Total Quality

Management

Total

Quality

Management

Total Quality Management

Defined as both philosophy and a set of principles that directs the foundation of a continuously improving business organization

Basic Concepts of TQM (B. Creech)

1. A committed and involved management to provide long –term top –to-bottom organizational support

2. An unwavering focus on the customer , both internally and externally

3. Effective involvement and utilization of the entire work force

4. Continuous improvement of the business and production process

5. Treating suppliers as partners

6. Establish performance measures for the processes

Concept outline an excellent way to operate business organization

1. A management must participate in the quality program

Quality Council- develop a clear vision ,long term goals and direct program Managers- must participate in quality improvement teams and also act as

adviser to other team

2. The key to effective program must be directed to customers satisfaction

“Voice of the Consumers”“Do it right the first time and everytime”

3. TQM an organizational challenge that is everyone’s responsibility.

“changing behavior is the goal”

4. There must be continuous improvement of all business and production processes. Quality improvement projects

On time delivery Order entry efficiency Billing error rate Customer satisfaction Scrap reduction Supplier management

5. A partnering relationship rather than adversarial one must be developed

The focus should be on quality and life cycle costs rather than price

6. Performance measures such as uptime ,percent non conforming , absenteeism and customer satisfaction should be determined for each functional area

Quantitative data –necessary to measure the continuous quality improvement output

Quality Element Old culture New Culture (TQM)

Definition Product- Oriented Customer -Oriented

Priorities Second to service cost

First among equals of service and cost

Decisions Short term Long term

Emphasis Detection Prevention

Errors Operations System

Responsibility Quality control Everyone

Problem solving Managers Teams

Procurement Price Life –Cycle Cost

Managers role Plan assign control and enforce

Delegate ,advice facilitate and mentor

Meaning of quality

Excellent product or service that satisfies or exceed our expectation

Q=P/E

Where : Q= quality P= performance E =expectations

The dimensions of qualityDimensions Meaning and example

Performance Primary product characteristics (brightness of the picture)

Features Secondary characteristics, added features( remote control)

Dimensions Meeting specifications or industry standards workmanship

Reliability Consistency of performance overtime (average time for the unit to fail)

Durability Useful life (repair)

Services Resolution of problems and complaints (ease of repair)

Response Human to human interface(such as courtesy of dealer)

Aesthetics Sensory characteristics (exterior finish)

Reputation Past performance (rank First)

The Deming Philosophy

1. Create and publish the aims and purposes of the organization

2. Learn the new philosophy

3.Understand the purpose of inspection

4. Stop awarding business based on price alone

5. improve constantly and forever the system

6. Institute training7. Teach and institute leadership

8. Drive out fear ,create trust and create a climate for innovation

9.Break down barriers between staff areas.

10.Eliminate slogans, exhortations and targets for the workforce.

11.Eliminate numerical quotas for the workforce and numerical goals for management.

12.Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.

13.Institute a vigorous program of education and self-improvement for everyone.

14.Put everybody in the company to work accomplishing the transformation

Concept and Definitions of

Leadership

D.H. BesterfieldPeople paradoxically need

security and independencePeople are sensitive to external

rewards and punishments and strongly self motivated

People are like to hear kind of word of praise

People can process only a few facts at a time ,leaders need to keep things simple

People thrust their gut reaction more than statistical data

People distrust a leaders rhetoric if the words are inconsistent with leaders action or deeds

Leadership

Leadership defined as:L- Loyalty to God, country and

peopleE- Enthusiasm and Effort to help

and secure otherA- Advocacy ,action and

accomplishmentD-

dediocation ,discipline ,dignity decency,devotion

E- excellence ,exemplary works for others to follow and emulate

R- reliability , responsibility, respect for the law and rights of others and reconciliation of peace and unity

S- Sincerity ,service self sacrifice ,social justice, to make life better for mankind

H- Humility ,honesty, honor ,helpfulness and hard work for accomplishment and fulfillment

I- Integrity, interest ,initiative ,ideolism

P- Patience ,perseverance ,peace ,progress and prosperity to mankind

The Role of Management Chief Executive Officer-

provide leadership to achieve results should participate in implementation process Participate in the quality council and perform all

the duties

Management by Wandering Around (MBWA) Must talk to the people or stakeholders Able to know what is happening with particular

supplier or project It will substantially reduce paperwork

managers Must be informed on the topic of quality

improvement by reading books and articles ,attending seminars and taking to other TQM leader

Must find to celebrate the success of their business organizations quality efforts by personally participating in award and recognition programs

Must be visibly and actively engaged in the quality effort by serving on teams,advising team and teaching seminars

Listening to internal and external customers and suppliers through visits, focus groups and surveys

Communication ,to create awareness of the importance of TQM

Some of internal communication techniquesNewsletters and other publicationsPostersTQM bulletin boardEmergency department

information meetingsMemorandaGeneral meetings

Quality Council of TQM Develop with input from all personnel ,the core values ,vision

statement and quality policy statement Develop the strategic long term plan with goals and annual

quality improvement program with objectives Crete the total education and training and development plan Determine and continually monitor the cost of poor quality Determine the performance measures for the business

organization ,approve for the functional areas and monitor them

Continually determine those project and departmental or work group teams and monitor their progress

Establish multifunctional project and departmental or work group teams and monitor their progress

Establish or revise the recognition and reward system to account for the new way of doing business

Once the TQM program is well organized ,a typical meeting agenda may be followed:

Progress report on teamCustomer satisfaction reportProgress on meeting goalsNew project teamsRecognition dinnerBenchmarking report

Core values of TQM Customer –Driven Quality Leadership Continuous Improvement

The approach of improvement needs to be included in the way the organizational function, being included means ….

Improvement is a part of the daily work of all work units

Improvement processes seek to eliminate problems at their source

Improvement is driven by opportunities to do better as well as by problems that must be corrected

Opportunities for improvement have 4 major sources

1. employees ideas2. research and development3. Customer input4. benchmarking of their

comparative information on processes and performance

Types of Improvements:

1. Enhancing value to customers through new and improved products and services

2.Reducing errors ,defects and waste 3. Improving responsiveness and cycle time

performance 4 .Improving productivity and effectiveness in

the use of all resources 5. Improving the organizations performance

and leadership position in fulfilling its public responsibilities and serving as a role model in corporate citizenship

Employee participation and development

Fast responseDesign quality and preventionLong range outlook management

by factPartnership development Corporate responsibility and

citizenship