#207 from R&D Innovator Volume 5, Number 3          March 1996

Total Quality in R&D
by Gregory C. McLaughlin, Ph.D.

Dr. McLaughlin is president of Inthesis in Boca Raton, Florida (phone 407-367-7681), helping organizations with quality engineering and management.  He is author of Total Quality in Research & Development (St. Lucie Press, Delray Beach, Florida, 1995). www.inthesis.com

R&D people face an unparalleled challenge within the workplace.  Companies face the prospect of introducing and improving products at a frightening pace.  As competitive pressures grow and the search for new products and processes accelerates, the need for a total quality (or continuous improvement) systematic approach becomes critical. 

R&D departments must perform successfully with little chance for failure.  Cycle times must be cut dramatically, even when downsizing is occurring.  Fewer people are doing more work in shorter times with increased pressure.

Total Quality

Total Quality (TQ), a management philosophy, promotes collaborative accomplishments, rewards both team and individual performance, and initiates and maintains an environment conducive to goals.  TQ emphasizes that all departments and divisions work to support the various operational systems to satisfy the customer.  This philosophy incorporates all facets of the organization into a set of practices and principles that lead the organization to achieve its goals.

TQ can be summarized by the following:

            •  assessing and measuring

            •  identifying and benchmarking

            •  evaluating and receiving feedback

            •  process and quality control

The TQ philosophy assumes that department/division policies, practices, products, or services can be (or should be) improved incrementally.  TQ requires constant assessment, measurement and evaluation, complete standards, and a "control-oriented" management style that separates common from special causes.

R&D Total Quality

The predominant TQ model applies mainly to manufacturing, but must be modified so it can be appropriately used in R&D.  In order to implement TQ in R&D, managers must understand the social, technical, and management structures that exist within the organization.  One such structure is the cultural aspect of research.  The philosophy of research is generally contradictory; on the one hand, the need for individual creativity is highly encouraged, but the methods, practices, and reporting of the research must follow strictly prescribed norms.  This dichotomy is sometimes difficult to understand for the corporate executive who is accustomed to a traditional operational paradigm, which is cost reduction and profit enhancement.  Therefore, the research paradigm is often viewed at odds with the executives’ goals and objectives, causing both conflict and confusion.

To further examine the research paradigm practiced and encouraged at most research organizations, we should consider the administrative practices used.  It is a structure with freedom of expression, and both formal and unwritten rules for scientific pursuits.  Administrative procedures resemble that of a “research university” which may oppose standard managerial structures.  In addition, conflict may arise in comparing reward-motivation corporate structures with R&D structures that promote creativity and innovation.  However, the “research university” model for managing research activities is not under the intense pressure that is placed for researchers operating in a business environment.

TQ in research and development begins with strict attention to detail and uses the “scientific method” as a guide.  The manager’s goal is to insure that appropriate methodology and scientific correctness is applied to a project.  Duties are close to that of an overseer or mentor.  Accuracy and reliability are the keywords of this philosophy, just as profit and loss are the keywords for business.  Ethical research produces accurate and reliable results.  These ethical principles and practices constitute standards by which to judge the research management process.

R&D places a lot of emphasis on “process.”  The R&D Total Quality model allows for mistakes and errors as part of the learning process.  It stresses learning, exploration, and encourages discovery.  On the other hand, businesses generally don’t have the time for these qualities—yet they are essential for new product or process development.  Here then is the largest point of disagreement between business and research facilities. 

The “results-oriented” behavior of most managers tends to negate the positive effects of TQ by placing control at the completion of the product (or design).  Given that most quality control occurs at the end of the manufacturing cycle, a lack of specific quality procedures may exist.  R&D managers must develop measures that gauge efficiency and effectiveness during the creative process.  Those measurements which define success within the R&D function include:  turnaround time, cycle time (idea formulation to prototype), failure/success rate, expenditures, and transfer time.  Also, it is important to document procedures used to develop a new product or process.  R&D needs a system of indicators to track progress, prevent errors and mistakes, and reduce the cycle time needed to complete a project.

R&D managers must develop reward systems that complement corporate goals and objectives and encourage innovative approaches.  Teamwork must become a reality when solving collective problems, creating new administrative policies and practices, and establishing reward mechanisms for department/division goals and objectives.  Reward and encourage individual efforts.  Researchers need a framework to know when teamwork will benefit the organization. 

Innovation and creativity are the results of an open, secure, and interactive environment where knowledge and information are readily available.  TQ philosophy requires that managers: 

1) reduce fear

2) establish a strong set of values

3) set achievable organizational goals

4) accept failure as a learning device

5) remove threats and unwarranted risks

6) reward achievement

Finally, the scientific method, a systematic form of reflective thinking and inquiry, can facilitate the structure of TQ.  The scientific method serves as a performance standard—critical for TQ—and method by which researchers can assess, measure, and evaluate activities in a systematic manner.  This methodology provides a strategy for success.  Each element of the scientific discovery process represents a benchmark for measuring progress.  In addition, the scientific method ensures a degree of consistency (accuracy and reliability) enabling researchers to apply a specified amount of control.  Given this standard, special (unusual or unexpected variations) results can be easily be distinguished from common (normal, expected) results.  When applied with TQ principles, the scientific method becomes a guidepost for success.

To summarize, TQ principles and practices are possible in any R&D environment.  By incorporating elements from managerial, social, and technical systems, researchers can implement TQ and begin to receive its benefits.  To achieve success, the R&D manager/director must modify the traditional industrial TQ paradigm to fit the unique needs of the department or division.  By facilitating innovation and creativity, with a combined managerial and technical structure that supports TQ principles, success can be achieved without excessive change or disruptive behaviors.