Total Quality Management (TQM) is very useful management tool. The ASQ company at http://asq.org explains on their webpage that, “[in TQM] . . . all members of an organization participate in improving processes, products, services, and the culture in which they work.” All members of the prison staff must work together as a seamless unit to ensure safety within the institution. By exploring key features of TQM and a TQM model for prisons, I will explain how the TQM process can be implemented into my correctional facility.

Houston (2004) breaks down the TQM process into three basics functions for application into a correctional facility—collaborate with staff, inmates, politicians, taxpayers, and suppliers to optimize work processes, continually analyze processes to improve function and reduce variation, communicate with and understand what the customers want (p. 4). These processes are further broken down into a prison TQM incorporation model by James Houston which I would fashion to my institution as I have listed below (Houston, 2004, p. 1-8).

First, we will develop, prioritize, and publish the organization’s beliefs and objectives (p.7). This is done with the warden and all the department heads to ensure buy-in to the process. Second, we will develop a strategic plan that will meet our objectives (p. 8). All goals will be specific, attainable and measurable. Third, we will answer the question, “What are the critical processes (p. 8)?” The biggest critical processes in a correctional institution will always be security and safety, followed by training, recruitment, and community involvement. Fourth, we will evaluate the prison’s management structure. We must determine if we have too many people in top positions that are out-of-touch with prison operational realities or do we have too many workers without a clear long-term direction. Fifth, we will give the staff authority to act autonomously whenever it is safe to do so (p.8). This will empower staff officers to take

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initiative and come up with creative solutions. Sixth, we must clearly define the role of each position within the prison and periodically evaluate their performance in those tasks. Seven, we will provide mandatory TQM training to all personnel. Eight, we must develop a suggestion program that rewards staff and inmates who provide ideas resulting in significant improvements to the facility and its programs or policies. Ninth, eliminate redoing work by providing quality assurance through every phase of policy implementation. Finally, appoint a TQM official who will manage the implementation of the program in the prison (p. 9).

TQM incorporation is a major management shift within an organization. This major shift requires months of prior planning and the organization that the model above provides. The use of this model will significantly contribute to successful incorporation of the TQM system.

References

Houston, J. (2004, December). Quality Corrections. Retrieved from National Criminal Justice Reference Service: https://www.ncjrs.gov/pdffiles1/nij/Mesko/207983.pdf