4 TOTAL QUAL ITY MAN AGEMENT IN LIBRARIES
I. OBJECTIVES
The objectives of the unit/module are:
- To highlight the importance of quality in libraries;
- To explain the evolution of TQM and to know how it compares with traditional management and Six Sigma;
- To explain the principles, basics and tools of TQM, and benefits of TQM in libraries;
- To discuss the areas in libraries where TQM is applicable;
- To identify the areas for TQM in public, academic and special libraries; and
- To discuss the barriers to the success of TQM.
II. Learning Outcomes
After going through this unit/module you would understand that quality service is a prerequisite for the successful library and information centre. You would learn the concept of quality and Total Quality Management (TQM), quality concerns and areas for application in libraries and information centers; difference between TQM and traditional management, process of TQM (Plan, Do, Check, Act) and tools, and benefits and barriers of TQM.
III. Structure
1. Introduction
1.1 What is quality?
2. Need for Quality In LIS Sector
3. TQM – Introduction
4. TQM: What, How and Principles
4.1 Principles of TQM
4.2 TQM Vs Traditional Management
5. History of TQM
6. Process of TQM: Stages of TQM
6.2 Plan
6.2 Do
6.3 Check
6.4 Act : Standardization and Control
6.5 Conclusions and Future Plans
7 TQM Tools
8 Benefits of TQM for Libraries
9 Areas in LIS Sector where TQM is Applicable
10 Barriers to TQM in Libraries
11 TQM in Public, Academic and Special Libraries
12 TQM Vs Six Sigma
13 Summary
14 References
1. Introduction
In this module, we will discuss the concept of quality and its role in management. After quality is defined, its importance will be highlighted. Besides this, the concept of total quality management referred to as TQM will be explained. Quality involves the entire operational aspects of an organization from beginning to end involving producers, suppliers and users of any product that also includes information. Contributions of early proponents of quality reveal that in modern oganisations quality and total quality management has a vital role to play. The areas where TQM is applicable will be enumerated. Lastly, the tools of total quality management and barriers to the success of TQM will be covered.
1.1 What is quality?
The origin of the quality concept and quality management for the production of goods can be traced to the start of industrial mass production. W. A. Sheward’s theory of theEconomic Control of Quality of Manufactured Products of 1931 (Sheward, 1931) can be regarded as a milestone.
Many people have incoherent ideas about quality and some of them even like to equate quality with expense. However, we know that it is possible to pay a high price for an inferior product or service. And also, often high quality goods and services at a lower price can be obtained. Modern concept of quality is defined as a conformance to requirements and requirements are defined as the task to be accomplished in meeting customer needs. Quality cannot be assured by mere inspecting the products or service; the customer satisfaction has to be designed into the whole system. The confirmation check then makes sure that the things are according to a plan. In other words, the objective of quality improvement is not to screen out bad products, but to develop production processes so that the defects can be eliminated completely.
According to Michael Maccoby, the definition of quality for the industrial age is meeting or exceeding the customer’s expectations in terms not only of beauty, usability and durability, but also cost and timeliness of delivery (Maccoby, 1993).
Philip Crosby, a TQM Guru, defines quality as “Conformance to requirements” (though the requirement may not fully represent customer expectations). (Crosby, 1979).
According to Peter Drucker, “Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for” (Drucker, 1985).
Another TQM Guru, Joseph M. Juran defines quality as “ fitness for use”. Fitness is defined by the customer (Source: http://asq.org/glossary/q.html. Retrieved on 8.12.2012).
As per American Society for Quality, “Quality denotes an excellence in goods and services, especially to the degree they conform to requirements and satisfy customers.” (Source: http://asq.org/glossary/q.html. Retrieved on 10.12.2012)
Thus the definition of quality varies. However, one thing which is common among the above definitions is the centrality of the customer. One can summarize that quality is nothing but meeting or exceeding customer’s expectations in relation to use of a particular product or service. It is the customer (and not the producer or service provider) who judges the quality, irrespective of the cost of the product, its looks or other attractive features. Quality is not something that is asserted by the manufacturer, it is perceived by the customer. Therefore, quality will happen only when the manufacturer’s specification(s) matches with the customer’s expectations. Quality is not something that is negotiable, correctable or adjustable. It is doing things right the first time, every time and all the time.
Chakraborty (a) clarifies the quality concepts as follows:
| Quality improvement is not: | Quality improvement is: |
| Slogans, banners and speeches | A basis of belief in the power of quality improvement |
| A program overlay or ‘flavor of the month | An understanding that continuous quality improvement will lead to improving business results |
| Product quality or output inspection in manufacturing | Woven into the fabric of day-to-day management process |
| The other person’s responsibility | The integration of business planning, the objective setting process, and the first important step for a life long journey. |
| A department or office | A long term investment. Patience is the key |
| The top telling middle what the bottom should be doing to improve quality | Constant education and training –Total quality starts and ends with training |
| “Microwave” management | Total involvement – management,employees, suppliers and customers. |
Further, Chakraborty (a) says that the following changes are required in the Indian context to make quality happen:
(i) Every organization needs to understand that it exists to serve the customers. It is of utmost importance to not only know very precisely and clearly what the customer wants but also have to provide that to him.
(ii) Feeling that the customer asking for the moon should go. If he is really asking for the moon, the best option would be to either give him what he wants or politely tell him to go somewhere else instead of trying to make him believe that he should be satisfied with what he is getting.
(iii) Satisfying the demanding customer is not easy. But it is the demanding customer who implicitly expresses faith and confidence with the ability of the producer. He would stay only if the supplier chooses to stay with his demands. And the demands can be met when the production systems are made viable to cater to the increasing variety of demands.
(iv) Accounting systems are to be made proactive from the present posture of being only reactive. Accounting systems need to influence thoughts rather than work on Return on Investment.
(v) Generation of waste can be tackled at the points of their origin. And this can be done by the united effort of the work force when that is consciously developed through managerial action.
2. Need for Quality in LIS Sector
(i) A commitment to quality forms the core component of the overall policy in any organization in order to survive in a competitive environment. Quality is required to attract or retain the customers, to attract or retain the staff and in order to earn more revenue or get more funding.
(ii) Quality is required in order to ensure good use of our libraries. Of late, the competitions
faced by libraries are like never before and this phenomenon is noticed globally. Our users have several options nowadays for obtaining information which includes television, internet, free e-books, exhibitions, product literature, personal contacts, lectures, seminars, professional events, etc. and in most cases, the information is available free or at affordable cost. At the click of mouse or on mobile phones, our users can obtain facts, information, entertainment or knowledge which is available anytime, anywhere and in the most user friendly way. In India, more than 25% of the population is below the age of 25 years who have IT awareness and willingness to learn new technologies. They do not mind investing their time and money for exploring new methods and sources for information and bypass the traditional sources such as libraries. The clear message is that in order to attract the users back into our libraries, we need to maintain high quality in all aspects, i.e., resources, physical facilities, personal service, policies and so on. The quality of library service has to match the ease of getting information from internet or television.
(iii) Another aspect to be taken note of is the increasing expectations among the library users due to internet. The users, having used the internet, are aware of the services the libraries can offer and their expectations from local libraries are also going up.
(iv) Demonstration of commitment to quality definitely goes a long way in ensuring financial support from the management and from the public.
(v) For revenue based services such as internet use, photocopy services, etc. a demonstration of quality ensures increasing support from the users as value for money is ensured.
(vi) A commitment to quality encourages the library staff to constantly look for newer methods for innovation, quality and continuous improvement.
(vii) Demonstration of quality enhances the professional image of librarians as it gives the message ‘I-mean-business’.
3. TQM – Introduction
Total Quality Management is a management approach that originated in the 1950s and has steadily become more popular since the early 1980s. Total Quality is a feature of a company that strives to provide customers with products and services that satisfy their needs. The culture of the company calls for quality in all aspects of its operations, with processes being done right the first time and defects and wastes eradicated from operations.
Total Quality Management, i.e., TQM is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices.
Some of the companies that have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company.
TQM is an enhancement to the traditional way of doing business. Three main components of Total Quality Management are :
Total = Made up of whole or involvement of all levels in the organization.
Quality = Degree of excellence a product or service provides or conformance to requirements agreed upon.
Management = Act, art or manner of handling, controlling, directing.
TQM applies quantitative techniques and human resources to improve all processes within an organization and its goal is to deliver products and services exceeding customer expectations.
4. TQM: What, How and Principles
The definitions of TQM are many and varied and the topic is quite often confused with quality assurance. The following definition by Cook (1992) is one that fits well in the context of service organizations such as libraries:
Total quality management (TQM) is the term applied to the approach which organizations adopt to improve their performance on a systematic and continuous basis. This is achieved through the involvement of employees throughout the organization in satisfying the total requirements of every customer, whoever the customer may be– either external or internal–and the development of processes within the organization which are error-free.
This definition introduces three important concepts, the first of which is the recognition that customers are not simply the “end users” (our “external” customers) but also colleagues (our “internal” customers). Every department or organization has a series of suppliers and customers. Suppliers are people who provide work, information, etc. for some further processing. Then work, information, etc. is passed on to someone else who becomes the customer. We must pay equal attention to satisfying the requirements of all our internal customers (i.e., colleagues) as well as our external customers (i.e., library users). The second important concept in the definition is “the development of processes which are error-free”. Most people in organizations spend a large proportion of their time correcting errors, looking for things, checking why activities are delayed, redoing things, apologizing to customers, trying to find the right person to talk to, etc. TQM seeks to eliminate such waste by involving everyone in improving the way things are done. It focuses on preventing errors and waste, rather than putting them right when they occur– getting things right the first time. In other words. developing processes which are error-free. There is an attitudinal perspective to this also in that staff are encouraged to think in these terms. “Good enough is not good enough!
The third concept, and one which is of crucial importance, is the fact that TQM is a continuous process. Anyone who thinks this is a technique to use for a year or two should discard any plans to adopt it now. It is often stated that effective TQM programs lead to a change in organizational culture and that this is one of the most important outcomes of the process. TQM brings a change in attitudes and the development of skills, so that the culture of the organization becomes one of preventing failure and working together as effectively as possible to improve continually on the services offered.
Chakraborty (1996) explains the TQM concept as follows:
TQM is based on three basic ideas of reformation:
(i) To become customer driven instead of being self focused;
(ii) To concentrate on the process rather than being pre-occupied with results;
(iii) To use worker’s heads in addition to their hands.
It has to be understood that we are not in the business of finding customers for our products, we are in the business of finding products for our customer. This is precisely the foundation stone on which the entire quality philosophy is built. The customer needs’ identification has to be done on a continuous and ongoing basis in the changing world of today.
Given experience in implementing TQM in a US library, US librarians Crit Stuart and Miriam A. Drake (Stuart and Drake, 1993) gave the following advice :
(i) Involve everyone of staff;
(ii) Identify internal and external customers;
(iii) Improve customer satisfaction;
(iv) Increase opportunities for customer interaction and feedback;
(v) Provide value added services;
(vi) Encourage innovation and efficiency;
(vii) Communicate openly; and
(viii) Identify staff training, education and development opportunities.
4.1 Principles of TQM
As discussed above, total quality management is an organization-wide philosophy with its core values centered on continually improving the quality of its products and services, and the quality of its processes in order to meet and exceed customer expectations. This means that everyone in the organization – from top management to the employees – plays a role in providing quality products and services to customers. Even suppliers and the customers themselves are part of the TQM.
In order to exceed customer expectations, an organization must embrace the following five principles of TQM:
– Produce quality work the first time
– Focus on the customer
– Have a strategic approach to improvement
– Improve continuously
– Encourage mutual respect and teamwork
Producing quality work (the first time) means quality is built into the processes for producing products or providing services, and continual improvement measures are taken to ensure that the processes work every time. Employees are empowered to make decisions to improve a process and are provided with continual training to develop their skills.
Focusing on the customer involves designing products or services that meet or exceed the customer’s expectations. This involves the product itself, its functionality, attributes, convenience and even the means by which the information about a product is received by a client. By having a strategic approach to improvement, processes are developed and tested to ensure the product or service’s quality. This also involves making sure suppliers offer quality supplies needed to produce products.
Improving continuously means always analyzing the way work is being performed to determine if more effective or efficient ways are possible, making improvements and striving for excellence all the time.
Encouraging mutual respect and teamwork is important because it fosters a single-organizational culture of excellence by knowing that every employee from top to bottom of the hierarchy holds the same core principles at heart.
4.2 TQM vs traditional management
Important differences between traditional management and TQM are given in the following table:
5. History Of TQM
The first seeds of quality management were planted as the principles of scientific management in the US in 1920s. Elton Mayo’s Hawthorne experiments from 1927 through 1932 showed that workers participation in decision making improves productivity. In 1930s, American physicist and engineer, Walter Shewhart developed the methods for statistical analysis and quality control and quality charts. In 1940s, World War II advocated for standardization, statistical control, and best manufacturing practices.
In the 1950s, Edward Deming, an American Professor taught Japanese managers on how to improve design (and thus service), product quality, testing, and sales (the last through global markets) through various methods, including the application of statistical methods.
In 1954, Joseph Juran, a Professor of Administrative Engineering in New York University, was invited to Japan by the Union of Japanese Scientists and Engineers (JUSE). His lectures introduced the management dimensions of planning, organizing, and controlling and focused on the responsibility of management to achieve quality and the need for setting goals.
In 1961, Armand Feigenbaun’sTotal Quality Control became the first work that started many Total Quality Management theories.
In 1954, Abraham Maslow created a pyramid of self actualization needs. In terms of work productivity, the lower levels of needs must be met prior to employees performing at higher levels. These needs in hierarchical order are:
1. Physiological which is to eat, sleep, and have shelter.
2. Safety which is to have economic and physical security.
3. Belonging which is to be accepted by family and friends.
4. Esteem which is to be held in high regard.
5. Self-actualization which is to achieves one’s best. Historically, total quality management can be traced as below:
1920s
– Some of the first seeds of quality management were planted as the principles of scientific management swept through U.S. industry.
– Businesses clearly separated the processes of planning and carrying out the plan, and union opposition arose as workers were deprived of a voice in the conditions and functions of their work.
– The Hawthorne experiments in the late 1920s showed how worker productivity could be impacted by participation.
1930s
– Walter Shewhart developed the methods for statistical analysis and control of quality.
1940s
– World War II advocated for standardization, statistical control, and best manufacturing practices.
1950s
– W. Edwards Deming taught methods for statistical analysis and control of quality to Japanese engineers and executives.
– Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough.
– Armand V. Feigenbaum’s book Total Quality Control, a forerunner for the present understanding of TQM, was published.
– Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies.
1968
– The Japanese named their approach as total quality company-wide quality control.
– Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s ascendancy as a quality leader.
– TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality.
Today
– Quality standards such as the ISO 9000 series and quality award programs such as the Deming Prize and the Malcolm Baldrige National Quality Award specify principles and processes that comprise TQM.
6. Process Of TQM: Stages Of TQM
There are four main steps in the implementation of TQM. These are: Plan, Do, Check and Act (remembered by the abbreviation, PDCA cycle).
6.1 Plan
The first step in the TQM process is recognizing that a problem exists. Problems may be identified either by the user of the library or by staff operating the process themselves. Users may provide unsolicited feedback highlighting complaints or problems in library services. Information may also be collected by questionnaire surveys or library committee meetings. If too many problems have been identified, priority has to be given to problems which have the greatest impact on the users or which involve the greatest cost to the library.
Planning also involves data collection wherein data relating to the process is collected at the micro-level. For instance, in case of implementing TQM in the Circulation Section, examples of data collection are :
– Number of borrowers per hour
– List of operations in the circulation desk
– Time required for each operation
– Average time spent by a reader at the circulation desk
– Operations which are of value to the user
– The operations which can be avoided in the circulation desk
– Yardsticks for measurement of performance
– Personal efficiency of the circulation staff, etc.
– Impact of physical environment such as furniture, physical comforts, etc. on the service quality.
In order to generate ideas, brainstorming techniques are used. Brainstorming allows everybody in the team to think of their own ideas without any constraints. After brainstorming, all ideas are discussed and those ideas which are unhelpful or duplicate are eliminated.
Another technique to analyze the problem is by drawing a Fishbone Diagram which analyzes the problem and the effect as given below :
While drawing the fishbone diagram, one has to go through the list of possible causes one by one. Then decide on the team whether the problem is the result of the materials used, the machines used (or any other aspect of the physical environment), the operating processes or a people related problem (possibly as a result of lack of training or motivational issues). The team has to analyze the impact that each cause and its impact on the problem.
After analyzing the fishbone diagram, the team has to prioritize and determine which causes have the highest impact on the performance of the system. Thus the problems are identified.
After identifying the problem, the next step is to come up with a range of possible solutions or hypotheses. Many times, the hypotheses are generated by hindsight. It would be helpful to keep asking the questions, “Why?” and “How?” in order to get down to the root cause of the problem. It is important to keep asking the question “Why?” until one can go no further.
6.2 Do
Once possible solution is identified, trial runs must be performed. It is important to monitor the trial runs and effects be measured. If you want to be sure about the effect of the process change, then you should try only one variable at a time. If the change demonstrates a positive effect, then you can incorporate the change into a new revised process and perform further trial runs introducing further changes, until you are satisfied that you have made as much progress as possible. On the other hand, if the change does not make any improvement in the performance, other variables can be tried. Though there are no guidelines regarding the duration of trial run period, we need to make sure that the data should be sufficient enough to test the hypotheses. It is generally accepted that around one hundred data items are needed to provide statistically reliable information.
6.3 Check
The same statistical techniques used to help you analyze the problem will also serve to check effects. In case of negative effect results, you will have to revisit the problem and gain an understanding of what happened during the trial run. If you achieve anticipated positive results, then this can be incorporated into the revised process before any further trials. The team has to ensure that the process changes are not having any unexpected negative effects on other related processes.
6.4 Act : standardization and control
When all trials have been completed, the new process will need to be standardized in order to consolidate the gain and ensure that the process improvement is maintained.The process is likely to be very different from the original and a new process flowchart and documentation should be prepared. The documentation has to be transparent and explicit. The standardization of the new process is a means of ensuring that you have appropriate level of control to ensure that staff can consistently deliver quality of service which will meet the needs and expectations of the customer or user. The documentation is followed by adequate staff training in the new processes.
6.5 Conclusions and future plans
As one TQM project closes, we need to monitor whether the process has made significant impact on the performance and provides better quality of service to the user. However, it is important to remember that the user needs change over time. For instance, the needs of the library users in the 2010s is different from that of 1990s. Therefore, systems have to be in place for continuous monitoring customer satisfaction. Mechanisms need to be established for monitoring the customer expectations and performance yardsticks from time to time.
7. TQM Tools
Besides PDCA cycle and the Fish Bone Diagram, the following are some of the important tools of TQM which are being used today.
Pie charts and Bar Graphs: Pie chart uses ‘pie slices’ to show relative slices of data. For example, v percentage of book funds allocated for different subjects in the library. Bar graph is a graphical display of data using bars of different heights. For example, growth in book loans during the past five years.
Histogram: Histogram is similar to bar graphs, but it groups numbers into ranges. For example e.g., Number of readers borrowing 50-60 books in a semester.
Run Charts: Run chart displays data relating to a phenomenon over a period of time. This helps to understand the trends, patterns, etc. For example month-wise book issues during the past one year.
Pareto Analysis Charts: Pareto analysis helps to identify the most effective action for solving a problem. Pareto principle, also called by name, “80/20” rule, has the assumption that, in all situations, 20% of causes determine 80% of problems. Pareto analysis helps to identify the top priority causes that need to be addressed to resolve the majority of problems. For example What are the main reasons for delay in the release of new books ?
Force Field Analysis: Force Field Analysis is a useful decision-making technique. It helps you make a decision by analysing the forces for and against a change, and it helps you communicate the reasoning behind your decision. You can use it for two purposes: to decide whether to go ahead with the change; and to increase your chances of success, by strengthening the forces supporting change and weakening those against it. For example decision whether to extend the library hours by two hours. Analyse the forces which are for and against this move.
Focus Groups: A focus group is the meeting of a small group of individuals who participate in a discussion moderated by a trained person. The goal of the focus group is to get their views, feedback, opinions and reactions in relation to a particular product or service. For e.g., Get members’ feedback on increasing photocopy charges which has become inevitable because of increasing cost of materials.
Brainstorming: Brainstorming is a technique in order to generate ideas for solving a problem. Brainstorming combines a relaxed, informal approach to problem solving with lateral thinking. It encourages people to come up with thoughts and ideas that can, at first, seem a bit crazy. Some of these ideas can be crafted into original, creative solutions to a problem, while others can spark even more ideas. For e.g., Generate ideas on how to stop pilferage of books in the library.
Tree Diagrams: The tree diagram is representation of the full scope of a project which comprises of various tasks. The tree starts with one item that branches into two or more, each of which branches into two or more, and so no. The diagram looks like a tree, with trunk and multiple branches. Tree diagram is used to break down broad categories into finer and finer levels of detail. Developing the tree diagram helps us move our thinking step by step from generalities to specifics. For example, Identifying goals and sub-goals for the library marketing plan.
Flowcharts and Modelling Diagrams: A flow chart is a graphical or symbolic representation of a process. Each step in the process is represented by a different symbol and contains a short description of the process step. The flow chart symbols are linked together with arrows showing the process flow direction. For example Flowchart for describing book processing. Flowchart helps us to identify problem areas in the workflow, identify steps which need to be added or removed in order to improve the efficiency.
Scatter Diagrams: A scatter diagram is a tool for analyzing relationships between two variables. One variable is plotted on the horizontal axis and the other is plotted on the vertical axis. The pattern of their intersecting points can graphically show relationship patterns. Most often a scatter diagram is used to prove or disprove cause-and-effect relationships. For example Relationship between photocopy charges and its usage.
Relationship Diagrams: Relationship Diagram is used to analyze cause-relationship in the case of a complex issue. It analyzes all the relationships which exist between factors, areas and processes. For example analysis of the reasons for drop in library usage in a library network.
8. Benefits of TQM for Libraries
The core philosophy of TQM emphasizes that the organization exists for the customers and all efforts are to be made in order to ensure customer satisfaction, even if it amounts to inconvenience to the staff or some of the existing processes may have to be changed. A continuous quest for improvement in customer service changes the thinking process among the service providers altogether.
TQM helps the librarians in several ways as below:
(i) Improved customer service as the TQM concept is totally customer centric.
(ii) Improvement in staff motivation as TQM lays stress on empowering staff.
(iii) Elimination of wastage in terms of materials and staff time.
(iv) Improvement in library revenue in case of priced services.
(v) Reduction of user complaints.
(vi) Improvement in the use of library resources which includes reading materials, physical facilities, equipment, software and staff.
(vii) Creation of tension free work environment leading to improved human relationships at work.
(viii) An environment of customer friendliness and quest for innovation in order to improve service to library users.
(ix) Above all, it brings pride to work among the library staff.
9. Areas in LIS Sector where TQM is Applicable
Though TQM can be applied in most of the library work, priority has to be given to those areas which involve repetitive work and which affect immediate customer service whereas complex matters such as Policy making, Financial decisions, Staff training, Library Committee matters, Marketing, Publicity and Branding, New technology applications, Reader guidance, Performance Evaluation, etc. are not amenable to TQM. Generally speaking, routine and repetitive jobs meant for service to customers are taken up for TQM applications though no areas in library work is barred from TQM applications. Some areas wherein TQM can be applied in LIS are:
(i) Service at the issue desk
(ii) Communication with the customers – emails, telephonic, spoken communication, etc.
(iii) Books processing
(iv) Book selection process
(v) Shelving
(vi) General maintenance and housekeeping
(vii) Security gate management
(viii) Monitoring usage by means of user studies, usage statistics, etc.
(ix) Book procurement process
(x) Stock verification
(xi) Cataloguing and Data entry
(xii) Organizing meetings
(xiii) Service to internal staff such as catering, leave management, duty roster preparation, etc.
(xiv) Reference Service
(xv) Compilation of bibliographies
10. Barriers to TQM in Libraries
TQM seeks to integrate all library functions (Book Selection and Processing, Circulation, Readers Service, Reference Service, Maintenance, Resource Management, Marketing,etc.) to focus on meeting customer needs on the one hand and library goals on the other. TQM views the library as a collection of various processes. It maintains that libraries must strive to continuously improve these processes by incorporating the knowledge and experiences of the staff. Some of the barriers to the implementation of TQM in libraries are:
(i) Lack of understanding: Many librarians have a wrong notion that quality is expensive and therefore, no initiative is taken to improve the quality. In reality, quality does not have to be expensive. Besides, in the long run, it saves cost, staff time and other resources. Implementation of TQM requires only commitment and determination.
(ii) Lack of higher expectations: Many of our library staff have a sense of complacency and even lethargy and they do not find any driving force for making a quality leap.
(iii) Lack of management commitment: Often, senior leadership in the libraries do not assign importance to quality initiatives and therefore, no training is provided to the staff in TQM techniques without which it cannot be implemented though many junior staff are willing to participate in quality programs.
(iv) Lack of involvement of junior staff in quality programs: In many libraries, most of the initiatives are driven by the senior staff while the junior staff only perform the tasks assigned to them and they are not involved in new initiatives. Such an environment is not conducive to quality programs.
(v) Inadequate resources for TQM: Quality improvement is often considered as an unnecessary expenditure and therefore, a paltry sum is provided for staff training and other resources. In fact, adequate resources, if provided for implementation of TQM, will bring increasing returns in future.
(vi) Lack of user focus: In many libraries, there is a total absence of user focus and no feedback meetings are held in order to find out how users find the library services. Such an environment is not conducive to TQM.
(vii) Lack of training: TQM requires adequate training in Mathematics, Statistical quality control techniques, other tools of TQM and use of related software besides skills in communication, goal setting and customer service. Lack of training in using these tools will result in projects which are incomplete or un-professional.
11. TQM in Public, Academic and Special Libraries
In any library, the priority areas for TQM are those which affect immediate customer service, such as Shelving, Reference Service, Circulation, Book Processing, Security Gate management, etc. However, in view of the different goals in public, academic and special libraries, the following priority areas are suggested though it should not be taken as a rule. The concerned library staff need to identify the TQM projects depending on what is best for them.
Public libraries provide reading materials for recreation besides information materials for self development of their users. Besides, there is a stress on reference service relating to local information, careers, and general knowledge. Some TQM priority areas are: Book selection, Reference Service, Circulation, Stock management including shelving, binding and weeding.
Academic libraries lay stress on providing a conducive environment for study and research. They usually have a large book stock and the students need guidance in using library and its various databases for their projects. Some TQM priority areas are: Circulation, Stock Management, Readers Orientation and Information Literacy programs and Security Gate management.
The objective of the special libraries is to save the time of the specialists by providing pin-pointed technical/socio-economic information. The library staff will have to organize micro-documents besides using both printed and online resources and getting materials from other libraries so that the output of the specialist user is enhanced. Some TQM priority areas are: Literature Searches, Document delivery services, Organizing micro-documents, Providing Current Awareness and SDI services.
12. TQM VS Six Sigma
Six Sigma is a set of techniques for improvement of quality processes and it was developed by Motorola in 1986. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (“Champions”, “Black Belts”, “Green Belts”, “Yellow Belts”, etc.) who are experts in these methods (Wikipedia). Six Sigma is being adopted by several organizations for quality management.
TQM has been around for quite sometime before Six Sigma was introduced.
Though both TQM and Six Sigma have similar objectives, TQM is considered more as a cultural initiative with the objective of making incremental but continuous quality improvement in the organization. It focuses on general improvement by approaching the problem collaboratively and culturally. Six Sigma, on the other hand,is a process centered methodology taking quality improvement to the next level. It is more of a statistical approach and is data driven. It aims to reducing variation in product/service delivery and achieve near perfection by restricting the number of possible defects to less than 3.4 per million. Six Sigma focuses on cost reduction by reducing the cost of defects, operational cycle and wastage.
While TQM approaches quality from what the customer expects, Six Sigma implies that quality is reflected in terms of defects, which have to be totally eliminated.
While TQM stresses on continuous improvement in performance, Six Sigma focuses on setting minimal standards and acceptance requirements.
While TQM can be undertaken as a part time activity by teams with some training, Six Sigma calls for staff who are certified as ‘Black Belts, Green Belts and Yellow Belts’ who are dedicated professionals.
While a TQM activity has four main stages, i.e., Plan- Do- Check- Act, the Six Sigma project has five stages, i.e., Define – Measure – Analyze-Improve-Control.
From the discussion above, it becomes evident that in a library, which is a socio-cultural organization, TQM is more relevant than Six Sigma which is more suited to a manufacturing organization.
13. Summary
Many people have incoherent ideas about quality and some of them even like to equate quality with expense. Modern concept of quality is defined as a conformance to requirements and requirements are defined as the task to be accomplished in meeting customer needs. Quality cannot be assured by mere inspecting the products or service; the customer satisfaction has to be designed into the whole system.
Total quality management (TQM) is the term applied to the approach which organizations adopt to improve their performance on a systematic and continuous basis. This is achieved through the involvement of employees throughout the organization in satisfying the total requirements of every customer, whoever the customer may be– either external or internal–and the development of processes within the organization which are error-free.
There are four steps in the TQM process : Plan, Do, Check and Act (remembered by the abbreviation, PDCA cycle). (a) Plan – The first step in the TQM process is recognizing that a problem exists. Problems may be identified either by the user of the library or by staff operating the process themselves. (b) Do : Do refers to the trial runs after a problem is identified and possible solutions are worked out. Trial runs of solutions be monitored and effects be measured. (c) Check : Check is the third step in the TQM process. This involves studying the actual results (measured and collected in “Do” above) and comparing against the expected results (targets or goals from the “Plan”) to ascertain any differences. (d) Act : ‘Act’ is the fourth step in the TQM process. This involves implementing the new processes by standardizing and documentation. New processes might be very different from the original and a new processes flowchart and documentation should be prepared. After one cycle of PDCA Cycle is over, the cycle is repeated and this results in continuous improvement.
For TQM to succeed, what is required is a spirit of quality pervading across the entire organization at all levels. This can be ensured only if there is an active commitment and support from the senior management.
While Six Sigma also aims at continuous improvement in customer satisfaction and profits, its central idea is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. To achieve Six Sigma Quality, a process must produce no more than 3.4 defects per million opportunities. An “opportunity” is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes.
14.References
1. Chakrabortty S.a. Quality : how to make it happen. Source not known.
2.Chakraborty S. b. Will quality happen if we got ISO 9000 ? BMA Review, pp. 37-42 (Year and volume not known).
3. Chakraborty, S (1996). TQM and organizational learning. Productivity. Vol 37(1).
4. Cook, S., Customer Care: Implementing Total Quality in Today’s Service Driven Organization, Kogan Page, London, 1992.
5. Crosby, Philip (1979). Quality is free. New York, McGraw Hill.
6. Drucker, Peter (1985). Innovation and entrepreneurship. Harper and Row.
7. Feigenbaum, Armand Vallin (1961), Total Quality Control, McGraw-Hill, New York.
8. Maccoby, Michael (1993). To create quality, first create the culture. Research – Technology Management. Vol 36(5).
9. Sheward, W. A. (1931). Economic control of quality of manufactured products. London, Macmillan.
10. Stuart, Crit and Drake, Miriam A (1993). TQM in research libraries. Special Libraries. Summer 1993.
11. Six Sigma (In Wikipedia. Available at : http://en.wikipedia.org/wiki/Six_Sigma. Accessed 31 August 2014).
Weblinks
1. An overview of TQM in libraries, by G. Jayamalini. DRTC Workshop on Information
Management, 6-8 January 1999. Available at: http://drtc.isibang.ac.in/xmlui/bitstream/handle/1849/99/Pap-cb.pdf?sequence=2. Accessed on 6.6.2014.
2. Application of total quality management to library and information services in Indian open universities. Available at: http://www.col.org/forum/pcfpapers/saroja.pdf. Accessed on 6.6.2014.
3. Total quality management in academic libraries, by Petra Duren. Qualitative and Quantitative Methods in Libraries. Vil. 1, 2012, pp. 43-50. Available at :
http://www.qqml.net/papers/July_Issue/5QQML_Journal_2012_Duren_1_43-50.pdf.
Accessed on 6.6.2014.
4. University of Wollongong. Planning, policies and total quality management. Available at : http://www.library.uow.edu.au/about/UOW026249.html. Accessed on 6.6.2014.
5. Quality management approaches in libraries and information services, by Pao-Nuan Hsieh etal. Libri. Vol 50, 2000, pp. 191-201. Available at : http://www.librijournal.org/pdf/2000-3pp191-201.pdf. Accessed on 6.6.2014.
6. Total quality management in libraries : Fad or Fact ? by J H Viljoen and P G Underwood. South African Journal of Library and Information Science, 65(1), March 1997, pp. 46-52. Available at : http://cdigital.uv.mx/bitstream/123456789/5953/2/Al7.pdf. Accessed on 6.6.2014.
Books for further reading:
1. Integrating total quality management in a library setting, by Susan Jurow and Susan Barnard. London, Routledge, 1993.
2. Library quality, by Sara Laughlin. ALA Editions, 2009.
3. Total quality management in Central University Libraries of India, byMonawwerEqbal and Masoom Raza. LAP Lambert Academic Publishing, 2011.
4. Application of total quality management to library and information, by Puspanjali Jena, Pragun Publication, 2012.
5. Total quality management in university libraries, by Premchand,Authorpress, 2009.