TQM is also defined for the service sector. It just means that you document
everything, you try to live up to your clients (federal, private, visitors,
politicians) in a perfect way. It grabs the employees totally, to think in a
different way. In a more holisitc way.
Why not? There are a lot of advisers out there, willing to do the job - and
the museums will improve on that.
A museum dealing with TQM shows that it wants to improve. I would never
discourage such a will.
Greetings,
Peter, the optimistic Rebernik
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-----Ursprüngliche Nachricht-----
Von: John A. Bing <[log in to unmask]>
Newsgroups: bit.listserv.museum-l
An: [log in to unmask] <[log in to unmask]>
Datum: Sonntag, 20. Juni 1999 16:33
Betreff: Re: TQM
>Jay has raised an interesting subject about adopting TQM to his
>museum. I am a bit surprised at the notion but then I don't know what
>kind of museum he works for or just what he expects from TQM. Let me
>ramble with some thoughts.
>
>1. "Quality" does not mean that a Cadillac is higher quality than a
>Ford, or a Rolex is higher quality than a Timex. We use the term
>"Grade" to differentiate between items that do the same thing.
>
>2. The best definition I know for Quality is: "Doing what you say you
>are going to do" Timex has "quality" by mass producing an
>inexpensive watch that keeps accurate time. Rolex has quality by
>producing extremely accurate, attractive, and recognizable watches.
>
>3. TQM is generally associated with manufacturing industries and their
>ongoing production of goods. TQM strives to get everybody in the
>organization to improve each and every operation such that the
>rejection rate in reduced, the efficiency improved and, without
>saying, profits increase. The whole process takes time.
>
>4. My experience with museums, other than as a visitor, is as a
>Trustee of an art museum. We do not have a "production line" to
>improve in the TQM concept. Instead, we have a series of art
>exhibitions that pretty much stand alone, like individual projects.
>The only thing the exhibitions have in common, besides the walls of
>the museum, are the general steps of selection, fundraising, curating,
>preparing, advertizing and hanging; each one of which is tailor made
>for the individual exhibit.
>
>5. Project Management is my field and it, like the museum consists
>of producing individual activities or projects, (in my case design
>and build chemical plants). TQM in its purest sense, does not apply,
>however, that does not mean one cannot improve quality in doing one of
>a kind projects.
>
>4. Putting these points together for a museum would be for the staff
>to collectively define the goal for each exhibit as to what they hope
>to achieve, at what cost, and in what time frame, and then get on with
>it together.
>
>John Bing
>Laguna Beach, CA
>
>On Sat, 19 Jun 1999 12:30:13 -0600, Jay wrote:
>
>>Fellow Listers:
>>
>>We are considering adopting TQM or the "Total Quality Management"
>>philosophy at our facility. We are a small but growing institution with
>>four full time and four part time staff. There will be some expansion in
>>the near future which will require additional personnel as well spread out
>>the current staff. We, of course, have been working as a team for quite
>>some time, but we are interested in this primarily from a visitor services
>>and resource management & allocation perspective. Does anyone have any
>>experience with museums that have adopted TQM? All thoughts on this
>>subject would be appreciated. Thanks in advance...
>>
>>Jay Smith
>>Hutchinson, Kansas
>
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