How do small businesses implement total quality management? When it comes to total quality management, many people will think of the relevant experience of large companies. In fact, they are experiences that are not applicable to small businesses. Companies must be flexible in their overall quality management based on their own characteristics and corporate culture. They must be sensitive to the inherent characteristics of small businesses.
When TQM comes into effect, it is not because of the discovery of secrets, but because of the implementation of some basic principles and methods of effective management. Most of these principles have long been known. Companies that have succeeded in quality management are all effectively using these generally accepted principles, including data collection, analysis, rational use, and introduction of marketing concepts.
Regardless of whether it is implemented individually or synthetically, most of the above principles apply to any enterprise. However, the application of these principles in the name of Total Quality Management does not reduce the difficulty of learning and application. Most of the principles set out below fall into the loss of confidence in total quality management not because these companies should not implement total quality management, but because they have encountered some difficulties in applying the following basic management principles.
The decision-making process is inseparable from statistical data. From the perspective of academic qualifications, experience and intuition, Mr. WEdwards Deming, the famous quality management authority, was originally a statistician, although he also expressed some other insights in conversation and writing. However, the basic method he uses is based on data collection, analysis, and application. Many engineering and production professionals (and even some managers) have received statistical training and can even use statistical process control (Statistical Process Control) at work. However, from the perspective of total quality management, statistical analysis is currently subject to great restrictions and it is necessary to further expand the scope of application.
The problem is not lack of information. In fact, the opposite was true in the computer era. Most companies are overwhelmed by too much information. Collecting and analyzing available information can help us raise awareness and broaden our thinking. The motto of statistical process control is "We believe in God, others provide data."
The second motto should be "The simpler the data, the better." Regrettably, most companies often complicate the control of statistical processes and make them daunting. Those who often have no decision-making power have the opportunity to use statistical process control. Methods, all departments should make decisions based on data. Quality management staff should understand that the effective use of data does not require the possession of an advanced degree in statistics, and that the data submitted to managers must be clear and unambiguous.
Small businesses in this area have many advantages. They often do not face too much information, nor do senior experts have specific control over information. However, the difficulty for small businesses is that people involved in decision-making are often limited to only a few senior managers, and they rely on intuition and experience to a greater extent, and rarely exclusively use reliable data.
The second theory that employees must participate in the management of total quality management only sees employees as a group that does not think in the production process (like a machine), needs to tell them what to do, and sometimes they have to force or encourage them to do what they should do. Things. Mr. Abraham Maslow, a psychologist who studied the behavioral motives of humans in the 1940s, and later the experts of human resources management all believe that the employees can not only contribute to the enterprise but also the physical strength. The main role of the management staff is to fully develop all aspects of the employees’ abilities. .
Companies often refer to their employees’ potential capabilities as “authorizations,†which reminds us in other respects that the enthusiasm for empowering employees to participate in management often wanes when corporate transformation encounters inherent resistance. Each company has its own corporate culture (ie, ideology and behavior). The process of gradual development of corporate culture is the process of trying to adapt to the internal and external environment, and the corporate culture will be manifested in many aspects, such as work level and management style. , union rules, work reports, interpersonal relationships, and job descriptions, all of which may be severely affected by empowering employees to participate in management.
Entrusting employees to participate in management is a recognized scientific management principle. If they are fully implemented, they will inevitably lead to strong competitive advantages. However, corporate culture must also undergo corresponding changes. This is an insurmountable obstacle for any enterprise. . To fully implement the plan for employees to actively participate in management, large companies need to use 8-10 years, while small businesses only need 2-3 years to complete the transformation of corporate culture.
Better results in solidarity and cooperation In the specific context of the implementation of total quality management, employees' participation is through the form of special teams (such as Miss Quality, self-contained working groups, and technical innovation teams) to develop the talents of employees. The formation of various groups should be integrated into a larger corporate framework (to link quality with daily production and operations) and should enable them to obtain the necessary funds and support.
The problems encountered by most working groups in their work are usually not related to “hard skills†or technology (such as statistical process control, process analysis, etc.) although this training is also indispensable. The main difficulties they face are in terms of “soft skillsâ€, ie skills dealing with people and skills dealing with affairs (belonging to basic elements of good management), which involve interpersonal relationships, working groups, and working with people who are not easy-going. Effectively organizing meetings, providing feedback, accelerating work processes, taking the lead, listening to different opinions, etc.
Our experience and expert studies have shown that successful working groups can stimulate employees' creative abilities more and make them dedicated to their jobs. This must be acknowledged: Because Americans place special emphasis on highlighting individuals, they often influence the kind of cooperation that is necessary to succeed. The implementation of total quality management is like performing a group boating competition. All boating players must work together and unify in order to achieve success. In baseball, a typical American sports program, each team consists of 9 or 10 players. Each player's performance is evaluated separately and rewarded accordingly. (To be continued)
When TQM comes into effect, it is not because of the discovery of secrets, but because of the implementation of some basic principles and methods of effective management. Most of these principles have long been known. Companies that have succeeded in quality management are all effectively using these generally accepted principles, including data collection, analysis, rational use, and introduction of marketing concepts.
Regardless of whether it is implemented individually or synthetically, most of the above principles apply to any enterprise. However, the application of these principles in the name of Total Quality Management does not reduce the difficulty of learning and application. Most of the principles set out below fall into the loss of confidence in total quality management not because these companies should not implement total quality management, but because they have encountered some difficulties in applying the following basic management principles.
The decision-making process is inseparable from statistical data. From the perspective of academic qualifications, experience and intuition, Mr. WEdwards Deming, the famous quality management authority, was originally a statistician, although he also expressed some other insights in conversation and writing. However, the basic method he uses is based on data collection, analysis, and application. Many engineering and production professionals (and even some managers) have received statistical training and can even use statistical process control (Statistical Process Control) at work. However, from the perspective of total quality management, statistical analysis is currently subject to great restrictions and it is necessary to further expand the scope of application.
The problem is not lack of information. In fact, the opposite was true in the computer era. Most companies are overwhelmed by too much information. Collecting and analyzing available information can help us raise awareness and broaden our thinking. The motto of statistical process control is "We believe in God, others provide data."
The second motto should be "The simpler the data, the better." Regrettably, most companies often complicate the control of statistical processes and make them daunting. Those who often have no decision-making power have the opportunity to use statistical process control. Methods, all departments should make decisions based on data. Quality management staff should understand that the effective use of data does not require the possession of an advanced degree in statistics, and that the data submitted to managers must be clear and unambiguous.
Small businesses in this area have many advantages. They often do not face too much information, nor do senior experts have specific control over information. However, the difficulty for small businesses is that people involved in decision-making are often limited to only a few senior managers, and they rely on intuition and experience to a greater extent, and rarely exclusively use reliable data.
The second theory that employees must participate in the management of total quality management only sees employees as a group that does not think in the production process (like a machine), needs to tell them what to do, and sometimes they have to force or encourage them to do what they should do. Things. Mr. Abraham Maslow, a psychologist who studied the behavioral motives of humans in the 1940s, and later the experts of human resources management all believe that the employees can not only contribute to the enterprise but also the physical strength. The main role of the management staff is to fully develop all aspects of the employees’ abilities. .
Companies often refer to their employees’ potential capabilities as “authorizations,†which reminds us in other respects that the enthusiasm for empowering employees to participate in management often wanes when corporate transformation encounters inherent resistance. Each company has its own corporate culture (ie, ideology and behavior). The process of gradual development of corporate culture is the process of trying to adapt to the internal and external environment, and the corporate culture will be manifested in many aspects, such as work level and management style. , union rules, work reports, interpersonal relationships, and job descriptions, all of which may be severely affected by empowering employees to participate in management.
Entrusting employees to participate in management is a recognized scientific management principle. If they are fully implemented, they will inevitably lead to strong competitive advantages. However, corporate culture must also undergo corresponding changes. This is an insurmountable obstacle for any enterprise. . To fully implement the plan for employees to actively participate in management, large companies need to use 8-10 years, while small businesses only need 2-3 years to complete the transformation of corporate culture.
Better results in solidarity and cooperation In the specific context of the implementation of total quality management, employees' participation is through the form of special teams (such as Miss Quality, self-contained working groups, and technical innovation teams) to develop the talents of employees. The formation of various groups should be integrated into a larger corporate framework (to link quality with daily production and operations) and should enable them to obtain the necessary funds and support.
The problems encountered by most working groups in their work are usually not related to “hard skills†or technology (such as statistical process control, process analysis, etc.) although this training is also indispensable. The main difficulties they face are in terms of “soft skillsâ€, ie skills dealing with people and skills dealing with affairs (belonging to basic elements of good management), which involve interpersonal relationships, working groups, and working with people who are not easy-going. Effectively organizing meetings, providing feedback, accelerating work processes, taking the lead, listening to different opinions, etc.
Our experience and expert studies have shown that successful working groups can stimulate employees' creative abilities more and make them dedicated to their jobs. This must be acknowledged: Because Americans place special emphasis on highlighting individuals, they often influence the kind of cooperation that is necessary to succeed. The implementation of total quality management is like performing a group boating competition. All boating players must work together and unify in order to achieve success. In baseball, a typical American sports program, each team consists of 9 or 10 players. Each player's performance is evaluated separately and rewarded accordingly. (To be continued)
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