Coaching: From Theory to Results - The "How to" of TQM Implementation

Article

Farrow, Brad W.   (1993, ASQC)   Rydberg Levy Group; Calgary, Canada

Annual Quality Congress, Boston MA    Vol. 47    No. 0
QICID: 9976    May 1993    pp. 335-341
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Article Abstract

A coach is vital to the success of total quality management (TQM), especially during its initial stages. Good coaching produces lasting behavioral and culture changes within an organization. The best coach is someone who is dedicated full time to TQM implementation and who comes from outside the TQM team or outside the department, perhaps even from outside the organization. The ideal coach is credible, impartial, objective, experienced, and (unlike having a manager double as a coach) is not burdened by other responsibilities. The coach has sound knowledge of TQM concepts, excellent facilitation skills, enthusiasm, and exceptional people skills. The first task for the coach is to be sure all employees know the organization's mission and their own individual missions. Other tasks include accountability, involvement, and leadership. The coach helps teams and individuals develop indicators of their performance levels. Employee involvement is facilitated by the coach, who finds both low and high risk ways for all to be involved in the business. The coach provides leadership counseling to managers, who retain the responsibility to lead by example. Case studies of coaches who worked closely with an oil and gas production team and with a unionized accounting group demonstrate measurable improvements during TQM implementation.

Keywords

Continuous improvement (CI),Cultural change,Employee involvement (EI),Leadership,Total Quality Management (TQM),Coaching


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