lec 09-tqm-bba-riu
DESCRIPTION
,TRANSCRIPT
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TQM for Managers
Sohaib Saleem
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Common sense is
not so common
(Voltaire)
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Never doubt that a small group of
thoughtful committed people can change
the world: indeed it's the only thing that
ever has!" Margaret Mead
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There are those who make things happen. There are those who watch things happen. And there are
those who wonder what happened
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A man who wants to lead the orchestra must turn his back on the
crowd. James Crook
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TQM is fundamental shift from what has gone before.
Systematic analysis, pre-planning, & blueprinting of operations remains essential, but focus switches from
process driven by external controls through procedure compliance &
enhancement to process of habitual improvement, where control is embedded within & is driven by
culture of org.
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TQM is an
approach for continuously improving quality of
goods & services delivered through participation of all levels & functions of
org.
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TQM Continuous Improvement
Philosophy based on quest for progress &
improvement.
Looks for continual improvement in areas
of:
Cost, reliability, quality, innovation,
efficiency & Business Effectiveness.
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Main driving force is belief & commitment
(Quality driving force)
with Strategic & Operational Objectives as outputs.
Dynamic way to perform with determination to
improve in all areas.
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Quality
Assurance
Process
Control
Facility
mgmt
Operations
planning
Product
design
Marketing Training Financing
Management
Forecasting
Supplies
Customer
relation
Technology
adaptation
Production
System Integration
of
Quality function
TQM: Integrated Organizational System
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Role of Engg in Traditional Org System
Model
Distribution
Assembly/
inspection
Manufacturing
R&D
Marketing Engineering
component
HR
component
Finance
component
No
Value
added
Value
Adding
activities
Productive section Support section
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Engineer As Manager
Engrs tend to aspire to career in mgt once
Progressed well enough in their jobs.
Transition of Engg specialist
from Technical role to Managerial role
leads to dramatic change
in time utilization as far as
Skills & Knowledge
are concerned.
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From Engrs To Mgrs: Growing Role
Technical
85%
Technical
30%
Decision-making
60%
Others 5%
Decision-making
8%
Supervising
2%
Supervising
1%
Others
9%
Technical
Specialist Manager
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Integrated Model of Organizational Process
Inputs
Sub-processes
Value
added mgt
activities
Outputs
to internal & external
customers
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Propagation Cycle for Productivity Improvement
Input Output Process Process Output Process Output
Input VA2
VA1
VAn
Input
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Operations
Product development
Customers
Marketing
Further product
development
etc
Customers
Spiral of Progress in Quality
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The Oakland Model on TQM
Team
Tools Systems
Commitment
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Integrated TQM Model Based
on Actions Approach
TQC
Mission statement
Continuous quality
improvements
Mgt
commitment
Customer
focus
Total
participation
Statistical
quality
control
Systematic
problem
Solving focus
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TQM
i. Mission to succeed by working very
closely with customers & meeting their
requirements with intended commitment
to better standard & levels of service (s)
all time.
ii. TQM has to be driven by champions at
highest level possible. Senor mgt
commitment is major prerequisite for
success.
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TQM
iii. Orgs:Lean & fit for external battles of
changes
in market place.
Achieved by Q systems which introduce:
a. Discipline &
b. monitor performance
iii. Reliance on:
a.Human machine &
b. Peoples creativity in order to succeed.
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TQM strongly emphasis need to
focus on :
every single aspect of business from
point of view of: Adding Value.
Nothing is perpetual, nothing is just
supportive, everything adds value.
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TQM does not just over-emphasize front end
activities such as marketing, which is
traditionally considered to be key link in customer-
supplier chains.
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TQM presents customer-supplier
chain in much wider context,
Where meeting customer
requirements becomes overall
organizational objective.
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Oakland Model of TQM
Mgt commitment: Identifies- Role of leading &
introducing change has to stem from senor mgt team.
Their commitment has to be reflected by:
Levels of investment in required area:
Amount of risk taken for achievement of success.
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Oakland Model of TQM
Customer-supplier: Component is Heart of Oakland
pyramid. Reflects:
1. Process ownership,
2. Process mgt &
3. Process improvement propelled throughout
chain.
Systems: Approach of having documented sets of
procedures & standards of doing things right
first time & every time.
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Oakland Model of TQM
SPC Tools: Imp aspects of TQM
need to continuously measure & control conformance
to customer requirements &
agreed standards &
correct quickly defective measures &
keep performance.
Team work: Means
Culture based on continuous improvement to be
1. instigated,
2. Encouraged &
3. implemented throughout org.
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Integrated Model Based on Actions
Approach
Model proposes that continuous
improvement in quality to come from:
Integrated approach of controlling
quality
via action plans in
different operations of
business cycle.
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Integrated Model Based on Actions Approach
5 important element in this model:
Customer focus: Customer may be ultimate
consumer external to org or internal user receiving
internal service. Customer focus therefore means
that all individuals in org have to focus on quality
of process in delivering services to customer
(internal & external).
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Integrated Model Based on Actions Approach
Mgt Commitment: -in form of:
Changing Attitudes & Expectations &
Establishing systems for:
Q measurement & Control.
Can also be in form of setting goals- Achievable &
Challenging to orgs future
& In providing:
Right Resources,
Skills, etc.
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Integrated Model Based on Actions Approach
Total Participation:
People at grassroots level produce goods & services that:
Benefit end customer.
Workers who best understand problems associated with
product/service delivery cycle
Should be ones to be encouraged to improve process.
Participation : Means by which intangibles like:
Morale,
sense of belonging &
responsibility - improved.
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Integrated Model Based on Actions Approach
Statistical Quality Control:
Use of various statistical techniques to analyze collected data
& solve various problems
Systematic Problem-Solving Process:
Based on customer focus element & relies on:
Plan-Do-Check-Action (PDCA) cycle to improve whole
business process.
Info- obtained from:
Customer feedback, survey & other info
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8 Components of Successful TQM
Model looks at organizational &
HR factors more closely than at
Techniques,
Systems & Standards.
Changing Organizational Culture:
Agreed : Power of orgs should be distributed to
instigate sense of belonging &
feelings of loyalty & commitment throughout.
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8 Components of Successful TQM
Changing Orgl Culture involves 5 Points
1. Making mgt commitment genuine & evident.
2. Process has to be kept serious, but people should
be allowed to have fun
3. Every aspects of process should be make positive.
It is punitive, it will go underground.
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8 Components of Successful TQM
4. Every level of mgt & supervision to be
make fully conversant with notion of:
How to achieve Quality.
5. Requirements have to be:
Make explicit to be easily understood by
all parties.
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8 Components of Successful TQM
Involving employee:
Employee involvement depends very much on changing
organizational culture.
Role of employees
As glue which holds org together.
Play role in decision-making,
Their advice has to besought,
They should be encouraged to state their Opinions,
forums & gatherings between mgt &
Workers are encouraged, etc.
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A Model on the Eight
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8 Components of Successful TQM
Building incentives:
To strengthen orgs overall P & Q,
various employee incentive program introduced.
Incentives based on:
modified/improved suggestion systems,
profit sharing programs,
autonomous work groups
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Satisfying customer:
Developing culture based on
working hard to improve quality of
operations by
Improving system rather than
Blaming individuals.
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8 Components of Successful TQM
Eliminating Barriers:
Eliminate bureaucracy,
Focus on processes,
control mechanisms &
Ensure Lines of Authority & Responsibility
means of facilitating implementing TQM
Rather than:
Hindering it.
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8 Eight Components of Successful TQM
Using Tech & Innovation: Tech: forefront of improving quality.
Product/service provided in any standard or form
customer requires.
Tech Provide orgs with flexibility to:
React to changes &
Can ensure continuous flow of info
Improve communication processes vital for
Life of any Business.
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8 Components of Successful TQM
Working With Suppliers & Contractors:
Good Supplier-customer Relationships:
Facilitate Process of Discussing various aspects of:
Customer service &
Client problems.
Evaluation of Causes of Errors
leads to Elimination of Systemic Problems.
Links be Conducive to Positive Product(service)
development/customer set-up.
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8 Components of Successful TQM
Measuring progress:
TQM measurement -related to How good orgs being
controlled & led.
To strive for Q & P improvements, some yardsticks
in areas of:
i. Good understanding of org as system & its various
processes/activities.
ii. Various goals & obj for performance improvement
have to be clearly defined & identified.
iii. Progress recorded, analyzed & measured in all
aspects of org.
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TQM: Building Blocks
Quality planning
Leadership
Vision for world class
competitiveness
SP
C,
SQ
C,
BS
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Use
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T/M
RP
II/J
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Pro
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FM
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CN
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Wo
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Continuous improvement Added value mgt activity Employee involvement
TQ:
foundations
TQ: Top
TQ: Pillars