2JN is a large manufacturing organisation which is structured with a number of supervisors each responsible for their own work production unit. Supervisors report to a team of senior managers who in turn are accountable to a Managing Director (MD). Operations are supported by 2JN's own finance, sales, distribution and human resource units.
 
Within the past two years, 2JN has implemented a series of initiatives aimed at reducing product defects and customer complaints. The initiatives have included the appointment of a few quality control inspectors to support supervisors. Despite these efforts, 2JN has lost some of its major customers to its competitors and its profits are declining.
 
Identify the important issues and work groups that need to be considered when organising the TQM training in 2JN.

Identify different training needs

A range of TQM training will be essential within 2JN. The differing needs of distinct groups of workers might be identified and a programme for each drawn up and agreed. These groups might for instance contain:

• Senior managers
• The workforce as a whole
• Supervisors
• Members of the Quality Committee
• Quality Circle members

Training facilitators and venue(s)

One issue to be addressed is who should give the training and where it should take place. Analysis of organisations that have successfully introduced TQM suggests that it is preferable for an external consultant with TQM experience to conduct this training. If this is the decision of 2JN, then a suitable budget will require to be established for the purpose.
 
Training senior managers 

It is a good idea to begin training with senior managers as they operate at a strategic level within the organisation. It is they that will require to display leadership and drive the quality agenda, so their commitment is crucial. It is likely that consultancy led executive style training (possibly off site) will be the most effective form of training for this group.