KALİTE YÖNETİMİ - Deneme Sınavı - 3

Improving defects is not one of them

It should be lean

Unnecessary Movement is not one them.

It should be Poka-Yoke

It should be Hansei

It should be Andon

Change is also divided into two categories namely radical and incremental changes depending on the
impact on firm operations. Accordingly, if change in a business affects certain departments, if the strategy,
values and mission of the business are not affected by this change, we define it as an incremental change.
These changes are the result of continuous development efforts, which can significantly increase operational
efficiency. Radical or strategic change affects the whole organization and redefines the business. It usually
results from major changes or technological breakthroughs in the environment in which the business
operates. It requires doing different things rather than doing things well. It also radically changes the business
operations and the way people do their works (Hodges & Julie 2016; Nadler & Tushman, 1990).

We can list the external factors causing change
in organizations as technology, globalization and
competition, economic conditions, political and
legal conditions and social trends.

Kotter argues that there are common steps taken by businesses that perform successful big change
processes. According to him, successful change process is possible by performing the following 8 steps
(Kotter, 1996; Kotter & Cohen, 2002):
1. Establishing a sense of urgency: A sense of urgency is necessary to mobilize people, to provide the
necessary cooperation and to express the need for change.
2. Creating the guiding coalition: After convincing people to take action for change, a team is formed
to guide the process of change with sufficient talent, authority and skill.
3. Developing a vision and a strategy: Guiding team develops a clear vision and strategy for change
with other employees. Thus, the direction and means of change are determined.
4. Communicating the change vision: The vision, tools, goals and paths of change are shared with all
actors in the organization. Thus, a common understanding about change is tried to create.
5. Empowering employees for broad based action: It means that all the factors that may prevent change
are hindered. The employees and managers should be encouraged to take risks and initiatives so
that all efforts of them contribute to the change. If necessary, they should get trainings.
6. Generating short term wins: The change process should be divided to short terms and the improvements
are measured in every term. The short-term achievements provide credibility, resource and morale for
the change process. It provides feedback on strategies and allows changes if necessary.
7. Consolidating gains and producing more change: Being committed to change is to try to realize the
bigger changes that will carry out the vision without declaring an early victory with the climate of
short-term gains.
8. Anchoring new approaches in the culture: At the end of the change process, new practices create a
new culture to ensure that the change is permanent. As a result of the process of change, new norms
and values are created if the success of change has been proven.

The decisions to be taken during the preparation stage and the actions to be taken are as follows:

Managerial Barriers:
• Not to examine the practices of other
businesses.
• Not to plan the quality process.
• Not to insist on the process of change.
• Not to allocate sufficient resources for
TQM applications.
• Not using effective quality measurement
techniques.
• Not to determine the type of training
required for each job and person.
• Changing business objectives frequently.
• Focusing on short-term business interests,
putting teamwork and quality improvement
efforts in the background.
• Ignoring subordinates’ participation.

Organizational Barriers:
• Poor written and verbal communication between hierarchical levels in the organization.
• Poor communication between departments.
• High employee turnover.
• Resistance to change.

The talents of the employees, their level of education, working time in the organization, the average age of the employees and their attitude towards change play an important role in the success of TQM applications

In the execution stage, all preparations have been
completed. The TQM practices start according to
plans prepared by the committee. At this stage, the
committee activates the teams, receives feedback
from customers and employees about the practices,
reorganizes the organizational structure according
to changing conditions or needs in practice and
rewards the successful teams. Now let’s examine
these stages respectively

Misunderstandings: In businesses where
employees are not adequately informed about the
causes and process of change, people may have
wrong ideas about the causes and consequences of
change.

Unplanned change refers to the change that is not planned before and which is implemented in order to adapt to sudden changes occurring in the internal or external environment (Koçel, 2011).

Change management refers to the conscious process of change in the organization. Change management;

• “refers to planning, organizing, leading, and controlling a change process in an organization to improve its performance and achieve the predetermined sets of strategic objectives (Ha, 2014)”.

• “is defined as the adoption of a new idea or behavior by an organization (Daft, 2010)”.

• “is the movement of an organization away from its present state and toward some desired future state to increase its effectiveness (Anınkan, 2018)”

The word of change is defined in a dictionary as follow (Lexico Dictionary, 2019):

• An act or process through which something becomes different.

• The substitution of one thing for another.

• An alteration or modification.

Change is divided into two categories namely planned and unplanned changes depending on the way how it emerges. Planned change means that managers have the initiative and plan the change process and implement the change in line with the needs determined. In planned change, the business decides the need for change by analyzing the information it collects from the environment and applies the change. Unplanned change refers to the change that is not planned before and which is implemented in order to adapt to sudden changes occurring in the internal or external environment.

Change is also divided into two categories namely radical and incremental changes depending on the impact on firm operations. Accordingly, if change in a business affects certain departments, if the strategy, values and mission of the business are not affected by this change, we define it as an incremental change. These changes are the result of continuous development efforts, which can significantly increase operational efficiency. Radical or strategic change affects the whole organization and redefines the business. It usually results from major changes or technological breakthroughs in the environment in which the business operates. It requires doing different things rather than doing things well. It also radically changes the business operations and the way people do their works.

Radical or strategic change affects the whole organization and redefines the business. It usually results from major changes or technological breakthroughs in the environment in which the business operates. It requires doing different things rather than doing things well. It also radically changes the business operations and the way people do their works.

Comparison of Incremental & Radical Change