| Memo: Quality at Work
Edition: Final
As we advance in the new millennium, Africa
needs to wake up to the need for Total Quality
Management. As this management philosophy grows
in the business sector, the big question is whether
public and nonprofit organizations also recognize
the need for a process that brings quality.
Taxpayers of any country desire to be treated
as customers of that country. They want their
tax monies spent efficiently. They want services
delivered effectively
and they would certainly not mind if government
runs continuously improved operations. Organizations
that practice Total Quality could deliver on all
of these points.
For business leaders who must compete and profit
to exist, the question of practicing Total Quality
really isn't whether to do it - it's how to do
it. In the public sector, the necessity for quality
management may not seem so clear.
I recall a recent seminar in New Orleans, LA
where I was called on to explain how Total Quality
is being applied to education. The seminar had
both public school superintendents and private
school administrators in attendance. During the
seminar it struck me that the questions and comments
coming from the private school administrators
were of a different nature than those from public
schools. It seemed as though each group had a
quite different perspective of the subject of
Total Quality in education.
While each group nodded in affirmation, there
was a distinct concern about bureaucracy in the
public schools as compared to that of private
schools. The public school officials cited obstacles
and impediments, while those from private schools
were more concerned with implementation strategies.
One public school superintendent suggested to
me that his board would not take the time to learn
the language, and therefore would present an obstacle
if he moved on Total Quality. His concern was
understood because the job life of a public school
superintendent is on the average short. Boards
show too little interest in quality in the private
sector as well, according to a recent survey by
the American Society for Quality Control and the
Gallup organization.
However, I was quick to point out that my experience
in working with another Public School District
was different. That district's board, while receiving
no monetary reward, had in fact spent more than
two weeks in the first year learning about Total
Quality, or Quality Management as they call it.
The Board President made provisions to train two
new board members and others in the future. The
superintendent's eyes glazed over when he heard
that, and responded by saying that perhaps it
could work if his board members understood and
backed it.
Clearly, it will take leadership at the top for
Total Quality to make inroads in the public sector.
The same is true in private companies. But public
officials may need to take an extra step to realize
the need for quality.
Perhaps they are like the top brass of American
auto manufacturers in the late 1970s. Japanese
companies, some of which have practiced Total
Quality since the 1950s, were driving away with
U.S. customers before American automakers even
realized they had a problem.
School and government officials aren't facing
Japanese companies, but they are looking at taxpayer
revolts, budget crunches and a widespread belief
that their organizations must improve.
Just as the U.S. automakers finally woke up to
the need for Total Quality, there is the need
for our public officials in Nigeria and Africa
at large to do the same. Once our leaders see
the need for Total Quality, the obstacles to implementing
it won't loom so large.
Submitted by Afolabi
Imoukhuede, Managing Consultant, MCS
Consulting Limited Ikoyi, Lagos
aimoukhuede@mcsworldgrp.com
‘Total Quality,’
Public Sector Slow To Wake Up To New Millenium
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