Implementation of new TQM programs, communications, and adapting to change
The article looks at TQM programs from the top down, and then from the bottom up as it relates to the Six Sigma practicioner.
The goal of this writing is to address the management of change that is fundamental to ongoing quality. Clear communication is critical and motivating participants is essential. By the very nature of their existence, improvement programs (IPs) are central to the evolution, change, and growth of organizations. The program for quality can be a formal program as generally represented by the Total Quality Program (TQM) concept. Quality programs contribute to disruptive changes as well as incremental changes. TQM programs often excel at incremental changes, usually at the lower level of an organization (Kulach, 2013); however, the adaptation of TQM programs at the strategic organizational level and for disruptive change - such as the introduction of an IP program, have not been as successful as TQM programs aimed at incremental changes within organizations (Fleming-Farrell, 2013). Unfortunately, if the introduction of a quality program is not successful, the anticipated quality and planned efficiencies for the organizations are not gained from the program. Consequently, implementation of another IP program becomes far more difficult.
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