Tqm Princi

8/20/2019 Tqm Princi

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Dr.SUMATHY MUNIAMUTHU

ASSOCIATE PROFESSOR

DEPT. OF MECH., ENGG.,

VEL TECH

CHENNAI – 600 062.


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TOPICS

Leadership -Strategic quality planning -Quality statements


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TQM PrinciplesInternational organisation for standardisation (ISO hadesta!lished eight uni"ersally accepta!le principles of

TQM#

Custo!r "o#uss!$ or%&'(s&t(o' Identi$cation of customers (Internal and %&ternal

'nderstanding stated and implied needs e&pectations

%sta!lishing measures of satisfaction customer needs

)etermining ho* far customers needs are !eing met at

presents# %+cient processing of customer complaints

%sta!lishing customer focus do*n the line including distri!utors

See,ing customer feed!ac, to impro"e their satisfaction

%sta!lishing customer supplier quality chain

In"ol"e customers in the design of products ser"ices#


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TQM Principles

L!&$!rs)(* Leadership esta!lish unity of purpose and direction

of the organisation#

Leadership should create and maintain the internal

en"ironment in *hich people can !ecome fullyin"ol"ed in achie"ing the organisations o!.ecti"es#

Leadership esta!lish long term "ision and strategy

/et support of others in a common "ision !y

appealing to their "alues0 interest0 hopes and dreams# Search for challenging opportunities to change0 gro*0

inno"ate0 and impro"e#

%&periment0 ta,e ris, and learn from the mista,es


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TQM Principles

L!&$!rs)(* +#o't$. 1oster colla!ration !y promoting co-operati"e goals

and !uiding trust#

Strengthening others !y sharing information and

po*er and increasing their discretion and "isi!ility Set an e&ample !y !eha"ing in the *ays that is

consistent *ith stated "alues#

Plan small *ins that promote consistent progress and

!uild commitment# 2ecognise indi"idual contri!ution to the success of

e"ery pro.ect

3y forging employees into an empo*ered0 highlymoti"ated team to gi"e direction to*ards organisation

"ision0 mission and policy


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TQM PrinciplesI'-o-!!'t o" *!o*!

People at all le"els are the essence of an organi4ation and their

full in"ol"ement ena!les their a!ilities to !e used for theorgani4ation5s !ene$t#

%mployees must !e treated *ith dignity and respect

They must !e trained to !uild competence *here required

each employee must ,no* *hat e&actly is required to !e doneand *here possi!le must !e a!le to assess the quality of his *or,

1ear must !e totally remo"ed from the organi4ation andemployees must !e encouraged to !ring out *ea,ness in thesystem#

%mpo*er employees to ta,e appropriate action in their area of*or, for impro"ement#

In case of a mista,e e&amine the system rather than the man topre"ent its recurrence#

In"ol"e employees in quality plans and dra* upon their intimate

,no*ledge of processes for impro"ement#


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TQM Principles

I'-o-!!'t o" *!o*! +#o't$. 6ssess employee satisfaction le"el and ta,e appropriate

measures to impro"e their morale so that they ta,e pridein !elonging to the company

The greatest contri!ution to the process of TQM aremade !y the people

People share the "ision0 intellectual0 capital and,no*ledge

People are the more and more the true assets of anyorgani4ation

Total quality refers to the quality of human !eha"iour0s,ills and commitment necessary to accomplishorganisational o!.ecti"es#


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TQM Principles

Pro#!ss Or(!'t&t(o' A $!s(r!$ r!sut (s )(!-!$ or! !/!#t(-! 1)!'

r!&t!$ r!sour#!s &'$ t(-(t(!s &r! &'&%!$ &s &*ro#!ss.

P&''('% o" *ro#!ss!s to !!t #usto!rr!u(r!!'ts

Pro#!ss #&*&3((t stu$ &'$ u&(4#&t(o' o"*ro#!ss

Est&3(s)!'t o" !#)&'(s to 5!!* *ro#!ss u'$!r

#o'tro O1'!rs)(* o" *ro#!ss 1(t) "u r!s*o's(3((t o"

u&(t *ro#!ss or(!'t&t(o'

V!r(4#&t(o' o" *ro$u#t s!r-(#! "or #o'"or&'#!

M&('t!'&'#! #&(3r&t(o' o" *ro#!ss !u(*!'ts

&'$ ('stru!'ts.


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TQM Principles

Sst! A**ro) to M&'&%!!'t Identifying0 understanding and managing a system

of interrelated processes for a gi"en o!.ecti"eimpro"es the organi4ation5s e7ecti"eness and

e+ciency# Clear o!.ecti"es#

Organisational structure *ith *ell de$ned authorityand responsi!ility

Planning for quality Control of functions a7ecting quality

Co-ordinating of interrelated processes

6udit mechanism for self regulated organisation


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TQM Principles

Co't('uous (*ro-!!'tContinuous impro"ement should !e permanento!.ecti"e of the organi4ation Measurement of quality

6nalysis of quality data and in"estigations for noncon$rmities

See,ing opportunities for impro"ement rather thanreacting to quality pro!lems

3ench Mar,ing

Organi4ation for quality impro"ement li,e quality circles0quality impro"ement teams for ta,ing up speci$c pro.ects

2e"ie* of quality impro"ement pro.ects !y topmanagement#

2ecognition of signi$cant achie"ements


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TQM PrinciplesFtu& A**ro) to D!#(s(o' M&5('%

%7ecti"e decisions are !ased on the analysis of data andinformation

2ecording of data on8

Quantitati"e production

%quipment failures Process conditions

)eli"ery performance

Customer complaints

Quality costs

Supplier performance

%nsuring the data is accurate0 relia!le and accessi!le

6nalysis of data to understand the impact on organi4ationalperformance and cost implications and for deciding correcti"e

actions )ata on results of application of correcti"e actions


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TQM Principles

Mutu& 3!'!4#(& su**(!r r!&t(o's)(*s

6n organi4ation and its suppliers are inter-dependent0and a mutually !ene$cial relationship enhances thea!ility of !oth to create "alue#

Consideration of quality capa!ility *hile selecti"e"endors#

Speci$cation of quality on purchase documents

Clear understanding of supplier needs

Mutual trust and share responsi!ility andaccounta!ility

Clear and open communication

Mutual commitment for continuous impro"ement


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L%6)%2S9IP


ASSOCIATE PROFESSOR


VEL TECH

CHENNAI – 600 062.


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)e$ning Leadership

Thin,ing through the organi4ation:s mission0de$ning it and esta!lishing it0 clearly and "isi!ly#

- Peter )ruc,er0 ;


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>ho is a Leader?

6 Leader is a person0 others opt to follo* to aplace they *ould not ha"e gone !y themsel"es

- @oel 3ar,er

6 Leader as one *ho instills purposes0 not one*ho controls !y !rute force#

6 leader strengths and inspires the follo*ers toaccomplish shared goals#

-@ames Mac/regor 3urns


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2ole of a Leader in the

conte&t of TQM8Pro"ide unquestioned leadership

1ocus on customer results Train all employees

6chie"e and recogni4e employee participation

Communicate a!out quality !oth internally and

e&ternally

Pro"ide a quality process and quality tools#


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Characteristics of QualityLeaders They gi"e priority attention to e&ternal and

internal customers and their needs#

They empo*er0 rather than control0 su!ordinates#

They emphasi4e impro"ement rather thanmaintenance#

They emphasi4e pre"ention#

They encourage colla!oration rather than

competition# They train and coach0 rather than direct and

super"ise#


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Characteristics of QualityLeaders They learn from pro!lems#

They continually try to impro"ecommunication#

They continually demonstrate theircommitment to quality#

They choose suppliers on the !asis of quality0not price#

They esta!lish organi4ational systems tosupport the quality e7ort#

They encourage and recogni4e team e7ort#


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Leadership Concepts6 leader understands that8

People need security and independence at the sametime#

People are sensiti"e to e&ternal re*ards andpunishments and yet are also strongly self moti"ated#

People li,e to hear a ,ind *ord of praise# Catch peopledoing something right so you can pat them on the !ac,#

People can process only a fe* facts at a timeA thus aleader needs to ,eep things simple#

People trust their gut reaction more than statisticaldata#

People distrust a leader:s rhetoric if the *ords areinconsistent *ith the leader:s actions#


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Senior management should practice the philosophy ofManagement By Wandering Around (MBWA).

Delegate problem solving and decision making to the

loest appropriate level and make the employees think forthemselves.

!hey should update the knoledge of "uality concepts

by reading books and articles and attending seminars anddiscussing ith other !#M leaders. !hey should provide a

clear solution to the subordinates if they have any

difficulty in solving problems.


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!hey should provide necessary resources to train the employees

in !#M tools and techni"ues$ the technical re"uirements of the %ob

and safety.

!hey should establish the reard and recognition system and

should personally participate in the reard and recognitionceremonies. !his activity is an e&cellent opportunity to reinforce the

importance of the effort and promote !#M.

Senior managers should be visibly and actively engaged in the

"uality improvement efforts. !hey should lead by demonstrating$

communicating and reinforcing the "uality statements. 'n general

they should spend about onethird of their time on "uality.


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Ro! o" S!'(or

M&'&%!!'t They should listen to internal and e&ternal customers

and suppliers through "isits0 focus groups and sur"eys#

Communication is an important role played !y thesenior managers# They should create a*areness of theimportance of TQM !y selling themsel"es0 in addition

to the internal e7orts0 there must !e e&ternal acti"ities*ith customers0 suppliers0 the media0 ad"ertising intrade maga4ines0 and interaction *ith the qualitycommunity#

3y follo*ing the a!o"e suggestions0 the seniormanagers should !e a!le to dri"e out fear out of theorgani4ation0 !rea,do*n !arriers0 remo"e system road!loc,s anticipate and minimi4e resistance to changeand in general change the culture#


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ST26T%/IC PL6BBIB/


ASSOCIATE PROFESSOR


VEL TECH

CHENNAI – 600 062.


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IBT2O)'CTIOB

Strategic Planning sets the long termdirection of the organi4ation in *hich it*ants to proceed in future#

Present

Vision

of

FutureStrategic Plan


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)%1IBITIOBStrategic Planning can !e de$ned as the

process of deciding on o!.ecti"es of theorganisation0 on changes on these o!.ecti"e0

on the resource used to attain theseo!.ecti"es and on the policies that are togo"ern the acquistion0 use and disposition ofthese resources#

% planned gro*th rate in sales0di"ersi$cation of !usiness into ne* lines0 typeof products to !e o7ered#


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In order to integrate quality with the strategic planning

process, a systematic and sequential procedure has to

be adopted.

•Step 1

Customer Needs The basic step is the identification of customers and their wants

and needs.

An organiation must see! its customer"s re#uirements$

e%pectations and assess future trends before de&eloping a

strategic plan.

STRATEGIC PLANNING PROCESS

(SEVEN STEPS TO STRATEGIC PLANNING)


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•Step '

Customer positionThe second step re#uires the planners to determine

its positioning with regards to its customers. Various alternati&es such as whether the

organisation should gi&e up$ maintain or e%pand

mar!et position should be considered.

(n order to become successful$ the organisationshould concerntrate and consolidate its position in its

areas of e%cellence.



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•Step ).Predict the future

Ne%t$ the planners must predict future conditions that will

affect their product or ser&ice.

To help predicting the future$ the tools such as

demographics$ economic forecasts and technicalassessment or pro*ections ma+ be used.

•Step ,.

-ap Anal+sis The planners must identif+ the gaps between the current

state and the future state of the organisation.

This concept is also !nown as &alue stream mapping.

For identif+ing the gaps$ an anal+sis of the core &alues

and concepts and other techni#ues ma+ be used.



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•Step .

Closing the gaps Now the planners should de&elop a specific plan to

close the gaps.

This process is also termed as process impro&ement.

/+ assessing the relati&e importance and relati&e

difficult+ of each gap$ planners can close the gaps.



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ST0P .

A2(-N30NT Now the re&ised plan should be aligned with the mission$&ision and core &alues and concepts of the organiation. 4rganisation should embrace #ualit+ as an essential

ingredient in their &ision$ mission and ob*ecti&es.

ST0P 5.(3P2030NTAT(4N

(n order to implement the action plan$ resources must be

allocated to collecting data$ designing changes and

o&ercoming resistance to change. Also the planners should monitor and assess the result of

the strategic plan. Since #ualit+ is a continuous impro&ement process$ one has

to reassess and renew the strategic plans periodicall+.

So$ it is a c+clic process.



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Customer needs

Customer positioning

Predict the future

-ap anal+sis

Closing the gap

Alignment

6ee&aluate and re&iew

(mplementation

Strategic Planning C+cle


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Quality Council)e"elop0 *ith input from all personnel0 the core "alues0

"ision statement0 mission statement0 and quality policy

statement#)e"elop the strategic long term plan *ith goals and the

annual quality impro"ement program *ith o!.ecti"es#

Create the total education and training plan#

)etermine and continually monitor the cost of poor quality)etermine the performance measures for the organi4ation0

appro"e those for the functional areas0 and monitor them#

Continually determine those pro.ects that impro"e the

processes0 particularly those that a7ect e&ternal and internalcustomer satisfaction#

%sta!lish multifunctional pro.ect and department or *or,group teams and monitor their progress#

%sta!lish or re"ise the recognition and re*ard system toaccount for the ne* *ay of doing !usiness#


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Quality statements

Part of strategic planning process

;# ision statement

-short declaration of *hat an organi4ation

aspires to !e tomorro*#

-guidelines for decision ma,ing

>e *ill !e the the preferred pro"ider of safe0 relia!leand cost e7ecti"e products ans ser"ices that satisfy theelectric related needs of all customer segments#

1lorida po*er and light

company


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Quality statementsD# Mission statement

6ns*ers the questions *ho *e are0 *ho are

the customers0 *hat *e do0 and ho* *e do it# Pro"ides clear statement of purpose for

employees0 customers and suppliers#

To meet customer:s transportation anddistri!ution needs !y !eing the !est at mo"ingtheir goods on time0 safely and damage free#

Canadian Bational 2ail*ays#


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Quality statementsE# Quality policy statements

/uide for e"eryone in the organi4ation as to ho* theyshould pro"ide products and ser"ice to the customers#

>ritten !y C%O *ith feed!ac, from the *or,force and

!e appro"ed !y the quality council#

Fero& is a quality company# Quality is the !asic!usiness principle for Fero Quality means pro"iding

our e&ternal and internal customers *ith inno"ati"eproducts and ser"ices that fully satisfy theirrequirements# Quality is the .o! of e"ery employee#

Fero& Corporation

Tqm Princi

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