[The following article appears in the Fall 1994 edition of
_The_Public_Sector_Network_News_, pages 11 and 12.]

                      TQM--THE MOST-ASKED QUESTIONS

1. What is TQM? 

     An integrated approach to organizational leadership that
focuses on delighting customers by delivering exceptional
services or products. Key elements are:

     -- Bringing "the voice of the customer" into all aspects of
     organizational planning and decision making
     
     -- Organizational leadership that envisions future services
     and identifies the processes, products, and practices that
     must be transformed or continuously improved in order to
     achieve the vision
     
     -- An organized process to innovate and continuously improve
     work systems, based on the use of problem-solving tools,
     statistical data, and teams of those involved in the work
     process
     
     -- A focus on the management of the customer's "moments of
     truth," those occasions when the customer comes into contact
     with the organization and judges its performance
     
2. Isn't TQM just the latest in a long line of management fads? 

     It can indeed become that if management orders others to
implement TQM as a quick fix for an organization's performance
problems. Bringing quality consciousness into an organization
requires a long-term commitment of resources, time, and effort
(particularly management's). Carefully planned and executed, it
can be a catalyst for dramatic change.

3. Isn't it true that the majority of TQM implementations fail? 
Why is that? 

     Yes, the data do show that, but that is also true of most
other approaches to organizational change. There is no silver
bullet for success.

     There are a number of reasons why failures occur:

     -- Refusal by an organization's leadership to lead the
     change effort by example and involvement
     
     -- Failure to focus process redesign and continuous
     improvement efforts on the key customer satisfaction issues 
     
     -- Viewing TQM as a separate process from the real work of
     day-to-day management. TQM is the real work of management
     
     -- Viewing TQM as something that is delegated to the front
     line to implement bypassing the essential involvement of all
     levels of management in cross-functional project teams 
     
     -- Viewing TQM as merely training in team problem solving
     rather than a change in the operating culture of the
     organization
     
     -- Using opinions -- not data -- to drive decision making
     
     -- Failure to measure results and use them to improve the
     process of improvement
     
     -- Failure to change the organization's operating systems
     (pay, promotion, recognitions, etc.) to reflect a quality
     culture
     
4. Is there one right way to implement TQM? 

     No! Your best bet is to study the literature, seek out
examples, and create a version that is adaptable to the
particular needs of your organization. By all means seek
consultant help (beware, there are numerous recycled consultants
with instant expertise in this area.)

5. Should all of the organization be involved and trained as
quickly as possible? 

     If you have unlimited  financial resources to invest in
training,  go ahead. But it makes economic sense to:

     a) Invest up front in understanding your customers and their
     needs and wants. Decide what it is you wish to accomplish.
     
     b) Provide everyone with basic information on what you are
     trying to accomplish, and how.
     
     c) Prioritize improvement projects and address them in order
     of importance within available resources.
     
     d) Provide just-in-time training to those who will
     participate in project teams.
     
     e) Develop key indicators to measure processes under
     improvement, their variation, and the direction of change.
     
6. Will I be able to show quick payback for my investment? 

     If you put in the up-front work to clearly identify those
issues that are most important to customer satisfaction and
dissatisfaction and work on those, your chances are better, but
there are no guarantees of quick success. Comprehensive
organizational change often develops slowly.

7. Where can I turn for more help?

     Look for organizations in your area that have experience and
learn from them. Read the literature, attend conferences, and
join organizations such -- as the American Society Quality
Control and the Public Sector Network