims at studying the quality tools and techniques used by the textile manufacturing firms, followed by comparing the quality practices of two textile manufacturing firms. Various barriers to the effective implementation of TQM tools and techniques are finally studied. The paper concludes with an indicative model for effective TQM implementation with several recommendations for other firms with similar business performances.

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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.

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.

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 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.

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.