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Goal Translation at STM
The concept of "goal translation" in the context of the STM case is critical to the success of the entire TQM initiative and strategy. The single most critical success factor for any TQM initiative is change management (Svensson, 2005). The goal translation component or concept of the STM methodology concentrates on combining as many of the diverse, existing initiatives in place and leaving only a single set of key or strategic goals that have been defined by internal and external needs. STM wanted to do this to enable more effective change management strategies while also being able to set the foundation for real-time analytics reporting. This aggregation of internal and external needs for process improvement ensured that STM would invest their limited time and resources only in those activities that would deliver the greatest value. TQM projects must be managed to a specific series of measurable criteria and key performance indicators (KPIs) including Six Sigma (Sharma, Kodali, 2008).
Goal translation is the critical link in the methodology,...
When there is a lack of planning and execution surrounding TQM, there is a corresponding lack of measurement and often resistance to change, especially in the area of product and process quality (Vouzas, Psychogios, 2007). STM realized that goal translation would need to be one of the central strategies for enabling more effective change management, unifying the entire company to a common set of objectives. Resistance and fear of change will make TQM initiatives in many organizations exercises in futility, as employees struggle to find meaning in these programs relative to their own professional growth (Ooi, Arumugam, Teo, 2005). STM executive management realized this would be the single most difficult aspect of the goal translation…
References
Ahire, S.L., Waller, M.A. & Golhar, D.Y. 1996, "Quality management in TQM vs. non-TQM firms: an empirical investigation," The International Journal of Quality & Reliability Management, vol. 13, no. 8, pp. 8-27.
Ooi, K.B., Arumugam, V. & Teo, S.H. 2005, "Does soft TQM predict employees attitudes?," TQM Journal, vol. 17, no. 3, pp. 279-289.
Sharma, M. & Kodali, R. 2008, "TQM implementation elements for manufacturing excellence," TQM Journal, vol. 20, no. 6, pp. 599-621.
Sila, I. 2007, "Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study," Journal of Operations Management, vol. 25, no. 1, pp. 83-83.
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