Implementing TQM in Consulting Engineering Firm

Abstract

Experiences from applying total‐quality‐management (TQM) concepts to a 1,500‐person, 32‐office engineering and architecture firm are described. An essential element is training for management and staff in TQM concepts, problem‐solving techniques, and interpersonal relationships. Overlaying a TQM model or training that has worked well in manufacturing to a service organization without modification will fail because of the differences in customer relationships and between people in the organization. The writers recommend initially focusing a few quality‐improvement teams on a limited number of selected issues or projects, followed by phased expansion of the TQM process. Many TQM efforts have failed from trying to do too much too soon, without the proper foundation and focus. One should start with one project and build on successes, and learn how to implement the techniques effectively in the organization before expanding the process. In addition to specific improvements in work processes, TQM team members build self‐confidence, communication skills, and conflict resolution skills. By implementing TQM, a consulting firm can improve customer and employee satisfaction, and establish an environment to constantly improve quality.

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