John Smithers faced many problems when Sigtek attempted to implement a Six Sigma Quality program. Some of these problems were of his own making, but the majority of them were the fault of management, both at Sigtek and Telwork. The American Society for Quality (ASQ) and our text list a minimum of ten steps that are necessary for the successful implementation of a Total Quality Management (TQM) program (Six Sigma is part of TQM). While it is hard to find even one of these steps that were successfully followed, some issues are more glaring than others.
According to ASQ, the first three steps for TQM implementation require management to learn about and commit to TQM. TQM must become one of the organization’s strategies. Management then assess …show more content…
John Smithers, “doubted whether any of the company’s senior managers . . . were committed to the changes they were preaching” (Jick, 2002). Without “inspirational and capable leadership,” successful implementation of TQM is unlikely (Ebert, 2010). Leaders must lead by example, and be “positive role models of the quality-related attitudes and behaviors expected of personnel” (Goetsch, 2016). It is only by seeing managers embrace TQM, and a true commitment to quality at all levels of the organization, that employees will believe in the program and truly adopt it. If leaders just talk the talk, espouse slogans, or look at numbers, they will lack credibility and a program will likely fail. This is exactly what happened at Sigtek. If management truly committed to, and understood, the TQM program, they would have been more likely to present a unified front, and have been the leaders the company …show more content…
Changing an organizational culture takes a lot of time and expecting successful implementation to happen in less than seven months was unrealistic. As the text notes, “positive results are rarely achieved in the short run” (Goetsch, 2016). As the turn-around at Starbucks after the return of Charles Schultz demonstrates, focusing energy on inspiring employees and emphasizing values is very important (Ebert, 2010). Additionally, identifying key personnel, both in management and general employees, bringing them together and educating them on the plan and listening to their concerns, can help with adoption of the plan (Goetsch, 2016). Telwork should have employed these strategies with Sigtek, and Sigtek should have used them with their
According to ASQ, the first three steps for TQM implementation require management to learn about and commit to TQM. TQM must become one of the organization’s strategies. Management then assess …show more content…
John Smithers, “doubted whether any of the company’s senior managers . . . were committed to the changes they were preaching” (Jick, 2002). Without “inspirational and capable leadership,” successful implementation of TQM is unlikely (Ebert, 2010). Leaders must lead by example, and be “positive role models of the quality-related attitudes and behaviors expected of personnel” (Goetsch, 2016). It is only by seeing managers embrace TQM, and a true commitment to quality at all levels of the organization, that employees will believe in the program and truly adopt it. If leaders just talk the talk, espouse slogans, or look at numbers, they will lack credibility and a program will likely fail. This is exactly what happened at Sigtek. If management truly committed to, and understood, the TQM program, they would have been more likely to present a unified front, and have been the leaders the company …show more content…
Changing an organizational culture takes a lot of time and expecting successful implementation to happen in less than seven months was unrealistic. As the text notes, “positive results are rarely achieved in the short run” (Goetsch, 2016). As the turn-around at Starbucks after the return of Charles Schultz demonstrates, focusing energy on inspiring employees and emphasizing values is very important (Ebert, 2010). Additionally, identifying key personnel, both in management and general employees, bringing them together and educating them on the plan and listening to their concerns, can help with adoption of the plan (Goetsch, 2016). Telwork should have employed these strategies with Sigtek, and Sigtek should have used them with their