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Total Quality practices

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You are feeding your competition! C.Hart TQM-mim Model 4. Quality Planning Customers needs ... Total Quality TQM-mim Model TQM & HRM Linkage TQM & HRM ... – PowerPoint PPT presentation

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Title: Total Quality practices


1
Total Quality practices HRM
  • Presenter Akis Nicolaides
  • Mediterranean Institute of
  • Management
  • Nicosia, Cyprus

2
From an interview.
We are always two years before destruction
  • Bill Gates

3
Intensive Competitive Environment
  • Survival
  • Maintain / Increase market share

4
Competitive Advantage
  • A companys ability to achieve market superiority
  • Cost(Price)
  • Time
  • Flexibility
  • Technology
  • Quality

5
What is Quality?
  • The degree to which the distinguishing
    features of a product or service fulfill the
    needs or expectations of the interested parties
  • (ISO 90002000)

6
Quality Management Development
7
Total Quality
  • Is a people- focused management system that
    aims at continual increase in customer
    satisfaction at continually lower real cost. TQ
    works horizontally across functions and
    departments, involves all employees, top to
    bottom, and extends backward and forward to
    include the supply chain and the customer chain.
    TQ stresses learning and adaptation to continual
    change as keys to organisational success

8
Total Quality
  • Is the unyielding and continually improving
    effort by everyone in an organisation to
    understand, meet and exceed the expectations of
    customers.
  • Procter Gamble

9
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
10
TQM HRM Linkage
  • TQM and HRM are in pursuit of the same
    goals-profitability, productivity, a
    customer-oriented company and a motivated
    workforce
  • P.Herbig

11
TQM HRM Linkage
  • To be fully successful and self- sustaining
    TQM requires an extensive refashioning of HRM
    practices
  • R.J.Schonberger

12
TQM HRM Linkage
  • Successful implementation of various TQM
    practices are positively related to HRM
    functions
  • T.H.Wagner

13
HRM/TQM activities/practices
14
Recruitment TQM
  • The sloganeering of the quality gurus has been
    applied to recruitment and selection with talk of
    total quality recruitment, zero defect
    recruitment and right-first-time selection

15
Appraisal TQM
  • One impact of TQM is that organisations are
    now increasingly setting employee performance
    standards based on customer care indicators

16
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
17
1a.Strategic Planning
  • Many management teams have had difficulties
    transforming HRM into a strategic function,
    leaving the HR department in most companies
    focused on administrative and clerical tasks
  • Down, Mardis,Connoly Johnson

18
1a.Strategic Planning
  • Human Resource Managers need to create the
    ability to visualize the future, to think
    systematically and to understand the complex
    forces that shape organisations
  • L.Gratton

19
1b.Leadership Practices in companies committed to
Total Quality
  • Leaders create a strategic vision and clear
    quality values that serve as a basis for business
    decisions at all levels of the organisation
  • Leaders set high expectations
  • Leaders demonstrate substantial personal
    commitment and involvement in quality
  • Leaders integrate quality values into daily
    leadership and management
  • Leaders sustain an environment for quality
    excellence

20
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
21
2a.Core Roles in Implementing a Quality
Strategy( Senior Management)
  • Ensure that the organisation focuses on the needs
    of the customer.
  • Act as Leaders through promoting the vision,
    mission and values of the company throughout the
    organisation.
  • Identify the critical processes that need
    attention and improvement and the resources and
    trade-offs that must be made.

22
2b.Core Roles in implementing a Quality
strategy( Middle Management)
  • Middle Managers become facilitators
    encouraging participation, teamwork and the
    delegation of responsibility and accountability
    and this helps foster pride, job satisfaction and
    better work
  • Need to transform Middle Managers into
  • Change Agents
  • Mark Samuel, Catalysts for
    change

23
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
24
3.Customer Satisfaction
  • Customer starts with self, then with the
    people at work and finally, with the end-user of
    products or services

25
about customers
  • By offering quality services to our internal
    customers we help them deliver quality products
    /or services to our external customers.
  • A.Pallada

26
Breakthrough Perspective of Customer
Satisfaction
  • Every day that goes by in which you have
    customers who are dissatisfied- or less than
    totally satisfied.
  • You are working hard to put yourself out of
    business.
  • You are feeding your competition!
  • C.Hart

27
TQM-mim Model
3.Customer Satisfaction Internal/ External
7.Continuous Improvement
4.Quality Planning
5.Employee Involvement
6.Measurement/ Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
28
4. Quality Planning
  • Customers needs and expectations drive the
    planning process for products or services and the
    systems by which they are produced
  • Saturate your company with the voice of the
    customer
  • R.Whiteley, The customer driven company

29
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
5.Employee Involvement
Employee Involvement
6.Measurement/Benchmarking
1.Strategic Planning Leadership
2.Senior Middle Management
30
5.Employee Involvement
  • Ownership
  • Empowerment
  • Teamwork

31
5a.Ownership
  •   Make people develop the feeling of ownership  
  • "Taking personal responsibility for our jobs . .
    . for assuring that we meet or exceed our
    customers standards and our own. We believe
    that ownership is a state of mind and heart that
    is characterized by a personal and emotional
    commitment to approach every decision and task
    with the confidence and leadership of an owner".
  •  
  • Westinghouse

32
5b.Empowerment
  • Giving people the authority to make
  • decisions and have control over their
    work
  • Involve everyone in everythingleading by
    empowering people
  • T. Peters

Just Do it Dana Commercial
Credit Corporation
33
Empowerment
  • Empowerment is a result of effective and
    sustained training which enhances the
    individuals self-esteem and his/her capability
    to solve problems and to make low-risk decisions

34
Empowerment Information
  • For employees to be empowered, information is
    a central component.There should be a move away
    from you will do this to this is why you will
    do this

35
5c.Teamwork
  • Teamwork is a result of successful empowerment
    of people within the organisation
  • Human resources are the major assets of the
    organisation and their skills and brain power
    must be effectively honed and harnessed through
    training and participation in the development of
    companys mission/vision/plans(MVP)
  • D.P.Grahn

36
TQM-mim Model
3.Customer Satisfaction (Internal/ External)
4.Quality Planning
7.Continuous Improvement
6.Measurement/ Benchmarking
5.Employee Involvement
Measurement
1.Strategic Planning Leadership
2.Senior Middle Management
37
6a.Measurement
  • If you dont know how to measure
  • you cant improve
  • What gets measured gets done

The Cost of Quality is the key driving force of
TQM
38
Cost of Quality
Failure
Total Cost of Quality
COST
Appraisal
Prevention
Quality awareness improvement
BS 6143 Part2
39
Performance Management
  • PM is the way employees are managed to achieve
    organisational goals, leading to sustainable
    competitive advantage
  • A synthesis of HRM and TQM
  • Ton van der Wiele

40
6b. Benchmarking
  • A continuous process to find and
  • implement best practices that will
  • lead to superior performance

41
TQM Model
3.Customer Satisfaction (Internal/ External)
7.Continuous Improvement
4.Quality Planning
6.Measurement/Benchmarking
5.Employee Involvement
1.Strategic Planning Leadership
2.Senior Middle Management
42
7.Continuous improvement
  • The quest for sustained quality improvement
    requires committed leadership and this
    responsibility cannot be delegated

43
Jurans steps for Continuous Improvement
More Opportunities
Nominate Projects, Evaluate projects, Select a
project
REPLICATE NOMINATE
IDENTIFY PROJECT
Design quality controls, foolproof the
remedy, audit the controls
Prepare a Mission select a team, verify the
mission
ESTABLISH PROJECT
HOLD the GAINS
DIAGNOSE the CAUSE
REMEDY the CAUSE
Analyze symptoms, Identify root cause(s)
Design Remedy, prove effectiveness implement
44
Demings cycle for Improvement
Identify the problem
Implementation of the final plan and
standardization/ practicing of the improvements
Gather data determine Causes
Planning for Improvement
Determine if the plan is working correctly if
any further problems or opportunities are found
Implementing the plan on a trial basis
45
Continuous Improvement ramp
46
Implementation of TQM
  • TQM isnt a one size that fits all programs.
    It needs to take conditions of each company into
    account
  • E.E.Lawler

47
TQM Organization Culture
  • A successful total quality strategy needs
    to fit within the existing
  • organization culture

48
A General Managers advice on implementing TQM
  • It is not a quick fix if they are expecting
    results overnight, they are not going to get
    them. It takes a long time and essentially
    requires the input of new ideas on a regular
    basis

49
Total or Partial TQM?
  • Companies seem to pick up bits and pieces of
    TQM and then report that they are operating TQM,
    when in reality most schemes appear an
    ill-matched mixture of quality circles, employee
    involvement, quality tools and quality management
    systems.

50
Job security TQM
  • Redundancies produce feelings of mistrust and
    fear among the workforce and are a poor
    foundation for an effective TQM program

51
Probable reasons for Failure of TQM
  • Problem of sustainability of leadership and
    purpose
  • Absence of strategic communications and teamwork
    for quality improvement
  • Poor understanding of the TQM principles and lack
    of commitment by upper management
  • Not adequate Empowerment at all levels of the
    organisation

52
A General Managers comments on the impact of TQM
  • The application of TQM not only acts as a
    catalyst but also has significantly strengthened
    communication strategies, employee involvement,
    teamwork and empowerment techniques

53
The success of TQM
  • Relies not only on the understanding of the
    organisations survival pursuits, but it depends
    also on the HRM department for its expertise in
    key processes, namely, recruitment and selection,
    appraisal, training and reward systems

54
A Case Study
  • Commitment to Quality through the Involvement
    of People
  • (Cyprus Telecommunications Authority)

55
The Ladder to Commitment
Commitment
Awakening
56
The Ladder to Commitment
Commitment
Involvement
Active Participation
Presence - Participation
Awareness
Awakening
57
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58
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60
The EFQM Excellence Model

(www.efqm.org)
61
We need to offer people the opportunity to climb
all the steps
62
They are not all at the same step at the same time
63
The Width of the Staircase
Wide for Coverage
Narrow for Focus
64
Epilogue
  • A Quality system resembles a new car without
    petrol perfect in every respect, but it will not
    go. The quality fuel is staff attitude and
    motivation.
  • P.Jackson D. Ashton

65
Remember
  • Nobody can force you to do this
  • survival is not compulsory
  • Dr. W. Edwards Demming
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