4/11/2012

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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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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TQM: Integrated Organizational System

Quality
Assurance

Production
Technology
adaptation

Process
Control
Facility
mgmt

Operations
planning

Customer
relation

System Integration
of
Quality function

Supplies

Forecasting
Product
design
Management
Marketing

Training

Financing
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Role of Engg in Traditional Org System

Model
Productive section

Marketing

Support section

Engineering
component

R&D
Value
Adding
activities

Manufacturing

HR
component

No
Value
added

Assembly/
inspection
Distribution

Finance
component
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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

Supervising
1%
Technical

Technical

85%

30%
Supervising
2%
Decision-making
8%

Decision-making
60%

Others

9%

Others 5%

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

VAn
Input

VA2

VA1

Input

Process

Output

Process

Output

Process

Output

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Spiral of Progress in Quality

Customers

Further
product
development

etc
Marketing
Customers

Product
development

Operations
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The Oakland Model on TQM

Team

Systems

Tools

Commitment
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Integrated TQM Model Based

on Actions Approach
Customer
focus

Mgt
commitment

TQC
Mission statement
Continuous quality
improvements
Systematic
problem
Solving focus

Total
participation
Statistical
quality
control
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TQM
i.

ii.

Mission to succeed by working very

closely with customers & meeting their
requirements with intended commitment
to better standard & levels of service (s)
all time.
TQM has to be driven by champions at
highest level possible. Senor mgt
commitment is major prerequisite for
success.
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TQM
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.
iii.

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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 overemphasize front end

activities such as
marketing, which is
traditionally considered to
be key link in customersupplier 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 &
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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.
2.
3.

Making mgt commitment genuine & evident.

Process has to be kept serious, but people should
be allowed to have fun
Every aspects of process should be make positive.
It is punitive, it will go underground.

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8 Components of Successful TQM

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.
4.

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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

TQ: Top

TQ:
foundations

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Continuous improvement
Added value mgt activity
Employee involvement

Workplace design:
Layout, methods,
ergonomics, safety

Process flexibility
FMS, CNC, AMT, CIM,
CADCAM

OPT/MRPII/JIT

Mgt control systems:

SPC, SQC, BS 5750

TQ: Pillars

User-supplier Chain

competitiveness

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