| Total Quality Management, in short commonly | | | | Excellence Award (QMEA) scheme is an |
| called "TQM", has been in the business jargon | | | | equivalent because it is benchmarked against |
| for many many years. There has been numerous | | | | the Baldrige Criteria. Most of these |
| success stories about companies implementing | | | | organizations are not winners of QMEA. |
| TQM especially in the more advanced business | | | | Therefore, if we based on winning QMEA as a |
| sectors such as Motorola, Selectron, Boeing | | | | yardstick, most of the local organizations |
| Airlift and Tanker Programs, 3M Dental | | | | cannot be considered as successful in |
| Products Division, IBM Rochester, Granite | | | | implementing TQM.However, the issue is that |
| Rock Company, Raytheon, Texas Nameplate | | | | most of these organizations has substantial |
| Company etc. Incidentally, these companies | | | | market share, good profitability and so on, |
| has one thing in common i.e. they are all | | | | how then we perceived they are not successful |
| Malcolm Baldrige National Quality Award | | | | in TQM implementation?From the many |
| winners in their respective year. You can | | | | organizations I dealt with, the CEO of many |
| obtain many more of these winners and their | | | | of these companies do set clear direction, |
| cases studies from has often come to my mind | | | | perform business reviews etc. However, very |
| how to measure an organization success in | | | | few of them are involve personally in driving |
| implementing TQM. If we take the above | | | | TQM initiative. Often it is left it ot a TQM |
| organizations as a benchmark, all of them are | | | | director or manager to drive this initiative. |
| winners of the Baldrige Award.What does it | | | | Whereas CEO focus very much on business |
| takes for these company to be successful in | | | | rather than operational issues as TQM is |
| implementing TQM? I have made a studies of | | | | considered as operational.Well, I guess there |
| these companies based on their company | | | | is no right approach to implement TQM with |
| write-up in the Baldrige Award criteria, it | | | | respect to who should drives it. Since CEO |
| is a common practice that the CEO of these | | | | of all Baldrige winners drives TQM initiative |
| companies personally drives the TQM | | | | and they are successful. Then, it is up to |
| initiatives. They set clear direction to | | | | the CEO of local organization to realize this |
| their employees and personally involve and | | | | fact and decide how they want to drive their |
| review TQM activities. All of them are very | | | | TQM initiative moving |
| customer focus and value their employee in | | | | forward.------------------------------------- |
| many aspects. All of these companies | | | | ----------------------------Free to reprint |
| emphasized a work culture of team work and | | | | or re-publish |
| continuous improvement.In Malaysia, besides | | | | |
| the MNC, there are many big and small | | | | All rights reserved. You are free to reprint |
| organizations owns by the locals. Many of | | | | or re-publish this article as long as you |
| them attempted to implement TQM. How | | | | include my resource box at the end of this |
| successful are they? Well, if we benchmark | | | | article. And ensure that the URL in the |
| Baldrige Award as a way to measure their TQM | | | | resource box remain intact and it is linked |
| success, then the local Quality Management | | | | to the author's website. |