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A look at rapid TQM

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TQM is a long -term process of eight key elements that need to be maintained in order for that organization to work. TQM is the method that employees can become involved in the continuous improvement of the production of goods and services. But however effective TQM is it can become frustrating because it can also take time to maintain and achieve its full potential. Because TQM is very effective there is another theory for rapid TQM. This theory takes TQM and tweaks it to be 20 or 30 times faster then the original TQM philosophy. Here is a look at rapid TQM.

Rapid TQM will help you to implement changes in weeks and realize the full potential within months. To do this the organization will need to become better and more efficient in problem solving. Rapid TQM asks that you solve the right problem and not use data to solve what could be the wrong problem. These problems can be found by casual conversations or rapid data collection. Once you have the problem that needs solved you will want to define the problem in terms of customer experiences. Focus on representative surveys instead of large scale surveys. Finally rely on subjective yet numerical data. Subjective data should be blaming of specific groups. The best thing to do next is to check with the rest of the organization by posting the problem publicly. This will help share information and for others to discuss it creating different ideas to fix the problem. Finally you will want to restate the problems in both the positive and negative to expand what is examined by the problem solving team.

The next difference for rapid TQM and the original TQM is meetings. There are lots of meetings in a TQM organization. For rapid TQM you will want fewer meetings in order to get quicker results for the organization. Find or hire a facilitator to keep the meetings on task, record ideas, keep time, and to alert groups to any process problems. The facilitator should not participate in these meetings. The facilitator should gather all ideas without evaluation until they are all collected. Postponing evaluation prevents premature closure of the meeting. It will also help to gather more ideas. In rapid TQM the facilitator should try and gather as much information as possible before the meeting. This makes much of the meeting already finished before it even starts reducing the time needed to talk. Re-think through the issues at hand. This may seem time consuming but in actuality when re-thinking mistakes are covered saving time from having to re-do them.

TQM has many ways to collect data. Some data is not really needed. With rapid TQM there are some easier and faster ways to get your data. Collect only data that is needed. Have a clear idea of what data you need, don't collect more then you need. Reduce used for developing a scoring system while objective data is used for validating the accuracy.

The last thing for rapid TQM is to get more from your effort. This idea is to roll out gains in one unit of the organization to the rest of the organization. When this is done it you will avoid the cost and time of having separate improvement projects in each unit.You can achieve this by changing your membership in the teams, using storyboards, and to appeal beyond the rational arguments.

These are all part of rapid TQM. It will help you to solve problems faster, help you change the emphasis of your organization, and perhaps to solve problems right away before they become too big. Rapid TQM takes the basic principles of TQM and speeds up the process for a quicker result.

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