unit ii - tqm principles

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  • 8/13/2019 Unit II - Tqm Principles



    GE2022 Total Quality



  • 8/13/2019 Unit II - Tqm Principles



    Contents Leadership

    Leadership concepts

    Characteristics of Quality Leaders

    The 7 Habits of Highly Effective People

    Demings 14 points for managers (In UnitI) Role of TQM Leaders

    Quality CouncilDuties

    Quality Statement

    Strategic Quality Planning

    Case Study / Assignment

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    ? Leader is one who instills purposes, not one who

    controls by brute force.

    Leadership is WEnot ME.

    Leaders should create strategies, systems andmethods for achieving excellence.

  • 8/13/2019 Unit II - Tqm Principles



  • 8/13/2019 Unit II - Tqm Principles



    Characteristics of Quality Leaders

    The 12 characteristics or behaviours demonstrated by successful

    quality leadersWarren H. Schmidt and Jerome P. Finnigan, TheRace without a Finish Line.

    1. Priority to customers and their needs.

    2. Empower, rather than control subordinates.3. Emphasize improvement rather than maintenance.

    4. Emphasize prevention.

    5. Encourage collaboration rather than competition.

    6. Train and coach rather than direct and supervise.

    7. Learn from problems.

    8. Continually try to improve communication.Communication is two

    way, ideas will be generated by people when leaders encourage them

    and act upon them.

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    Characteristics of Quality Leaderscont

    9. Continually demonstrate commitment to quality.

    10. Choose suppliers on the basis of quality, not price.

    11. Establish organizational systems to support the quality effort.At the

    top management level a quali ty councilis provided..

    12. Encourage and recognize team effort.

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989.

    Be ProactiveTaking responsibility for your own life.

    The ability to choose the response to a situation.

    Behavior is a conscious choice.

    Proactive behavioris based on VALUES

    Reactive behavioris based on FEELINGS.

    Theres nothing I can do. Let me look at other alternatives.

    He/She makes me so mad. I control my own feelings.

    I must. I cant. I prefer. I choose.

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989. cont.

    Begin with the End in Mind

    In order to begin with the end in mind the author suggests the following,

    Never compromise with honesty.

    Remember the people involved.

    Maintain a positive attitude.

    Keep a sense of humor.Read a leadership book monthly.

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989. cont.

    Put First things FirstTime management matrix,

    PRIORITY Urgent Not Urgent

    Important ICrises, Fire &dead line driven


    IIPrevention, Relation

    building & Recognizing

    new opportunities

    Not ImportantIIIInterruptions,

    some mail, calls &


    IVTime wasters &

    Pleasant activities

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989. cont.

    Think Win-WinMutual benefit in all human interactions

    In order to have a win-win attitude the author suggests the following,

    see the problem with other viewpoint.

    identify the key issues and concerns.

    determine acceptable results.

    seek possible new options to achieve the results.

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989. cont.

    Seek first to Understand, then to be UnderstoodEmpathic L istening - understanding

    The essence of emphatic listening is not that you agree withsomeone but its that you fully, deeply understand that

    person, emotionally as well as intellectually.To be understood

    Convey your thoughts usingETHOS, PATHOS andLOGOS. [Self, Others & Logic]

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    The 7 Habits of Highly Effective People

    Stephen R. Covey, 1989. cont.

    SynergyTogether we can achieve more than any of us can accomplish.

    Genuine understanding among people.

    Sharpen the SawRenewal.

    Genuine understanding among people.

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    Role of TQM Leaders

    Senior Management (SM) & CEO mustpractice the philosophy of MBWA

    Management by Wander ing Around. I treduces PAPER WORK.

    SM role is no longer to make financialdecision, but to make sure the teams

    decision is aligned with the qualitystatements of the organization. I t pushes problemsolving and decision making to the lower appropriate level.

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    Role of TQM Leaders cont.

    SM/CEO must celebrate the quality efforts

    of organization.Personal participation of award and

    recogni tion ceremonies.

    SM should demonstrate, communicate and

    reinforce the quality statement. Emphasis oncommunication.

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    Quality Council

    It is the DRIVER for TQM Engine.

    General members of this council:

    Chief Executive OfficerCEO

    Senior Managers (SM) of functional

    areas like design, marketing, finance etc.

    Representative of the Union (if applicable)

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    Duties of Quality Council

    Develop the vision, mission and quality policy statement.

    Missionis what you do best every day & Visionis what the

    future looks like because you do that mission so exceedingly


    Develop the Strategic long-term plan with goals and annual

    quality improvement program with objectives.

    Develop the total education and training plan.

    Determine and continually monitor the cost of poor quality.

    Determine, approve and monitor the performance measures of

    each functional area.

    Based on customer satisfaction improve the process. Establish multifunctional projects/ departments and monitor


    Establish and revise the reward and recognition system.

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    Agenda of Quality Council meeting

    Progress report on teams

    Customer satisfaction report

    Progress on meeting goals

    New project teams

    Recognition/Reward event plan or proposal Benchmarking report

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    Quality Statement

    Vision, Mission and Quality policy statements

    Once developed they are occasionally reviewed

    and updated They are a part of strategic planning process

    There may be considerable overlap among these


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    Vision Statement

    It is a short declaration of what an organization

    aspires to be tomorrow.

    It is an ideal state that might never be reached butwhich the organization continually strive to


    FOR SSNTo be a world class institution for technicaleducation and scientific research for public good.

    Ideally Visions are elevated to a cause.

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    Mission Statement

    It is a simple and elaborate declaration of :

    Who we are? Who are the customers?What we do? How we do it?

    FOR SSNSSN will continuously strive to: Make a positive dif ference to society thr ough education.

    Empower students from across socio economic strata to level the playing

    field. Be a centre of excellence in education in emerging technologies intandem with industry and industry trends.

    To bui ld world class research capabil ities on par with the finest in theworld and broaden students' hor izons beyond classroom education.

    Nur tur e talent & entr epreneurship and enable all round personali ty

    development in students It provides a clear statement of purpose for employees, customers

    and suppliers. It describes the function of the organization.

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    Quality Policy Statement

    It is a guide for everyone in the organization as to how theyshould provide product/services to the customers.

    Common characteristics are: Quality is first among equals. Meetthe needs of internal and external customers. Equal or exceed thecompetition. Continually improve the quality. Utilize the entirework force.

    FOR SSNSSN is committed to imparting world class technicalknowledge and training to meritor ious students from diversesocio-economic backgrounds. Beyond technical education, SSNis committed to transforming l ives by facil i tating all round

    personality development and nurturing talent.

    It should be written by CEO with the approval of Quality Council.

    A quality policy is a requirement of ISO/QS 9000.

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    Vision StatementEEE Dept. SSNCE To achieve global eminencein the field of Electrical and Electronics


    To be highly preferred destination comparable with the best in the worldfor students aspiring to enter the field of Electrical and Electronicsengineering.

    To nurture the talent and to facilitate the students with all-roundpersonality development to make a positive difference to society througheducation.

    Mission StatementEEE Dept. SSNCE To inculcate the right mix of knowledge, attitudes and character in

    students to enable them take up positions of responsibility in the society

    and make significant contributions. To be a center of excellence and become a source of cutting edge

    technological advancements in the field of Electrical & ElectronicsEngineering.

    To become a preferred partner in the area of collaborative researchamong national and international organizations.

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    Strategic Quality Planning

    Goals and Objectives:

    Goals and objectives have basically the same meaning. However, goalsare used for long-term planningand objectivesfor short-term planning.GOAL: Win the war; OBJECTIVE: Capture the bridge.

    Concrete goals are needed to provide a focus. Goals can force changesin leadership style. Goals must be based on statistical evidence. Goalsmust be specific using concrete results rather than behavior or attitudes.

    Long Term GoalsEEE Dept. SSNCE

    To increase the research facilities and to improve the qualitative researchactivities.

    To increase the collaborative research activities with renowned universities andvarious research organizations.

    To provide more technical consultancy services. To have the standardize and upgrade the existing calibration facilities.

    Short Term GoalsEEE Dept. SSNCE

    To start post graduate programs in Embedded systems, Automation and PowerSystems.

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    Seven steps to Strategic Quality Planning

    1. Customer Needs.Identify the future needs of customers.

    2. Customer Positioning.What is the relation with customers?3. Predict the Future.Foresee the changing technology.

    4. Gap Analysis.Identify the gap (GOAL and RESPONSIBILITIES)

    between current and future state of organization.

    5. Closing the Gap.Developing the plan to achieve the goals.

    6. Alignment.The plan needs to be in accordance with


    7. Implementation.Allocation of resource, continuous

    monitoring and assessing the progress.


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    Case Study / Assignment

    Write a strategic quality plan to implement the 3

    most effective concepts of TQM in SSN? Explain.

    Select any service in SSN and describe how thedimensions of quality influence its acceptance.

    Define various suitable definitions of quality for

    an ideal Professor or an ideal student.