Week 7: Six Sigma and Performance
Excellence - Discussion
Implementing TQM (graded)
Over the last six weeks, you have been gaining insight into the ultimate question for this course: How do we
implement TQM? Where do we begin? What key areas do we need to address first? Once we get our
implementation started, what do we need to do in order to sustain our momentum?
Responses
Response
Author
Implementing TQM Herman Shelton
Date/Time
10/9/2011 6:48:28 PM
Well everyone,
Here we are the final week. It went by pretty fast. Professor, thanks for your time, I really
like this class and I really like this topic. One of the reasons I like this topic is I use to
conduct Root Cause investigations and Common Cause Analysis for Human Failure
Modes as it relates to organizations, processes and systems. It was and is very difficult to
get managment to buy into admitting there are issues in their area when they will not be in
their position long enough to fix anything but yet they are very focused on their next preplanned fast tracked promotion.
How do we implement TQM? We implement TQM when it is a management initiative.
Management will sponsor the initiative when there is a visionary at the helm or the
business is in a kelm and it needs to raise up out of the ashes like Motorola. In other
words, there has to be an emotional event requiring the need for change such that the cost
benefit is crystal clear. What have I learned to support such a cynical point of view? Well,
this concept was made in America. However, America didn't buy it then and we are not
buying it now.
If we as a nation were focused on quality, then we would not have had an Enron. We
would not have had a financial debacle that infected our housing market and almost every
family in the U.S. If we were concerned about quality instead of planned obsolescence,
our nation would not have had to bail out our auto industries. Unfortunately, we as a
nation do value quality when it comes to our superior weapons systems and techniques for
being a super power. We are second to none.
TQM makes perfect sense to me. I wished my company embraced it in its entirety and I
wish our nation embraced this concept to better our people, our nation, our environment
and our world. I have so many ideas how I can begin to improve processes one process at
a time. However, I can only pray that someone in my organization will notice and ask the
question that will open the door to a better way and ultimately a better tommorrow.
How do we
implement
TQM?
Instructor Thomas
10/9/2011 10:36:55 PM
How do we implement TQM? Where do we begin? What key areas do we need to address
first? Once we get our implementation started, what do we need to do in order to sustain
our momentum?
RE: How do
we implement
TQM?
Thomas Humphrey
10/12/2011 7:18:55 PM
The way to implement TQM is to start with the management. If the management
does not try to induce TQM then how can you expect the employees to. The main
areas to address is the quality of products and the quality of employees. If you have
poor workers with porr work ethic then that will reflect in your products. When you
achieve the quality you want then you have to keep your employees enthused about
it to maintain the quality of the products.
RE: How do
we
implement
TQM?
John Donnellan
10/16/2011 1:54:03 PM
I completely agree Thomas. Implementing TQM must start at the top of the
organization. Emphasizing quality and getting employees to buy into the idea
is crucial to success as well. Sustaining momentum will be accomplished by
continually receiving employee and management feedback on what is and is
not working. Subsequent changes will then have to be made to accomodate
unforseen variables that present themselves.
RE: How do
we implement
TQM?
Jonathan Burt
10/12/2011 8:18:22 PM
First when analyzing how to implement TQM, one must first look at what is
working and what is not working. The processes that are working do not need
attention right away, rather the focus should be on the processes that are not. Once
the problems have been recognized, they should be statistically analyzed to see
where & when the process fell off and what changes if any were made over the
coarse of time.
RE: How do
we implement
TQM?
Brandon Krauklis
10/12/2011 6:13:29 PM
Modified:10/12/2011 6:13 PM
To be effective, the TQM philosophy must begin at the top. From the board of directors to the hourly
line employees, TQM must be supported at all levels if the firm is to realize any real improvements
in quality. In addition to commitment from the top, the organization must meet these requirements if
TQM is to succeed:

A change in corporate culture about the importance of quality

Forging of internal team partnerships to achieve quality, process, and project
improvements, and the creation of external partnerships with customers and suppliers

Audits to assure quality techniques

Removal of obstacles to successful implementation, such as lack of time or money in the
short run
http://www.cliffsnotes.com/study_guide/The-Implementation-of-TQM.topicArticleId8944,articleId-8933.html
RE: How do
we implement
TQM?
Jose Jimenez
10/11/2011 6:48:25 PM
Planning Process
Using the information gathered from their customer-focused strategy, companies will plan
their business processes to meet the desires of customers. Changing production materials,
correcting product flaws and creating new product features are part of the planning process of
TQM.
Process Management
Once the planning process is complete, management can focus on the actual production process
of TQM. Process management includes reviewing products and services to ensure they are
consistent in quality standards, to ensure products continue to meet customer needs, and to
ensure products are available in all markets
Process Improvements
Improving processes to reduce costs, finding cheaper raw materials or reducing labor costs
Total Participation
Total participation from all employees of the company must be kept. Managers must train,
educate and develop the customer focus strategy in each employee and solid
communication.http://www.ehow.com/about_5414945_steps-total-qualitymanagement.html#ixzz1aWVkulDJ
RE: How do
we implement
TQM?
Bradley Burgess
10/10/2011 8:39:21 AM
I think that TQM always starts with the idea. The idea about how you want to improve. It is up to the
individual company to determine what area they focus on first, but there should always be a plan of
how to progress. I think the main piece to have in the beginning is the right attitude from
management. Management must be 100% behind TQM, especially in the beginning. If the
management is only lukewarm the implementation will only be lukewarm.
RE: How do
we
implement
TQM?
Robert Spurlock
10/10/2011 7:55:11 PM
I agree, the first thing you want to do is get upper management involved the
are the key to the implementation of the whole system.
RE: How do
we
implement
TQM?
Eric Mendez
10/14/2011 9:03:04 AM
TQM starts as an Idea, but the Idea my flourish into a philosophy or the
culture of the company. One persons idea must grow to consume everyone
from management to employees
RE: How do
we implement
TQM?
Adam Oney
10/10/2011 11:09:16 AM
I think the first step in instituting Total Quality Management is to understand how a
business operates and who will be the key players in the implementation. Top
management must be committed to TQM and providing an environment where all
levels of the organization have support to implement TQM. The first areas that need
to be addressed would be communication barriers and quality process systems that
need to be evaluated and changed. Management's methods of communication are
critically important to evaluate as communication must be two way. Once the
implementation is started the organization must take credit for the work that they
have done and use this success to inspire further changes on the journey to TQM.
Failing at
TQM
Instructor Thomas
10/10/2011 10:44:40 PM
Many companies have tried and failed to implement TQM. Where do you think they are
having the biggest problem?
RE:
Failing at
TQM
Jose Jimenez
10/12/2011 8:44:47 PM
The biggest problem they have is understanding the concept, the methods and how
to involve it. When TQM is improperly applied it is criticized. another reason is
when software fails to interpret errors because of software engineers.
RE:
Failing at
TQM
Eric Maynard
10/15/2011 12:39:53 PM
The biggest problem, hands down, would have to be getting everyone on board with
the philosophy, thereby facilitating the long-term perspective of TQM! From
custodial all the way through VPs, CEO, and everyone in between, TQM is a
practice that requires due dilligence from everyone within the organization. If the
employees do not believe in the mission of the respective organization, then failure
is a forgone inevitability!
RE:
Failing at
TQM
Herman Shelton
10/11/2011 7:02:31 PM
Theoretically, initiatives fail because of a few basic reasons:
1) Initiatives are not fully supported by Senior Management. Sometimes
organizations say that they support an initiative. However, without the proper
framework initiatives slip away.
Our text gives us an example of initiatives not being fully supported: However, after
four years the quality management initiative failed. Initial training had been limited,
and implementation was unfocused and not directly related to the strategic
objectives of the organization. (Evans & Lindsay, 2011, p. 489) On page 495 we
have an example of not providing an operational framework for implementing a
learning organization.
2) Short term gains without roots to sustain performance. Sometimes
organizations are able to achieve results because of the excitement and the energy
from the initial results of the organization’s effort. However, maintaining and
sustaining can be boring and difficult. According to the text this is called
“Limitation or stagnation.” This is a result of quality not being strategically driven
and/or aligned (Evans & Lindsay, 2011, p. 489)
3) Other reasons would be a resistance to change. Organizations may be fully committed,
have the framework in place and working toward implementation. However, resistance to
change can be crippling. Example: In 1997 Zion Nuclear Station had the emotional event
that was a catalyst for change. The organization spent a ton of finances and resources to
facilitate change. However, the organized labor force was resistant to change. They truly
believed that management had to acquiesce or else. They did not believe that
management would shut down the power plant. It had never been done in America. After
the union publicly embarrassed management, management went along to get along.
Three months later, in January of 1998, Senior Management closed Zion Station.
RE:
Failing at
TQM
Adam Oney
10/11/2011 10:46:17 AM
With any major change i think that communication can be the biggest driver or
biggest failure. TQM is a cultural change and the communication of the vision and
purpose of the change is critical. If top management can't clearly articulate the
change and its purpose then it can create hurdles to implementation. I would also
say that problems could arise if trying to implement change based on the size and
scope of the company. I think that the larger the company implementation would be
harder.
RE:
Failing at Sarah Sikes
TQM
10/12/2011 8:39:55 PM
Adam, I agree with you that TQM is a cultural change and the
communication of the vision and purpose of the change is critical. Say for
example that top managemnt cant clearly articulate the changes then the
company would be doing poorly.
RE:
Failing Jonathan Burt
at TQM
10/14/2011 3:33:51 PM
Agreed, More often than not it is very difficult to implement TQM or
processes that change the organization due to lack of
effective communication and integration. Expecting employees to
reprogram their M.O. takes persistence and its success relies on a
majority of the employees to follow the new processes.
RE:
Failing
at
TQM
Sarah Sikes
10/16/2011 12:59:55
PM
Jonathan, you are right that it is hard to adapt to TQM but the
companies that can successfully do it than they make more
money.
RE:
Failing at Eric Mendez
10/11/2011 9:21:49 PM
TQM
Yes, especially is with big corporation where implementing TQM may
actually cause lose profits at first do to the changes being implementing, for
instants workers getting used to new techniques and/or procedures. Making
management reluctant to do the changes because of fear of losing this initial
profit.
RE:
Failing Bradley Burgess
at TQM
10/12/2011 3:04:42 PM
Adam and Eric, I think you are both getting at a critical point: TQM is a long term
project. Too often management gets so preoccupied with the short term that they lose
sight of the long term. The reversals that you point out will happen in the short term
and too many people in the leadership fear that they will lose their jobs because of
the short term losses. Then the gains will be made after they got canned, leaving it
looking like they were the cause of failure.
To me, a good example of this is some of your high level college football coaching
jobs. They fire the old head coach and bring in a new (think old method to TQM).
But things don't drastically improve after a couple of seasons so they fire the new
coach. A third coach is brought in and does very well, because the second coach laid
the foundations.
RE:
Failing at
TQM
Robert Spurlock
10/12/2011 1:36:52 PM
I think the biggest thing they have is getting that management team to correctly
convert the news system without still focusing on the money side of the
organization. Money and understanding is part of the main reasons TQM fails in
those companies.
RE:
Failing at
TQM
Thomas Humphrey
10/16/2011 7:48:31 PM
I think the biggest problem is the management itself. If the management does not
believe in it then how can you expect the employees to.
RE:
Failing at
TQM
Kyle Tennant
10/16/2011 8:34:07 PM
I believe that one of the major reasons that many companies have tried and have
failed to successfully implement TQM into their organization is the reasons why
many companies fail in general, communication breakdowns. Total Quality
Management within in organization is achieved from the top to the bottom and
every employee taking an active role to ensure that quality is constantly improving
and the organization is moving forward. Many managers find it hard to relinquish a
bit of their control and allow for everyone to take an equal role while also
performing their ordinary duties.
Implementation
Angela Ashford
10/11/2011 9:28:17 PM
Before getting to implementation one must get through planning and identify the risk, get a
plan together to address them and then move forward to implementation
Devil's
advocate
Instructor Thomas
10/12/2011 6:06:53 PM
Let me be the devil's advocate for a moment. Doesn't conducting an internal assessment,
even if the talent is there to do such a thing, presume everyone at the top wants this thing
called TQM?
RE: Devil's
advocate
Richard Joyce
10/12/2011 6:25:31 PM
I wouldn't think that everyone "at the top" would desire TQM in the business. I
would tend to lean towards this notion for the fact that if a company was to have a
perfect TQM, then there would be less need for certain individuals within the
organization. This would effect business decisions, to include who, what, where,
and why thing should be evaluated. This reminds me of the movie Office Space
when they have internal audits of employees.
RE: Devil's
advocate
Eric Maynard
10/15/2011 1:05:15 PM
The desire for TQM notwithstanding, one could only hope that every organization
conducted internal assessments! A good business practice, in my opinion, is to
discover any weaknesses or flaw(s) and correct it/them, well before it/they are
discovered by the customer. The desire to look inwards is not looked upon favorably
simply because of fear. An organization is afraid of what they may find and are
therefore reluctant to look. But it is those organizations who summon the courage to
look inwards and possess the integrity to admit,"yes, we are deficient in certain
areas and we aim to repair our deficancies by the next quarter", that successfully
implement TQM and prosper among society.
RE: Devil's
Jonathan Burt
advocate
10/15/2011 2:08:15 PM
The SWOT analysis is an excellent way to look at an organization internally
and evaluate its relation to the market. I find the benchmarking other
companies within a particular organizations market lets you understand where
you stand and predict where you will stand in the future.
RE: Devil's
advocate
Adam Oney
10/12/2011 9:18:32 PM
As with all things I don't believe that everyone would be bought into Total Quality
Management. Some may think that it may take too much effort to implement.
Others may think that it may take too long to implement. Members of upper
management may also believe that the expected gains in efficiency and
productivity may not outweigh the cost of resources such as time and money.
RE: Devil's
advocate
Angela Ashford
10/13/2011 3:16:48 PM
Some of the people at the top can care less about TQM and that's why most project
managers have to sale the idea of it to the stakeholdres and senior executives.
RE: Devil's
advocate
Jose Jimenez
10/13/2011 6:59:55 PM
I believe those on the top want TQM but some are not well informed of how to go
about it and others are afraid if it works or not. From the top level managers and
executives want there organization to improve but they want it by introducing their
own quality. initiatives
More Six
Sigma
Instructor Thomas
then TQM
10/12/2011 6:07:28 PM
Why do you think we see more Six Sigma than TQM implementations?
RE:
More Six
Sigma
Roberta Pereira
then
TQM
10/12/2011 9:51:17 PM
In my opinion we see more six sigmas than TQM, therefore both emphasize the
importance of support and leadership but Six Sigma focuses more the
objectives as a total and extends the use of the improvement tools to cost, cycle
time, and other business issues and also integrates the goals of the organization
as a whole into the improvement effort. Definitely Quality is important, but not
independent of other business goals with supporting high level oversight to
assure that the interests of the entire organization are considered.
RE:
More
Six
Sigma
then
TQM
Robert Spurlock
10/13/2011 7:17:30 PM
I agree , to also add to that , the sigma six is somewhat of a similar
system to implement than TQM. The trade of is a somewhat similar
system that is effective with a higher success rate.
RE:
More Six
Sigma
Bradley Burgess
then
TQM
10/14/2011 3:15:05 PM
I think the main reason you see Six Sigma more than TQM is that Six Sigma has much more concrete
goals than TQM. With Six Sigma you have a definite goal: less than 3.4 defects per million
opportunities. You can measure how close you are, and how far you have came. TQM is much more
nebulous. There are fewer definite milestones. I think this leads management teams to lean towards
Six Sigma, as it makes planning and evaluation much easier.
RE:
More
Six
Sigma
then
TQM
Kyle Tennant
10/16/2011 8:38:27 PM
I think Bradley did a wonderful job of explaining one of the major reasons
that in the modern day business world we see more much more Six Sigma
organizations that Total Quality Management. Most companies are very
numbers oriented and that is what drives them, being able to set these
concrete goals and analyze periodically how close or how far away they are.
Most organizations are not willing to measure their success on simply
customer feedback because they are afraid that equation comes to late and
they may not be able to make adjustments in a reasonable amount of time.
Definition of
Quality
Instructor Thomas
10/13/2011 8:11:26 PM
How would you define quality now? How has your definition changed over the past few
weeks?
RE:
Definition of
Quality
Sarah Sikes
10/14/2011 10:32:23 AM
High grade; superiority; excellence: wood grain of quality.
http://dictionary.reference.com/browse/Quality My definition of quality changes
over the past few weeks a little. I believe in giving out high grade product no matter
what it is.
RE:
Definition of
Quality
Herman Shelton
10/14/2011 6:45:21 PM
I would define quality as the pursuit of some set of standards in relation to products,
goods and or services. I would say that my definition hasn't changed because I work
in field where quality is important.
RE:
Definition of
Quality
Brandon Krauklis
10/15/2011 6:56:40 PM
Modified:10/15/2011 6:56 PM
Quality a measure of excellence or a state of being free from defects, deficiencies,
and significant variations, brought about by the strict and consistant adherence to
measurable and verifiable standards to achieve uniformity of output that satifies
specific customer or user requirements.
http://www.businessdictionary.com/definition/quality.html
Is quality
worth the
time?
Instructor Thomas
10/14/2011 6:35:43 PM
Is quality worth the time and effort? Ideally, every company would use quality concepts,
but few do more than talk about it. Why is this?
RE: Is
quality
worth the
time?
Kyle Tennant
10/16/2011 8:42:03 PM
When we talk about the cost of quality, we are talking about the overall picture of
quality and what it takes to attain the quality that we strive for as an organization.
You can not expect to build a car that is of extremely high quality, lets say a
Lamborghini, for the price that it takes to build a Hyundai. There is absolutely
nothing wrong with a Hyundai there are just two completely different levels of
quality here and as the old saying goes, you get what you pay for. It costs
Lamborghini a ton of money to higher top notch engineers, designers, software
developers, brand managers, etc. and this is the cost of quality that they pay for so
they can ask for a premium.
RE: Is
quality
worth the
time?
Thomas Humphrey
10/16/2011 7:53:42 PM
In my opinion quality is worth the time and effort. The company depends on its
reputation and if the reputation is poor quality products then most peop;le will not
buy them. If the company is worried about quality eating up to much time then this
is booges. In my line of work as a carpenter building houses we can still make time
on them and build good quality houses. It is possible to work fast and still make
quality products.
RE: Is
quality
worth the
time?
Angela Ashford
10/15/2011 8:28:39 PM
I would say that it is worth the time and effort if the plan is to be in business for a
longtime and be a company that everyone can trust in respect. Some people lack
the qualified team that it would take to develop TQM and others do not want to pay
an outside consultant or project manager to come in and help them with
incorporating it into there business.
RE: Is
quality
worth the
time?
John Donnellan
10/15/2011 2:07:25 PM
Implementing TQM does not guarantee success, and some companies are not
willing to risk excessive amounts of time, money and effort on the prospect.
However, if well-planned and appropriate TQM processes are utilized, a company
should see a number of positive effects. Better understanding of customer's needs,
increased customer satisfaction, better problem-solving and communication, and
optimized competitiveness are some of the ways in which TQM can positively
effect a business. I believe quality is worth the time and effort, simply because the
reward greatly outweighs the investment.
TQM
Stanley Blake
10/14/2011 11:13:31 PM
The implementation of TQM begins with having all components of the system collectively
involved in the process. Secondly, having a clear understanding of the strategic vision of
the organization and the needs of the customer are essential in establishing a successful
TQM implementation. To sustain the momentun, an organization must provide the proper
resources and training along with maintaining the pulse of its customers.
Implementing TQM John Donnellan
10/15/2011 1:49:54 PM
Implementing TQM must being with an overall change in organizational philosophy.
Upper management must realize the need, and convey their company-specific ideas to all
employees. In my opinion, sustaining momentum relies heavily on success. When
emplyees can see the positive effect TQM has on their company, they will continue to
embrace it.
Review for
final
Instructor Thomas
10/15/2011 9:03:44 PM
Explain the three levels of quality and the key issues that must be addressed at each level.
RE:
Review for Roberta Pereira
final
10/16/2011 10:14:17 AM
Modified:10/16/2011 10:14 AM
An organization that is committed to total quality must apply it at three levels of quality:
1) The organization level : Customer-driven performance standards should be used as bases for goal
settings, problem solving, performance appraisal, incentive compensation , non financial rewards,
and resources allocation.
2) The process level: Organizational units are classified as functions or departments, such as
marketing, design, product development, operations, finance, purchasing, billing, and so on.
3) The performer/job level : Standards for output must be based on quality and customer service
requirements that originate at the organizational and process levels.
Evans, J. R. & Lindsay, W. M. (2008). Managing for quality and performance excellence
RE:
Review
for final
Richard Joyce
10/16/2011 3:15:41 PM
All of these qualities are very important and key in setting up, maintaining,
and operating a business. I think each one intertwine with on another and that
all three are needed in order to produce quality goods, as well as ethical
decision making ideas.
Review for
final
Instructor Thomas
10/15/2011 9:04:27 PM
Explain Deming’s chain reaction.
RE:
Review for Roberta Pereira
final
10/16/2011 10:01:22 AM
The Deming's chain reaction is a theory which is that improvements in quality
lead to lower costs because they result in less rework, fewer mistakes, fewer delays
and snags, and better use of time and materials. Lower costs, in turn, lead to
productivity improvements. With better quality and lower prices, a firm can achieve
a higher market share and thus stay in business, providing more and more jobs.
Deming stressed that top management must assume the overriding responsibility for
quality improvement.
Evans, J. R. & Lindsay, W. M. (2008). Managing for quality and performance
excellence (7th ed.). Mason, OH: Thomson South-Western
RE:
Review
for final
Richard Joyce
10/16/2011 3:20:51 PM
I believe that Deming's chain reaction is a very controversial, yet crucial
aspect of business. To me it just makes since that a "chain reaction", should
and hopefully would occur under these conditions. This is a series of steps,
that if taken, should in turn lead to successful business making decisions.
The methodology also provides a guide line as to what mangers should be
doing.
RE:
Review for Logan Richard
final
10/16/2011 7:49:27 PM
Improve Quality,Costs decrease because of less rework, fewer mistakes,
fewer delays, snags, better use of machine-time and materials, Productivity
Improves, Capture the market with better quality and lower price, Stay in
Business Provide jobs and more jobs.
Review for
final
Instructor Thomas
10/15/2011 9:04:51 PM
Summarize the four components of Profound Knowledge. How do they mutually support
each other?
Review for
final
Instructor Thomas
10/15/2011 9:05:29 PM
Explain Juran’s Quality Trilogy.
RE:
Review for Angela Ashford
final
10/16/2011 4:48:48 PM
It's the concept of addressing the process in quality planning, improvement and
control in a project. Such as addressing the issue and then the end result of ussue
being addressed.
RE:
Review for Roberta Pereira
final
10/15/2011 10:43:21 PM
Juran’s Quality Trilogy consists of quality planning, quality control, and quality
improvement.
Quality planning is the process for preparing to meet quality goals.
Quality control is the process for meeting quality goals during operations.
Quality improvement is the process for breaking through to unprecedented levels of
performance.
RE:
Review for Brandon Krauklis
final
10/16/2011 7:31:08 PM
Juran’s Quality Trilogy consists of quality planning, quality control, and
quality improvement.
Quality Planning provides a system that is capable of meeting quality
standards.
Quality Control is used to determine when corrective action is required.
Quality Improvement seeks better ways of doing things.
http://www.shsu.edu/~mgt_ves/mgt481/lesson13/tsld011.htm
Review for
final
Instructor Thomas
10/15/2011 9:06:05 PM
How is Juran’s philosophy similar and different to Deming’s? What are Crosby’s
Absolutes of Quality Management and Basic Elements of Improvement? How are they
similar to or different from Deming’s 14 Points?
RE:
Review for Logan Richard
final
10/16/2011 7:42:52 PM
Because his key elements in implementing company-wide strategic quality
planning are in turn seen as





Identifying customers and their needs
Establishing optimal quality goals
Creating measurements of quality
Planning processes capable of meeting quality goals under operating
conditions and
Producing continuing results in improved market share, premium
prices and a reduction in error rates in the office.
Which is the basics of Deming.
Review for
final
Instructor Thomas
10/16/2011 7:12:05 PM
What is the Kano model? What are its implications for quality management?
Review for
final
Instructor Thomas
10/16/2011 7:12:42 PM
Define leadership. Why is it necessary for successful total quality management?
Review for
final
Instructor Thomas
10/16/2011 7:13:18 PM
Explain the traditional theories of leadership and their implications for total quality.
implementation TQM Logan Richard
10/16/2011 7:40:29 PM
Corporations that want to implement TQM needs to have a strong management team that is
ready for the change that will be imposed onto them. Than key elements need to be
analyzed in order for the process to begin. In others words you have to identify the
problem. From there the team has to develop a process that well be controlled and
analyzed every step of the way until the serve or product is complete, or until the process
starts again.