presentation on total quality management (1)

8/4/2019 Presentation on Total Quality Management (1)

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BY : RAHUL CHOPRA

M.B.A 3rd SEM.


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DEFINATION :

Total quality management or TQM is an integrativephilosophy of management for continuously improvingthe quality of products and processes.

It is used around the world.

TQM functions on the premise that the quality ofproducts and processes is the responsibility ofeveryone who is involved with the creation or

consumption of the products or services offered by anorganization.

In other words, TQM capitalizes on the involvementof management, workforce, suppliers, and evencustomers, in order to meet or exceed customerexpectations


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Considering the practices of TQM asdiscussed in six empirical studies, Cua,McKone, and Schroeder (2001) identified thenine common TQM practices as cross-functional product design, processmanagement, supplier quality management,customer involvement, information

and feedback,committed leadership, strategic planning,cross-functional training, and employeeinvolvement.


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SELECTING THE THEME

UNDESTANDING THE CURRENT

CIRCUMSTANCES

ANALYSING THE CAUSESMAKING THE IMPROVEMENTS PLAN

IMPLEMENTING THE SOLUTION

VERIFYING THE RESULTS

STANDARDISING & INSTITUTIONALIZING


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FACILITATORTEAM

LEADER

SPONSOR TEAMMEMBERS

model


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Team Sponsor: manager/owner of the theme who hasthe org. influence & authority to carry out the project.

ROLE OF THE SPONSOR

Charter a team Provide project scope

Provides resources & budgetary support to the team.

Help to remove barriers

Reviews progress & help team achieve its goals

Act as a bridge to the management Ensures that team not only achieves results but also goes

through right processes


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Team Leader : who manages his team but also a teammember who actually share the work load

ROLE OF THE TEAM LEADER

Focus the team on the goals

Organize and manage team meeting Ensure that the problem-solving process is carried through

Guide team members

Follow up on project task with team member

Resolve conflicts, with tact

Motivate team members Encourage member participation

Promote teamwork & mutual support for achievement ofchallenging goals


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Role of Team Member

Learn together as a team

Provide in-depth knowledge in their work area

Follow the problem-solving process fully,avoiding shortcuts

Carry out project task assignment

Update team leader for difficult task

Attend project meeting Help other team members, mutually


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Facilitator: Is not a member of the team . He

does not take part in the actual problem-

solving. Like a catalyst, he helps the team

efforts without being part of it.ROLE OF THE FACILITATOR

Help the team follow the problem solving

process, by clarifying & by explaining

Help the team by using tools & techniques Facilitates team meetings to help them

smoothly, with effective prtption from all


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Brainstorming:

Multivoting:

Nominal Group Technique:


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A quality control circle is a volunteer group

composed of workers (or even students),

usually under the leadership of their

supervisor (but they can elect a team

leader), who are trained to identify, analyzeand solve work-related problems and present

their solutions to management in order to

improve the performance of the

organization, and motivate and enrich thework of employees. When matured, true

quality circles become self-managing, having

gained the confidence of management.


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In this work place team to manage itself,

without supervisors.

This structure is different from QC CIRCLES

which are voluntary teams. In this responsibility for management is

assigned to workers.

No need of supervisor layer here.

To check the workers capabilities.


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Change management is a structured approach to

shifting/transitioning individuals, teams,

and organizations from a current state to a

desired future state.

It is an organizational process aimed at

empowering employees to accept and embrace

changes in their current business environment.

In project management, change management

refers to a project management process where

changes to a project are formally introduced and

approved


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Missionary changes

Strategic changes

Operational changes (including Structuralchanges)

Technological changes

Changing the attitudes and behaviors of

personnel.


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Benefits management and realization todefine measurable stakeholder aims, createa business case for their achievement (which

should be continuously updated), andmonitor assumptions, risks, dependencies,costs, return on investment, dis-benefits andcultural issues affecting the progress of the

associated work.Devise an effective education, training

and/or skills upgrading scheme for theorganization.


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Counter resistance from the employees of

companies and align them to overall

strategic direction of the organization.

Provide personal counselling (if required) to

alleviate any change related fears.


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The term Quality management has a specificmeaning within many business sectors. Thisspecific definition, which does not aim to assure'good quality' by the more general definition canbe considered to have four main components:quality planning, quality control, qualityassurance and quality improvement.

Quality management is focused not only onproduct/service quality, but also the means to

achieve it. Quality management therefore uses quality

assurance and control of processes as well asproducts to achieve more consistent quality.


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Customer focus

Since the organizations depend on their customers,therefore they should understand current and future

customer needs, should meet customer requirementsand try to exceed the expectations of customers.

Leadership

Leaders of an organization establish unity of purpose

and direction of it. They should go for creation andmaintenance of such an internal environment, inwhich people can become fully involved in achievingthe organization's quality objective.


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Involvement of people

People at all levels of an organization are the essence ofit. Their complete involvement enables their abilities to beused for the benefit of the organization.

Process approach

The desired result can be achieved when activities andrelated resources are managed in an organization asprocess.

System approach to management

An organization's effectiveness and efficiency in achievingits quality objectives are contributed by identifying,understanding and managing all interrelated processes as asystem


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Factual approach to decision making

Effective decisions are always based on the

data analysis and information.

Mutually beneficial supplier relationships

Since an organization and its suppliers are

interdependent, therefore a mutually

beneficial relationship between them

increases the ability of both to add value


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presentation on total quality management (1)

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