Don:
You ask about four topics as a result of the information I posted. Your
four topics comprise "obstacles and traps in the path of continuous
improvement, such as
- diffusion of commitment in the face of continual distractions,
- reverting to the "old ways" in times of crisis,
- reluctance of managers (or anyone, really) to give up (perceived) control,
- power struggles, or even genuine conflicts over company direction."
We have had, and continue to have, manifestations of each of these
problems. In order to lessen the problems' impact, we hang our coats on an
infrastructure model developed by Shoji Shiba, Alan Graham and David
Walden, and promulgated by the Center for Qu ality of Management. This
model is elucidated in their book, "A New American TQM: Four Practical
Revolutions in Management" from Productivity Press, Cambridge,
Massachusetts, 1993.
What is one among many good images/metaphors by which to convey our
troubles? Let me try: A rivulet which might irrigate a substantial garden
instead runs a straight course downhill, as water is wont to do. Over time
its course creates a rut of sorts. Thi s common image is nothing new. Nor
is a possible set of remedies.
Throwing mud into the path of the water is temporary. Small twigs, sticks,
fallen leaves may wash away. But with some forethought, experimentation
(piloting), awareness, we might spread the water over a considerable area.
TQM takes phase-in. It takes time, effort, careful thinking, trial and
error. At the root of TQM is the PDCA cycle, iterated and iterated. The
way to diminish the effect of the four real problems you mentioned is
through embracing an infrastructure. We ha ve done it, and from within the
fog and mist often surrounding our efforts we can always see some light.
The three typical phases of TQM deployment comprise the seven parts of the
infrastructure.
In the (A) Orientation Phase, we promote (part 1) Goal Setting and
communication to the entire company about why Quality must be implemented,
where top management decidedly employs Hoshin to be deployed with the
explicit assistance of organizational assis tance e.g. a small quality
"office."
The (B) Empowerment Phase generates "pushing power" for TQM activities.
Education in concepts, practices and tools is made available in a way that
fits the culture, touching first the organization's "pioneers" who are
chomping at the bit for this initiati ve. Staff is encouraged verbally and
visually to use the new tools; improvement successes are quickly diffused
to reinforce each gain or toe-hold as we fight against our natural
tendency to do what we have always done.
The (3) Alignment Phase occurs--breaks out in the more advanced areas of
the organization--once TQM has started and is moving ahead. Pulling power
directs activities in order to synchronize and align TQM and business
goals and practices.
On the macro level, this is the infrastructure we have embraced. There are
NO STRAIGHT LINE GRAPHS of deployment success in my organization. Rather,
a series of upward-moving hills and valleys more naturally describes our
efforts. Based upon the mature so cietal networking between companies
embarked on a similar, infrastructure-supported program of improvement, we
are not alone in the way our deployment program manifests itself.
For the sake of brevity (sic), I'll say little more in this posting.
Micro-level descriptions for our work abound around here. I'll save that
for another posting if anyone is interested.
I appreciate your interest, Don. I hope I've said something of value here.
It would truly take a long pamphlet to write about everything; perhaps
this is an adequate start.
Best regards,
--Barry Mallis MARKEM Corporation Keene, New Hampshire bmallis@markem.com or malli@top.monad.net
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>