Quality Management: Organising for Quality

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Quality Management: Organising for Quality. Presented by: Dr. Husam Arman. Concept of TQM. TQM foundation: Any product, process, or service can be improved. A successful organization is one that consciously seeks and exploits opportunities for improvement at all levels.
Quality Management:Organising for QualityPresented by:Dr. Husam ArmanConcept of TQM
  • TQM foundation:
  • Any product, process, or service can be improved.
  • A successful organization is one that consciously seeks and exploits opportunities for improvement at all levels.
  • The watchword is continuous improvement.
  • What must organizations do for quality to succeed
  • “Organizations must adopt a cultural change that appreciates the primary need to meet customer requirements, implements a management philosophy that acknowledges this emphasis, encourages employee involvement, and embraces the ethic of continuous improvement.”
  • International Economic Conference Board Transition to quality culture at XeroxTransitionTeamTrainingSenior ManagementBehaviorXeroxCultureChangeTools andProcessesCommunicationReward andRecognitionIBM’s market driven quality programMeasuresof Progress“Driver”SystemGoalLeadershipVisionInvolvementPolicyManagementSystemsInformationPlanningHuman resourceQuality assuranceQuality ResultsImproved qualityLower costsCustomerSatisfactionMarketSuccessIBM’s “new” Continuously Ensure Quality (CEQ) initiative“CEQ aims to instill a commitment in organizations to embrace quality as a guiding principle that touches every phase of the software development and deployment cycle. Organizations must build quality in, not treat it as an afterthought. Every individual in an organization, from the business analyst to the IT operator, can improve application quality through vigilance and a shared sense of responsibility for business and customer success.”What are some of the steps organizations must take?
  • Effectively develop and communicate quality policy, procedures and requirements across all company functions.
  • Mobilize resources to solve quality-related problems.
  • Effectively coordinate quality requirements with suppliers. (feed forward)
  • Maintain direct contact with customers (feedback).
  • Communicating quality requirements
  • Examples of formal communication:
  • Quality policy statement
  • Quality manuals
  • ISO 9000 quality standards
  • Examples of informal communication:
  • Word of mouth
  • Management actions
  • Quality - basic beliefsQuality policy statement
  • Most companies today have a written quality policy or mission statement
  • For example, “It is the established policy and intention of this company to provide its customers with products which conform to customer requirements and are delivered on time. This will be ensured through a defined quality program as detailed in the company quality manual.”
  • Some companies rely on verbal quality policies. for example,
  • “our goal is to ensure customer satisfaction and minimize rejects.”
  • Other examples
  • Goodyear: “our mission is constant improvement in products and services to meet our customers’ needs. This is the only means to business success for Goodyear and prosperity for its investors and employees.”
  • Other examples
  • Motorola – “Doing the right thing.  Every day.  No excuses.”
  • Organizations must demonstratewhat Deming termed “constancy of purpose”.Identifying and resolving quality problems
  • Quality problems transcend individual and functional boundaries. Companies need multi-discipline problem solving.
  • Organizational approaches for multidiscipline problem solving
  • Form cross functional teams.
  • Quality improvement teams
  • Quality circles
  • Adopt matrix versus functional organizational structure.
  • Co-locate engineering resources to open communication channels.
  • Engineering technical centers/Centers of expertise
  • Coordinating quality requirements with suppliers
  • Importance of supply chain management
  • Many quality problems are caused by defective purchased material.
  • Suppliers often represent a large % of manufacturing costs.
  • Strategies for supplier relationshipsManaging human resources & TQM
  • Growing research indicates that TQM has not achieved its objectives due to human resource management (HRM) problems.
  • Failures occur when management falls short in their efforts to adopt a corporate culture fully embracing TQM.
  • What makes TQM an HR problem?
  • TQM requires employee development & employee cooperation.
  • Thus, the task of top management is to:
  • provide workers with the necessary skills and knowledge.
  • create a quality-minded culture among employees.
  • A quality culture that:
  • nurtures high-trust relationships.
  • has a shared sense of commitment.
  • believes that continuous improvement is for the common good.
  • Establishing a quality minded culture
  • Formation of a quality minded culture is a human interaction issue.
  • Therefore, quality management systems must provide:
  • channels of communication for product-quality information among all concerned employees.
  • means of participation for employees so employees feel they’re part of the system
  • Some HR challenges?
  • Is company culture a subset of national culture?
  • Should companies encourage TQM participation via monetary incentives?
  • Do workers want to be involved in the quality management process -
  • Actually, some want to have input.
  • many others do not want any increased responsibility.
  • Quality Improvement TeamsRoles for QI teams
  • In addition to solving quality problems, QI teams help:
  • provide a means of participation for employees in quality decision-making.
  • aid employee development: leadership, problem-solving skills.
  • lead to quality awareness which is essential for organizational culture change.
  • Types of quality improvement teams
  • Project teams
  • Quality circles
  • Project team characteristics
  • Teams address key organizational issues
  • concurrent engineering
  • ISO 9000 implementation
  • membership - generally mandatory
  • temporary in nature
  • participation is cross-functional
  • team leaders have varying degrees of authority
  • Quality circle characteristics
  • Voluntary groups of 6-8 members
  • Quality circle teams are semi-permanent
  • Teams are from single functional department
  • Members have equal status and select their own project
  • Minimum pressure to solve problems with a set timeframe
  • Implementing quality circles
  • Quality circles require top management support
  • Personal characteristics of facilitators are critical
  • Scope of project needs to be small enough to be capably addressed by the team
  • Success of other teams has positive peer pressure effect
  • Teamwork game
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