Total Quality Management - CII Institute of Logistics

Total Quality Management
i. They should be meaningful to the business. Improvements in these areas
should lead to improved business performance
ii. The measurements should be owned by individuals or work groups
It is often difficult to define measurements, which meet both these objectives. As a result,
the introduction of measurement is often best approached from two angles:
i. From the top down. These are the initial measurements introduced and
owned by managers and their dependents. They are key functional measures
where improvements will result in direct, tangible benefits to the business.
These measurements effectively define the ‘big picture’ into which the other
measurements will fit.
ii. From the bottom up. These are measurements introduced directly by
individuals and work groups as the program progresses and individuals
become involved in the program. They are often measurements of smaller,
more personal activities which are often more meaningful to the individuals
than the ‘big picture’ measurements.
With any Improvement Program it is important to have both types of measurements; one
without the other reduces the benefits of the Improvement Program. Bottom up measures
on their own can trivialize the Program as the benefits to the business may be relatively
small. Top down measurements on their own can limit the extent to which individuals
become involved in Quality Improvement. This can prevent individuals from realizing
they have an important role to play.
Fundamentals of Top Down Measurements
Before introducing new measurements at the beginning of QIP, it is essential to focus
attention on those areas, which have a real impact on the business. This helps set the
scene for a forward looking Program, which individuals can recognize is driven by
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