FUTURE OF

TQM

3 GREESHMA HUSSAM KAVIN NAGARAJAN SRI TEJA

Introduction:

• The quality management has gone through several transformations to reach the present stage.

• In the past, controlling quality meant that the product had to be inspected after it was produced to check whether it met all the specifications or not.

• The transformation from inspection mode to prevention mode is considered to be a very important step in building quality from the very beginning or start of the manufacturing process.

INTRODUCTION

TRENDS THAT IMPACT QUALITY MANAGEMENT

Demanding Customers : Accelerating sales and market shares that companies enjoy today is an unflagging responsiveness to the demanding global customers

Shifting Customer Value Expectations: Customers want an excellent product from an organization that provides accurate billing, reliable delivery and after-purchase support

TRENDS THAT IMPACT QUALITY MANAGEMENT

Opposing Economic Pressures: Higher quality and lower prices for customers is the reduction of the expenses

New management approaches: This approach to business improvement become increasingly estranged from customers, employees and suppliers

QUALITY MANAGEMENT FOR THE FUTURE

COMPETITIVE ORGANIZATIONS IN THE FUTURE

• Make quality the epicentre of increasing revenue growth and competitive leadership

• Innovate in product and service leadership and cycle-time management

• Develop effective suppliers partnerships• Create a seamless quality value network among

customer, producer and supplier relationship• Achieve complete customer satisfaction by offering

essentially perfect goods• Provide environmental and safety leadership

COMPETITIVE ORGANIZATIONS IN THE FUTURE

• The healthcare industry’s need is fuelling the growth of integrated quality management systems (IMS) to find the correct balance between quality, risk, environmental and social responsibility costs and efficiencies.

• The lightning speed at which technology is changing products, services and delivery methods requires large organizations to be ever more adaptable and agile.

• The challenge for quality managers moving into the future is largely about allowing for change in a field that relies on constants.

FUTURE QUALITY MANAGERS

• The quality manager’s role is shifting from sitting in the quality office telling employees the defect to helping employees find the root cause of the defect

• Working in partnership to find solution, and implementing that solution

• They must ensure that the employees understand the effects of both the defects and the solution

WHY QUALITY MANAGEMENT SYSTEM HAS FAILED? Lack of Vision

• Lack of clarity in business objectives • No urgency for growth • Lack proper understanding of customers and competition

Lack of Management Support • Lack of understanding/interest in quality concepts within the organization • Lack of interest/commitment from top management • Weak management and leadership • Failure to allocate proper resources

Incorrect timing • Implementation of a QMS without building the quality culture

WHY QUALITY MANAGEMENT SYSTEM HAS FAILED?• Incorrect approach

• Not properly understanding customer demands

• Lack of review & recognition mechanisms • Failure to define objectives that link QMS

strategically with business goals • Failure to train the improvement team • QMS stakeholders not fully engaged

INFLUENCING FACTORS FOR THE FUTURE OF TQM

• The approach used was that of Strauss and Corbin (1990) where theory is viewed as being constructed over time to form a body of knowledge.

• The approach suits the current body of TQM knowledge that often is not suitable for more hypo-deductive style research.

• The factors were divided into two broad categories, namely internal and external influencing factors for the future of TQM.

• Internal refers to issues within the TQM movement• External refers to issues in the environment in which

TQM is placed

EXTERNAL TQM DRIVERS

Extrapolation

Paradigm Shifts

INTERNALTQM DRIVERS

EXTERNAL TQM DRIVERS

Technology

Markets

Environmental drivers

EXTERNALTQM DRIVERS

CONCLUSION Quality management has assumed that building quality into

everything that is done is very fundamental have embraced new philosophies in managing quality on an on-going basis.

Unfortunately, for many, TQM had been a fad and it is no more relevant for them to achieve competitiveness.

They started chasing new concepts and trends such as re-engineering, benchmarking, ERP, e-business, e-commerce, etc.

Organisations want quick results through shortcut methods. Going through a TQM route may take longer but it could ensure that a strong culture for quality is built.