Measuring effects of total quality management on mission performance and end-user satisfaction

Total Quality Manegement is the adaptation of W. Edwards Deming's thoughts to the practices of Armed Forces. The approach can be defined as "the application of quantitative methods and the knowledge of people to assess and improve significant processes within the organization, now and in the future." "Manegement for quality" emphasized philosophy's major elements can be classified as, theory of variation, systems theory, workplace psychology and theory of knowledge. Deming wrote that "one need not be eminent in any part of profound knowledge in order to understand it as a system, and to apply it." What is required is a basic understanding of each of the four parts and how they interact as a system. According to Deming, it is important that the leaders understand variation, that it occurs in everything we do. If we understand that concept and make an effort to measure variation in the work we do, we can increase our ability in predicting the future and rational decision making. TQM also emphasizes that organizations are really systems made up of parts that together support the overall aim of the organization. When all parts of the organization are aligned, we have what we call system optimization. It is also important that the leaders understand and apply psychology in the workplace. As people we differ one another in many ways. We also learn in different ways. Leaders need to appreciate these differences and allow for them in leading their people. At last, leaders need to learn how to increase their knowledge of the processes for which they are responsible by formulating theories, developing hypotheses, designing and conducting experiments. At the center of TQM philosophy is the concept that the customer defines quality. In Armed Forces, the customer is the soldiers. So it can be said that Armed Forces exists to provide our soldiers with the ability go anywhere, anytime, to defend the nation's interests successfully and survive. The needed knowledge, for achieving this purpose must come from lines in which work done, so from soldiers. But quality transformation must begin at the top of the organization. Otherwise it will be difficult to increase quality of daily practices. xiv