Two-Way Communication Ensures Quality Teams

With regards to building effective total quality management teams, two authors have contributed strongly to this topic. In their book, 'Implementing Quality Management in the Graphic Arts', Herschel Apfelberg and Michael Apfelberg discuss managing the change process, particularly when working with statistical process control and quality teams focused on implementing change. Their factors for success include: group commitment, group decision making, feedback systems, two-way communication, involving informal leaders, and making change continual.

Group Commitment

When introducing the idea of forming a team to implement quality improvement or a statistical process control method, Apfelberg and Apfelberg point out that the need for change needs to be understood and wanted by the entire group in order for it to work in any graphic communications company. "Group decision making commits each member of the group to carry out the agreed-upon decision. The feeling employees have that 'we developed this plan' or 'it is my idea' is the most powerful means at a person's disposal to readily accept and promote changes," stated the authors.

Group Decision Making

The authors also stated that employees should be involved as active participants when implementing a quality assurance program. This will give them a sense of control within their work environment. "The 'not invented here' syndrome can be detrimental to the implementation process. If people feel that they did not participate in the development of a process improvement plan, it is more likely to be rejected," they stated.

Feedback Systems

It is important that the members of quality teams understand that not every one of their ideas with respect to implementing a quality program will be accepted by management. It is important, however, that a system is put in place that allows feedback to be communicated by participants, and lets them know that while their ideas might not always be accepted, they will be considered and weighed significantly in the decision making process.

Communications from management as to why a particular idea was or was not accepted is also important. "Employees must know why their hard work is being accepted or rejected and that their suggestions are not only important but vital to the quality process improvement plan," stated Apfelberg and Apfelberg.

Two-Way Communication

The development of a feedback system implies that an important part of implementing a total quality management program is two-way communication. The two-way process includes describing why the process is relevant, why it is being implemented, and in what ways it will benefit employees and the company. The authors consider two-way communication one of the most important parts of implementing a successful quality program in a printing company. Making sure that all employees understand the need for change, how they will be involved and that all of their questions and concerns are answered is paramount.

Involving Informal Leaders

Apfelberg and Apfelberg point out that in every company one can find formal as well as informal leaders as part of the organizational structure. While it is understood that formal leaders are responsible for formal communications, the communication role that informal leaders take can be a very important part of whether or not the total quality management program is accepted by the employees. It is their opinion that informal leaders can be a very important part of the training and mentoring process during the implementation of any total quality management program. This role can help reduce any unnecessary stress the employees might be experiencing during the change program.

Making Change Continual