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The Office of the Secretary of Defense created a master plan for the implementation of Total Quality Management (TQM) in the Department of Defense (DOD) in response to a 1988 Presidential mandate. TQM is a management philosophy that has been embraced by DOD as the best method to improve quality and productivity and reduce costs within the Department. The TQM concept is primarily based on the pioneering work of Dr. W. Edwards Deming, Dr. Joseph H. Juran, and Philip B. Crosby and is directed at achieving continuous process improvement of products and services. The overriding objective of TQM is to increase customer satisfaction (DOD, 1988). While the application of TQM in the manufacturing industry and the military acquisition system has been successful, the health care industry has only recently begun to make inroads. Implementation of this new philosophy will prove to be a unique challenge for health care executives (Gillem, 1988). Significant planning will have to be accomplished in order to implement TQM in the military health care system to meet the 1995 deadline imposed by DOD.

The purpose of this project is to propose a plan which will assist the senior manager of the National Naval Medical Center (NNMC), Bethesda, Maryland, to incorporate philosophies of Total Quality Management (TQM) into the culture and daily operations of the NNMC. These research includes an organizational assessment of NNMC, an evaluation of methodologies for implementing TQM into healthcare organizations, evaluation of the Department of Defense TQM programs, and a comprehensive plan intended to provide guidance to the senior managers of the NNMC during the organization's transition. The plan will provide an implementation strategy, and will identify related costs, training requirements, and organizational changes needed to implement TQM. Total Quality Management(TQM)

Professional development is an emerging view of faculty development that places teachers in charge of their own professional growth. The emergence of Total Quality Management (TQM) provides a vehicle for designing professional development to meet the needs of individuals and the organizations that employ them. The eight tenets of Deming's theory of TQM that relate directly to professional development are discussed: change beliefs, demonstrate leadership by example, encourage renewal, create a culture of continuous improvement, drive out fear, promote collaboration, eliminate reliance on evaluation, and promote pride. In summary, a fundamental aspect of professionalism is assuming responsibility for one's professional development. For a learning organization to exist, it must be composed of individual learners who can be encouraged through the use of TQM concepts. (LMI)

Despite the personnel downsizing and budget cuts, the Department of the Navy must continue to train the critical mass in order to achieve the Total Quality Leadership (TQL) transformation as desired and mandated. A computerized training module designed to help instructors provide just-in-time, individual training in the TQL principles could assist the Navy in achieving its TQL goals more efficiently, thereby saving time, money, and personnel. This thesis describes the design and development of such a prototype. The TQL Trainer was created using an authoring software construction set called Toolbook, and material from Lesson 1 of the Department of the Navy's Fundamentals of TQL (CIN P-500-0012) course manual. Design considerations included the need to provide instructional, interactive training utilizing multimedia to effect an interesting, multimodal learning experience. Automation, video and audio clips, text blocks, navigational buttons and lesson maps provide the student with an easy to use, effective training package. (MM)

Despite the personnel downsizing and budget cuts, the Department of the Navy must continue to train the critical mass in order to achieve the Total Quality Leadership (TQL) transformation as desired and mandated. A computerized training module designed to help instructors provide just-in-time, individual training in the TQL principles could assist the Navy in achieving its TQL goals more efficiently, thereby saving time, money, and personnel. This thesis describes the design and development of such a prototype. The TQL Trainer was created using an authoring software construction set called Toolbook, and material from Lesson 1 of the Department of the Navy's Fundamentals of TQL (CIN P-500-0012) course manual. Design considerations included the need to provide instructional, interactive training utilizing multimedia to effect an interesting, multimodal learning experience. Automation, video and audio clips, text blocks, navigational buttons and lesson maps provide the student with an easy to use, effective training package. (MM)

Despite the personnel downsizing and budget cuts, the Department of the Navy must continue to train the critical mass in order to achieve the Total Quality Leadership (TQL) transformation as desired and mandated. A computerized training module designed to help instructors provide just-in-time, individual training in the TQL principles could assist the Navy in achieving its TQL goals more efficiently, thereby saving time, money, and personnel. This thesis describes the design and development of such a prototype. The TQL Trainer was created using an authoring software construction set called Toolbook, and material from Lesson 1 of the Department of the Navy's Fundamentals of TQL (CIN P-500-0012) course manual. Design considerations included the need to provide instructional, interactive training utilizing multimedia to effect an interesting, multimodal learning experience. Automation, video and audio clips, text blocks, navigational buttons and lesson maps provide the student with an easy to use, effective training package. (MM)

This thesis investigated the Total Quality Program in the Aeronautical Systems Division's Deputy for Development Planning (ASD/XR). A literature review was conducted to provide information on key principles of Total Quality. The results of two surveys were analyzed individually and comparatively. The strata of Supervisory Status, Military/Civilian, and Directorate were compared in these analyses. The organization's attitude as a whole did not change significantly for the first to second survey. The strata of Supervisory Status showed significant differences in responses to many of the questions in both surveys, with Supervisory personnel responding more favorably.

This thesis investigated the Total Quality Program in the Aeronautical Systems Division's Deputy for Development Planning (ASD/XR). A literature review was conducted to provide information on key principles of Total Quality. The results of two surveys were analyzed individually and comparatively. The strata of Supervisory Status, Military/Civilian, and Directorate were compared in these analyses. The organization's attitude as a whole did not change significantly for the first to second survey. The strata of Supervisory Status showed significant differences in responses to many of the questions in both surveys, with Supervisory personnel responding more favorably.

In September 1988, the Air Force Human Resources Laboratory (AFHRL) took initial steps to set up a Total Quality Management (TQM) program in the Laboratory. The implementation procedure used was the Method for Generating Efficiency and Effectiveness Measures (MGEEM). This procedure focuses on satisfying customer requirements, identifying Key Result Areas (KRAs). and tracking progress in those KRAs through Mission Effectiveness Indicators. This report outlines how TQM was implemented in AFHRL, and describes the lessons learned in the process. Lessons learned address: TQM versus Total Quality Control (TQC), applying TQM in an R&D organization, sustaining TQM, process action teams, and the acceptance of MGEEM as a method for implementing TQM. The survey feedback intervention technique, the confrontation meeting, and work teams are recommended for establishing TQM in an R&D organization. The procedures allow both managers and workers to develop a sense of ownership in the TQM process. This in turn increases the likelihood of sustaining the program and insuring its long-term effectiveness. (AW)

Following Department of Defense (DoD) guidance, the Department of the Navy (DoN) is aggressively pursuing widescale implementation of a continuous quality improvement philosophy. This philosophy, generally known as Total Quality Management (TQM) in the DoD, is widely known as Total Quality Leadership (TQL) within the Department of the Navy. A review of the literature examining the history of continuous quality improvement in the civil sector, DoD, DoN, and the Navy Medical Department is presented. Findings of a survey diagnostically outlining work force perceptions of the organizational culture also are presented. The literature reveals that transformation to TQL involves altering the corporate culture as well as the need to change long-standing managerial paradigms. Although success stories abound, the transition to continuous quality improvement is time-consuming, and it requires patience and determination. A seven-phase TQL implementation roadmap for Naval Hospital, Pensacola, was developed. This two-year initiative was designed to assist management in ensuring an environment supportive of TQL growth within the organization.

Despite the personnel downsizing and budget cuts, the Department of the Navy must continue to train the critical mass in order to achieve the Total Quality Leadership (TQL) transformation as desired and mandated. A computerized training module designed to help instructors provide just-in-time, individual training in the TQL principles could assist the Navy in achieving its TQL goals more efficiently, thereby saving time, money, and personnel. This thesis describes the design and development of such a prototype. The TQL Trainer was created using an authoring software construction set called Toolbook, and material from Lesson 1 of the Department of the Navy's Fundamentals of TQL (CIN P-500-0012) course manual. Design considerations included the need to provide instructional, interactive training utilizing multimedia to effect an interesting, multimodal learning experience. Automation, video and audio clips, text blocks, navigational buttons and lesson maps provide the student with an easy to use, effective training package.