Mission and Vision of Leaders in TQM

There should be a clear sense of direction and purpose about the mission and vision of Leaders in TQM. Moreover, in organization, this involves the development of the vision and mission of TQM which are clearly aspects of policy and strategy.

Above all, the vision and mission and their deployment must be on the basis of needs and expectations of the organization’s stakeholders. And, this requires information from research, learning activities and performance measurement, on which to base the policies and strategies.

Providing good foundation for the Implementation of TQM

Continuing the discussion of mission and vision of leaders in TQM. Further, there are steps for achieving and providing a good foundation for the implementation of TQM which are,

Firslty, Clarify vision and mission and values of TQM 

In this employees need to know, how to get link to organizational strategy and objectives which makes it important that all employees understand,

• Firstly, where the organization is headed (its vision).
• Secondly, what it hopes to accomplish (mission).
• Lastly, the operational principles (values) that will steer its priorities and decision making.

Moreover, having a process to educate employees during new employee orientation and a communication process to  ensure that the mission, vision and values is always a major step.

Identify Critical Success Factors (CSF)

Critical success factors help an organization focus on those things that help it meet objectives and move a little closer to achieving its mission. Moreover, these are performance based measures that helps in determining how well the organization is meeting objectives. Some examples of CSF are financial performance, customer satisfaction, process improvement, employee satisfaction and product quality.

Each CSF should have an ‘owner’ who is a member of the management team. Moreoover, he should agree the mission and CSFs. Further, there are task of an owner.

• Firstly, defining and agreeing the KPOs and associated targets.
• Then, ensuring that appropriate data is collected and recorded.
• Lastly, monitoring and reporting progress towards achieving the CSF (KPOs and targets) on a regular basis.

An example CSF data sheet is as

Develop Measures and Metrics to Track CSF Data

• This refers to, once a CSF are identified, then the measurements needs to be put in place to monitor and track progress. Moreover, this can be done through a reporting process that is used to collect specified data and share information with senior leaders. For example, if a goal is to increase customer satisfaction survey scores, there should be a goal and a measure for achievement of the goal.

Break down the core processes

• Once an organization has defined and mapped out the core processes then, people need to develop the skills to understand how the new process structure will be made to work. After that, the new process teams with new goals and responsibilities will force the organization into a learning phase. Moreover, the changes should foster new attitudes and behaviors.
• Moreover, the individuals should perform the tasks. And, once the initial task has been performed, the results must be checked against the activity of co-coordinating for TQM. Above all, there must be interfaces between the needs of the tasks and the individuals who performed them.

Identify Key Customer Group

• Every organization has customers and understanding about the key customer groups importantance. So that the products and services can be developed based on customer requirements.
• Above all, the mistake of a lot of organizations is not acknowledging employees as a key customer group. Some example of Key Customer Groups are Employees, Customers, Suppliers, Vendors and Volunteers.

Solicit Customer Feedback

• Firstly, the only way for an organization to know how well they are meeting customer requirements is to simply ask the question.
• Moreover, there should be a structured process to request feedback from each customer group in an effort to identify what is important to them.
• Above all, Organizations often makes the mistake of thinking they know what is important to customers and ask the wrong survey questions. This type of feedback can be getthrough customer focus groups.

Develop Survey Tool

• There is a need to develop a customer satisfaction survey tool to find out what is important to customers. For example, if you are developing a product and trying to keep the cost down. Moreover, you are skimping on the quality and you are creating a product that might not meet the needs of the customer.

Survey Each Customer Group

• Most important thing is that, every customer group should have a survey with option to customize their particular requirements. Moreover, they should be survey to establish baseline data on the customers’ perception of current practice.
• Above all, this will provide a starting point for improvements and demonstrates progress as improvement plans implementation is done.

Develop Improvement Plan

Once the baseline is done then, you should develop an improvement plan on the basis of customer’s feedback. Moreover, improvement plans should be written in SMART goals format with assignments to specific staff for follow through.

Above all, the goals which may include are,

• Process improvement initiatives
• Leadership Development
• Management Training/Development
• Staff Training/Development
• Performance Management

 

Resurvey

After a period of time (12-18 months) there should be a resurvey for key customers to see if scores improvement. Moreover, customer needs and expectations can change over time.

Monitor CSF

It is important to monitor CSF monthly to ensure that there is consistent progress toward goals. Moreover, this also allows course correction priorities and objectives can change during the review period.

TQM Integration

Most importantly, one of the keys to integrating excellence into the business strategy is a formal ‘goal translation’ or ‘policy deployment’ process. Here, goal translation ensures that the ‘whats’ will convert into ‘hows’, passing this  through the organization, using a quality function deployment (QFD) process.

Moreover, senior management may find it useful to monitor performance against the CSFs, KIPs and targets. And also to keep track of processes using a reporting matrix, perhaps at their monthly meetings.

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