History Of Quality Management As It Relates To The US Air Force - Research Paper Example

?History of quality management as it relates to the US Air Force Table of Contents Introduction 2. Literature Review 2 Definition of TQM and the MBNQA 1 2.2 History of TQM in the US Air Force 3 2.3 Application of TQM at different US Air Force Bases 6 3. Conclusion 9 References 10 1. Introduction The Total Quality Management (TQM) philosophy and program is now integrated with the strategic objectives of most organizations as a result of intense global competition and pressure to control costs. TQM is an approach that can enhance the competitiveness, effectiveness and flexibility of a whole organization that requires planning, organizing and understanding each activity (O’Neill & Sohal, 1999). TQM has been applied to all industries with the focus on quality improvement or achieving overall customer satisfaction. TQM in the US Air Force has its own significance and has been in practice for several decades. As the Federal government realized the need for a smaller military force due to decreasing military threat from the former Soviet Union, the financial support to the military was reduced (Sanchez, 1997). This necessitated the reduction in the size of personnel from each service as well as eliminating many weapon systems. With the reduced number of airmen, seamen and soldiers the need for efficiency became paramount (Moser & Bailey, 1997). TQM training was instituted in all branches of the armed forces and extended to the US defense industries as well. This paper researches how the application and utility of TQM has evolved and whether it has been able to enhance efficiency in the US Air Force. 2. Literature Review 2.1 Definition of TQM and the MBNQA According to the International Standard ISO 8402, Hill (2008) cites the definition of TQM as: Management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society TQM has further been defined as a process of continuous improvement (Gonsalves, 2002) where continued effort is exerted by everyone in the organization to understand, meet and exceed customer expectations through quality enhancement (Hoang, 2009) where quality includes characteristics such as performance, features, durability, aesthetics and service quality (Lian, 2001). Ho, Duffy and Shih (1999) emphasize that continuous improvement, customer focus, and teamwork form the core of TQM philosophy. TQM is a holistic concept wherein all members of the organization participate in planning and implementing continuous quality improvement (Sanchez, 1997). Deming stated that to achieve success through TQM the managers must whole-heartedly believe in the philosophy and create an environment for the process to function (D’Ron, 1998). Deming also offered suggestions for the managers to change their traditional mindset which included leadership, training, breaking down the barriers, not focusing on price alone, eliminating quotas and most importantly they should adopt the TQM principles. The Malcolm Baldrige National Quality Award (MBNQA) was established by Congress in 1987 to stimulate competition in the US businesses. This is a prestigious award for excellence and quality achievement in the United States. This award was meant to recognize organizations that have outstanding processes and practices, and that focus on continuous improvement and where the practice is measureable. The MBNQA is basically a business review, a formal process to review how the business operates. Its implementation requires visionary leadership, social responsibility, focus on future, focus on results, managing for innovation and valuing employees and other stakeholders (Baldridge Award, 2005). The award is given to organizations that demonstrate exemplary achievements across seven dimensions - leadership, strategic planning, customer and market focus, measurement, analysis and knowledge management, human resources focus, process management, and business results. Effective organizational leadership is essential to achieve the criteria because much depends on how they set the direction and encourage innovation and learning, or adhere to ethical practices. The MBNQA is used as a benchmarking among all kinds of firms. 2.2 History of TQM in the US Air Force The US department of Defense was forced to reshape its agency as a result of downsizing and budget trimming (Moser & Bailey, 1997). Since the concern was survival quality became the focus of the effort. To ensure the effectiveness of the reduced forces, the US Air Force adopted the principles of TQM, initiating the Quality Air Force (QAF) program (Sanchez, 1997). QAF is defined as a leadership commitment and the operating style is expected to enhance trust, commitment and continuous improvement. All of these factors conform to the requirements of the MBNQA. QAF was meant to control the shape and style of the Air Force in the future, to learn to “do more with less people” (Jayme & Kleiner, 2001). With decreasing numbers and increasing commitments the Air Force turned to the business world to learn how to operate efficiently and effectively in the new environment (D’Ron, 1998). The QAF was expected to be a means to maintain and perhaps enhance the quality of Air Force missions and operations. The quality improvement initiatives began in the 1980s with the Navy Personnel Research & Development Center and the TQM was initiated in 1985 in the Department of Defense (Moser & Bailey, 1997). TQM was officially sanctioned by the Department of Defense in 1988. The TQM guide released by the Department of Defense specified ten basic elements for implementing total quality management. These included: (1) Pursue new strategic thinking. (2) Know your customers. (3) Set true customers’ requirements. (4) Concentrate on prevention, not correction. (5) Reduce chronic waste. (6) Pursue continuous improvement strategy. (7) Use structured methodology for process improvement. (8) Reduce variation. (9) Use a balanced approach. (10) Apply to all functions [8]. To implement TQM required a major overhaul in the Air Force to streamline operations. To guide the air force the program was called “quality air force” (QAF). This was done on the basis of change in the vision - “Air Force people building the world’s most respected air and space force – global power and reach for America” (Moser & Bailey). The top general formed a quality council and met six times in 1992 to ensure that the quality program was implemented throughout the Air Force. An Air Force Quality Institute was also set up where the commanders were provided with advice, educational materials and guided with the help of a common framework to achieve the goals. Quality training program strived to integrate the ten elements essential to achieve quality. To implement TQM guiding ideas, infrastructure theory and tools are essential. Guiding ideas pertain to effective visionary leadership (MBNQA) and the vision can be achieved when the infrastructure or the suitable platform is available (Sanchez, 1997). An appropriate reward structure ensures that conflicts in goals can be resolved. All these factors also enhance the importance of training in QAF. The US Air Force has its own Quality Center located at Maxwell AFB, Alabama. They have also published a guide called the “The Quality Approach” which provides a common framework for Air Force personnel worldwide to enable an understanding of the basic tools of quality implementation and continuous improvements (Jayme & Kleiner, 2001). A quality approach would help the Air Force to utilize the resources better. There was no road map mandated for the implementation of the TQM program and no time frame was established. It was supposed to be used as an information source by each major command. In 1992 the Air Force Quality Council established certain criteria based on the MBNQ which would help to assess the performance of the quality approach within the organizations (D’Ron, 1998). In 1993 the first set of instructions and guide such as Holmes’ The Quality Approach and Process Improvement Guide were issued where only the criteria for application was discussed and no guidelines provide to the Institute to change. The programs were gradually introduced in daily operations to meet the objectives of the assessments and inspections. Holmes’ quality approach believes that leadership is the driving force behind the system in the air force. However, the Department of Defense, being a highly structured and hierarchical institution faced certain barriers in the implementation of TQM. First was the lack or worker/management interface barrier which resulted in lack of worker motivation, resistance to change and lack of effective communication (Moser & Bailey, 1997). The second barrier results from lack of training and the workers feel concerned about the work overload due to the implementation of TQM. The third barrier concerns the philosophy, policy and procedures. To implement TQM the infrastructure needs to be revamped and a suitable platform provided and when this is insufficient it becomes difficult to achieve the TQM objectives. These could include incompatible management systems, inadequate tools and equipments and over-regulation. Inadequate budgets, lack of process controls are some low-concern barriers that hinder the achieving of the TQM. 2.3 Application of TQM at different US Air Force Bases Sanchez conducted a study to evaluate the perceptions and attitudes associated with TQM and its influence on the morale of officers and the enlisted personnel at the Headquarters Air Force Operational Test and Evaluation Center (AFOTEC), Kirtland Air Force Base, New Mexico. The study found that TQM at this Air Force base was a partial success (Sanchez, 1997). The statements of the officers differed on many factors from those of the enlisted personnel. A Quality Air Force Assessment (QAFA) inspection at 61st Communication Squadron at the Los Angeles Air Force Base revealed that the leadership was unable to empower the workers to accomplish the mission (Jayme & Kleiner, 2001). QAFA focuses on the basic principles of customer satisfaction, employee empowerment, powerful management and statistical tools. The QAFA has the power to reveal if the employees are motivated enough to achieve the stated objectives Motivation also has a chain effect. If the Flight Chiefs are motivated they in turn would motivate their lower level supervisors and their subordinates. . An assessment survey revealed that members were not motivated and did not take initiative. The leadership did not take a proactive role in encouraging innovation and creativity, as a result the talents remained unexplored and the employees did not achieve job satisfaction. Marshall (1993) conducted a study to assess the impact of quality management on a US Air Force strategic aircraft logistics group. The study was designed to determine if significant changes in the perceptions of quality culture occurred among senior and non-senior managers following Deming’s philosophy of quality. Deming’s philosophy is applicable to both public and private organizations. Deming believes that there is no recipe for quality improvement and no strategy of quality management can be copied by another organization. He also emphasizes that continuous quality improvement is a concern for the Department of Defense and especially for the US Air Force. The study by Marshall found significant changes among the non senior-members following implementation of Deming’s philosophy of quality but no significant change was perceived among the senior management group. The study also found that the methodologies of the TQM significantly increased the effectiveness of the selected logistics group processes. This finding confirms that TQM can be implemented in military setting. Moser and Bailey (1997) conducted a study to investigate the barriers and the perceived benefits in the implementation of the TQM in an air force in the northern part of the United States. This air base follows a quality training program developed by the Air Force Quality Institute comprising of four phases of training. Each of the participants to the study had taken part in at least one of the phases of the training program. This study also revealed that the enlisted personnel show more support for TQM and according to them TQM has a positive impact. However, because of the rigid, management-intensive structure the TQM is difficult to be implemented in the military. The upper management does not support the total quality management program and while all agree that it is a good philosophy, very few actually use it. The lower levels are keener to use it and find the benefit. This suggests that motivation is lacking in the use of TQM as the personnel do not believe that they will be suitably rewarded. Thus, the biggest barrier appears to the hierarchical structure in the military. D’Ron (1998) finds that 962 Airborne Air Control Squadron faced several barriers and challenges in the implementation of the TQM program. They eventually turned away from the quality techniques because of the numerous obstacles in applying the TQM approach to the military. A survey of the managers at the squadron level revealed their strengths and weaknesses in applying the quality initiatives. The military environment depends solely on its leaders but the quality initiatives could not be successfully implemented. This implies that without process improvement and commander support such initiatives would fail. The same principle applies in the business world. In-depth training and dedicated job positions are essential for quality programs to function. The air force has reduced the number and quality of inspections that were suggested but they have not totally abandoned the program. Inspired by Deming’s philosophy, the Directorate of Distribution at McClellan Air Force Base (MCAFB) in Sacramento, California, and the U.S. Office of Personnel Management (OPM), keen to adopt the TQM, started examining the value and viability of this approach (Gilbert, 1992). It was soon felt that for TQM to work changes in the organizational culture was essential. Moreover, without changes in the personnel system even cultural change or the TQM was useless. It also became apparent that education and training at the organizational level would be necessary to implement change. The HR manager was empowered to implement the TQM and this enabled the organization to test, demonstrate and institutionalize many tools and techniques, including training programs to encourage TQM at all levels. In the process performance appraisals were eliminated and gain sharing was undertaken. Quality was improved through partnership between management and organized labor. Revision in the pay bands and the job series enabled learning opportunities. Training was provided to all levels of workers. Employee assessments of the organization’s leadership revealed marked change and this was supported by reduced number of grievances. Thus, TQM can work provided there is strong leadership, unwavering efforts, dedication and sincerity. 3. Conclusion The US Air Force has not been able to achieve the efficiency through the application of the TQM approach. This is because TQM has to be an ongoing and a holistic approach for the concerned organization to benefit. If it can work in business organizations it can work in the military and Air Force also. In the US Air Force it has been instituted but very few organizations seriously took it up to bring about changes. While Holmes’ believes that effective leadership is the driving force behind the Air Force, the studies conducted by different scholars suggests otherwise. The hierarchical organizational structure in the Air Force is the biggest barrier to the success of the TQM approach. However, organizations that did make attempts to really change the quality, could achieve the results. Thus, it requires unwavering efforts, consistency to commitment, and a strong leadership. However, this has to be supported by cultural change at the organization level, training at all levels and the involvement of all employees. The Air Force bases that could not achieve the results was because they did not take it as a holistic approach and confined their efforts to just leadership or focused only on training. TQM has to be a strategic decision, an ongoing process, with the involvement of all members, through an organization-wide acceptance and cultural change. References Baldridge Award. (2005). Overview of the Malcolm Baldrige National Quality Award. Retrieved from http://www.wmich.edu/evalctr/eval_cafe_archive/baldrigeaward.pdf D’Ron, L. (1998). Quality Air Force: One squadron's struggle with TQM. ProQuest Dissertations and Theses Gilbert, G.R. (1992). Quality Improvement in a Federal Defense Organization. Public Productivity & Management Review, 16 (1), 65-75 Gonsalves, G.C. (2002). Business Process Management: Integration of quality management and reengineering for enhanced competitiveness. Hill, D.A. (2008). WHAT MAKES TOTAL QUALITY MANAGEMENT WORK: A STUDY OF OBSTACLES AND OUTCOMES. Capella University Ho, D. C. K., Duffy, V. G., and Shih, H. M. (1999). An Empirical Analysis of Effective TQM Implementation in the Hong Kong Electronics Manufacturing Industry. 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Total Quality Management: The Influence of TQM on morale at the Air Force Operational Test and Evaluation Center. A Dissertation submitted to the Walden University. Read More