Why did TQM Fail?

-	Employees take their cues from mgmt. more
-	Executive & middle mgmt. oversights more
-	Didn't integrate quality into organizational structure more

Why do major change initiatives fail?

-	Part 1: The eight major reasons for failure.
-	Part 2: Consequences of these errors?

Confessions of a shot messenger

• Confused by the alphabet soup of quality fads over the last 20 years: Quality Assurance (QA), Total Quality Management (TQM), Continuous Quality Improvement (CQI), Quality Function Deployment (QFD), Statistical Process Control (SPC) coupled with Baldrige criteria, Reengineering, Balanced scorecards, and, currently, Six Sigma… and LEAN Six Sigma… and TOYOTA Lean Six Sigma?
• Have you been frustrated by cultural cynicism to these efforts and lack of promised results?
• Have you invested countless dollars in training and failed to see even a modest return on that investment?
• Did you underestimate the time it would take for your work culture to accept major change initiatives?-Or did you not even consider it because the changes seemed so "logical?"
• And how many times did initial benefits from changes eventually vanish?

• Has already consistently utilized the best aspects of recent quality fads before they became fads - and integrated them into an overall quality framework,
• Is cognizant of adult learning principles,
• Understands the natural, inevitable organizational psychology of resistance to change,
• Integrates into the fabric of everyday work without adding cumbersome quality bureaucracy and "special" projects that seem to drag on endlessly while distracting from the "real" work,
• Depersonalizes organizational issues to create healthy conversations that identify and respect the needs of the business?

Then click here to see what I can offer you: Davis's services...

Welcome to Harmony Consulting - a blending of the "left-brain" and "right-brain" aspects of quality!

Read here!

Regardless whether one's job is manufacturing, administration, healthcare, service industries, education - a quantum leap in thinking is made when you finally realize: There is no difference in the process used to improve them!

All Improvement Requires:

• Customer orientation
• Continuous Improvement
• Elimination of waste
• Prevention, not detection
• Reduction of variation
• Statistical thinking/use of data
• Adherence to best known methods
• Respect for people and their knowledge
• Use of best available tools

• Do you ever waste time waiting, when you should not have to?
• Do you ever redo your work because something failed the first time?
• Do the procedures you use waste steps, duplicate efforts, or frustrate you through their unpredictability?
• Is information that you need ever lost?
• Does communication ever fail?

"Only about 15 percent of [problems] can be traced to someone who didn't care or wasn't conscientious enough. But the last person to touch the process, pass the product, or deliver the service may have been burned out by ceaseless [problem-solving]; overwhelmed with the volume of work or problems; turned off by a "snoopervising" manager; out of touch with who his or her team's customers are and what they value; unrewarded and unrecognized for efforts to improve things; poorly trained; given shoddy material, tools, or information to work with; not given feedback on when and how products or services went wrong; measured (and rewarded or punished) by management for results conflicting with his or her immediate customer's needs; unsure of how to resolve issues and jointly fix a process with other functions; trying to protect himself or herself or the team from searches for the guilty; unaware of where to go for help. All this lies within the system, processes, structure, or practices of the organization..."

For more information on a unique, yet practical approach to transform your organization click here.

Recommended Resources	view all

-Why do major change initiatives fail? - Part 2 -Morris Massey Video -What is the cost of dis-Harmony in one's organization? -FREE STUFF -Video Review: "Gaining Control -- The Franklin Reality Model"