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

Many seem to be able to quote Deming, but very few know how to "do" Deming. "Quality," when integrated into a business strategy, is present in virtually every aspect of every employee's everyday work. Brian Joiner's very practical synthesis of Deming's work, which he calls 4th Generation Management, "gets it" and, in fact, is the equivalent of Six Sigma-without all the ninja-like mystique. It will take:

1. Nothing less than an organizational obsession with "quality" (and eliminating waste),
2. A "scientific approach" to solving everyday work problems (using data),
3. An "all one team" atmosphere to facilitate the needed breaking down of barriers for better (internal and external) customer service.

The seminar will teach the long term skills needed by any organization are to:

1. Think in terms of processes - probably the most profound change in thinking of the seminar - and automatically blame processes, not people, when things go wrong,
2. Identify the unnecessary complexity and waste in current work processes that result in costs, but no added value, to customers,
3. Use the Pareto Principle (the startling realization the 80% of job "heartburn" is due to only 20% of work processes), to better focus job improvement activity,
4. Design and use simple, efficient data collections to improve the effectiveness of processes,
5. Communicate with a common language to depersonalize problems, break down current barriers between departments, and unify organizational quality efforts,
6. Facilitate their work teams to develop simple actions to study and prevent problems in everyday work that they currently and consistently find "frustrating as the devil."

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