is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

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Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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Recently, I faced with several situations where some of my TQM teams are not progressing as it should be. The enthusiasm for more learning and improvement was diminished as compared to the previous project.

During my review meeting with the team, I noticed many of my team members were engaged with the company critical projects such as ERP, shortage of raw material, lost of market share, tight expense control etc.Many of them were heavily involved with crisis meeting, ac-hoc meetings etc.

I have an organization just embarked with a company wide project. Some of the team members have been assigned full time to the project, while most of them are required to attend the project training provided by the project consultant. The situation getting worse when the organization is faced with competition from China whose presents in almost all the market this organization were in.

From the TQM project team, I noted some symptom from the team member. They seems to have lost focus to the project. I tried to discover what happen to the team as I could not get direct answer from the team. Team leaders seem to be reluctant to tell the true story.From my observations, I discovered the followings events:-

1. Team member A has agreed to draw up a preventive maintenance checklist 3 weeks ago and to report it progress.
2. Two teams has not had their regular team meeting for the last two months
3. Attendance to the team meeting was less than 80%
4. Team leader did not carry out audit to the solution newly implemented
5. Last minutes update of the progress report just one day prior to my project review meeting
6. Customer and market information are not collected for discussion by the sales team
7. Team leader was absent from team meeting due to clashes with company project
8. Team A did not carried out repair to its folk lift as it is a property from another department
9. Team leader does not raise a conflict of work issue to his sponsor hence he cannot implement his solution

What could you do when you faced with the above issues? Who has the role to manage the team to sustain its momentum of the improvement projects? Is it the CEO? Department Heads? Or Sponsor of the team?

The CEO has repeatedly emphasized that the company project is vital for long term competitiveness, the TQM initiatives is to cultivate a continuous Improvement culture within the organization. Both are equally important.

The department heads argued that they have too many critical day-to-day issues to resolve. All of them are critical to keep the operation going. On the other hand, he wanted the improvement team to go on with their improvement projects as it deals with reduction of cost of production.

The Sponsor concurred that both the company and TQM projects are equally important, he faced with a difficult situation to prioritize the team effort. While he will balanced the activities among the team members, they should not loose track in either one of them.

The team members have not choice but to move along with the pace of the organization. Quality of the work is been comprised.

When you are faced with the above scenarios, what should you do? All parties seem to have done their duty. But the fact is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

----------------------------------------------------------------

Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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ose presents in almost all the market this organization were in.

From the TQM project team, I noted some symptom from the team member. They seems to have lost focus to the project. I tried to discover what happen to the team as I could not get direct answer from the team. Team leaders seem to be reluctant to tell the true story.From my observations, I discovered the followings events:-

1. Team member A has agreed to draw up a preventive maintenance checklist 3 weeks ago and to report it progress.
2. Two teams has not had their regular team meeting for the last two months
3. Attendance to the team meeting was less than 80%
4. Team leader did not carry out audit to the solution newly implemented
5. Last minutes update of the progress report just one day prior to my project review meeting
6. Customer and market information are not collected for discussion by the sales team
7. Team leader was absent from team meeting due to clashes with company project
8. Team A did not carried out repair to its folk lift as it is a property from another department
9. Team leader does not raise a conflict of work issue to his sponsor hence he cannot implement his solution

What could you do when you faced with the above issues? Who has the role to manage the team to sustain its momentum of the improvement projects? Is it the CEO? Department Heads? Or Sponsor of the team?

The CEO has repeatedly emphasized that the company project is vital for long term competitiveness, the TQM initiatives is to cultivate a continuous Improvement culture within the organization. Both are equally important.

The department heads argued that they have too many critical day-to-day issues to resolve. All of them are critical to keep the operation going. On the other hand, he wanted the improvement team to go on with their improvement projects as it deals with reduction of cost of production.

The Sponsor concurred that both the company and TQM projects are equally important, he faced with a difficult situation to prioritize the team effort. While he will balanced the activities among the team members, they should not loose track in either one of them.

The team members have not choice but to move along with the pace of the organization. Quality of the work is been comprised.

When you are faced with the above scenarios, what should you do? All parties seem to have done their duty. But the fact is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

----------------------------------------------------------------

Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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/li>

Customer and market information are not collected for discussion by the sales team

Team leader was absent from team meeting due to clashes with company project

Team A did not carried out repair to its folk lift as it is a property from another department

Team leader does not raise a conflict of work issue to his sponsor hence he cannot implement his solution

What could you do when you faced with the above issues? Who has the role to manage the team to sustain its momentum of the improvement projects? Is it the CEO? Department Heads? Or Sponsor of the team?

The CEO has repeatedly emphasized that the company project is vital for long term competitiveness, the TQM initiatives is to cultivate a continuous Improvement culture within the organization. Both are equally important.

The department heads argued that they have too many critical day-to-day issues to resolve. All of them are critical to keep the operation going. On the other hand, he wanted the improvement team to go on with their improvement projects as it deals with reduction of cost of production.

The Sponsor concurred that both the company and TQM projects are equally important, he faced with a difficult situation to prioritize the team effort. While he will balanced the activities among the team members, they should not loose track in either one of them.

The team members have not choice but to move along with the pace of the organization. Quality of the work is been comprised.

When you are faced with the above scenarios, what should you do? All parties seem to have done their duty. But the fact is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

----------------------------------------------------------------

Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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Free to reprint or re-publish: All rights reserved. You are free

important.

The department heads argued that they have too many critical day-to-day issues to resolve. All of them are critical to keep the operation going. On the other hand, he wanted the improvement team to go on with their improvement projects as it deals with reduction of cost of production.

The Sponsor concurred that both the company and TQM projects are equally important, he faced with a difficult situation to prioritize the team effort. While he will balanced the activities among the team members, they should not loose track in either one of them.

The team members have not choice but to move along with the pace of the organization. Quality of the work is been comprised.

When you are faced with the above scenarios, what should you do? All parties seem to have done their duty. But the fact is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

----------------------------------------------------------------

Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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Free to reprint or re-publish: All rights reserved. You are free

is improvement effort is been slacked if not recover fast, operation cost will not able to reduce. In a longer term, it will affect the company profitability as pricing competition is more severe day by day especially from China.

----------------------------------------------------------------

Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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Free to reprint or re-publish: All rights reserved. You are free to reprint or re-publish this article as long as you include my resource box at the end of this article. And ensure that the URL in the resource box remained intact and it is linked to the author's website.

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