Quality Management

Most managers are familiar with the saying " What Gets Measured, Gets Done". Whilst many apply this to human resource development, not all apply this to operational processes.

The reason for this varies. Common 'excuses' include:

1. Our processes are too complex to measure
2. It will take too long to implement
3. We don't have time to measure, as well as do
4. My team wouldn't understand KPI's

....and so on.

Let me clarify quality management.

Measurement is the ONLY way you can determine whether you are peforming well as a company. To date, financial measures have formed the basis of performance. Financial measures really only define the outputs; they do not define the efficiency and effectiveness of the compay; and as such should be secondary to operational measures.

Quality Management [QM/TQM] is about ensuring the right things get done, at the right place, at the right time, and for the right reason.

Many see TQM as something that is done AFTER the process is implemented. However, more often today, quality management is being used to help define new processes, as well as restructure existing processes.

A key example of a methodology used in this manner is Six Sigma, in particular the Six Sigma methodology defined as DMADV.

Benefits of Quality Management

Those companies that embrace quality management as an integrated part of their operations have shown the benefits to be multi-faceted:

• Customers - each process is defined to specific customer facing strategic objectives.
• Financial - TQM has a direct improvement to the bottom line through reduced wastage and increased throughput.
• Employees - gain a better sense of the value of their work, improving work satisfaction and overall morale.

Next: Six Sigma

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