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  • 1. Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective 1
  • 2. TQM TQM QA Quality Assurance QC Quality ControlI Inspection 2
  • 3. Q - QUALITY DEFINITIONS Quality is customer satisfaction/delightQuality means conformance to specified requirements Quality means fitness for use Quality means value for money Quality means zero defects Quality means guarantee of confidence Quality is efficiency and productivity Quality is a collective attitude of mind 3
  • 4. • Quality is a thought revolution in management• Quality is an investment for profitability• § Quality means on time delivery• § Quality is a systematic approach to excellence• § Quality is the ultimate expression of craftsmanship• § Quality is a never ending cycle of improvement• § Quality means pride of ownership• § Quality means consistently producing conforming products• § Quality means credibility•• QUALITY IS ALL OF THE ABOVE 4
  • 5. Quality dimensions of a service ReliabilityTangibles AssuranceEmpathy Q Access Courtesy Communication Responsiveness 5
  • 6. Company Values• Listen to, understand and satisfy the customer• Communicating and listening to the company’s staff and stakeholders• Observing social and ethical values• Developing a win-win relationship with our suppliers• The customer above all• Respect for the individual• Morals and integrity in business• Going beyond our customers’ expectations• Placing people at the centre of the company• Respecting general interests 6
  • 7. 1 VISIONARY LEADERSHIP Senior leaders should set directions Create a customer focus Clear and visible values and high expectations Ensure the creation of strategies, systems and methods for achieving excellence Stimulate innovation Build knowledge and capabilities 7
  • 8. Contd. VISIONARY LEADERSHIP Inspire and motivate entire workforce Encourage all employees to contribute, to develop and learn Be responsible to the Governance body for actions and performance Governance Body responsible ultimately to all stakeholders for the ethics vision actions performance of the organization 7 8
  • 9. Contd. VISIONARY LEADERSHIP Review of organizational performance Employee recognition Serve as Role Models through - ethical behaviour, reinforcing values - personal involvement in planning, communication, coaching, development of future leaders 9
  • 10. 2 Customer Driven Excellence Take into account all product and service features & characteristics Modes of customer access that add value to customers Customer - acquisition satisfaction preference referral retention loyalty market share gain and growth 10
  • 11. Contd.. Customer Driven Excellence Understanding today’s customer desires – current Anticipating future customer desires and market potential Help build relationships, trust, confidence and loyalty Reducing defects, errors, meeting specifications, reducing customer complaints Eliminating causes of dissatisfaction Recovering from defects & errors 11
  • 12. Contd.. Customer Driven Excellence• New or modified offerings/products• Multiple access mechanisms• Rapid and flexible response to customer and market changes• Special relationships• Constant sensitivity to changing and emerging customer and market requirements• Awareness of developments in technology and competitors’ offerings 12
  • 13. 3 Organizational Learning and Personal LearningOrganizational LearningContinuous improvement of existing approachesand adaptation to changeLearning - be a regular part of daily work - practical at personal level, work unit level, organizational level - Results in solving problems at the8 ‘root cause’ 12 13
  • 14. Contd. Organizational Learning and Personal Learning- Focused on sharing knowledge throughout the organization- Driven by opportunities to effect significant changeSources for learning- Formal and informal learning through employees’ ideas- R&D- Customers’ input-9 Best practice sharing and Benchmarking 14
  • 15. Contd. Organizational Learning and Personal LearningResults of Organizational Learning- Enhance value to customers through new and improved ideas- Developing new business opportunities- Reducing errors, defects, waste and failure costs- Improving responsiveness and cycle time performance 14 15
  • 16. Contd. Organizational Learning and Personal Learning- Increasing productivity and effectiveness in the use of all resources, through the organization- Enhance performance in fulfilling social responsibilitiesPersonal Learning- Education, training and continuing professional development- Job rotation, on-the-job training 16
  • 17. Contd. Organizational Learning and Personal LearningResults of Personal Learning- More satisfied and versatile employees who stay with the organization- Cross functional learning- Improved environment for innovation- Market place sustainability and performance advantages 17
  • 18. 4 Valuing Employees and PartnersOrganizational Success depends on knowledge - skills - creativity - motivation of employees and partners 18
  • 19. Contd. Valuing Employees and PartnersValuing employees: Committing to their satisfaction, development and well being• Demonstrate leaderships’ commitment to the employees’ success. • Recognition that goes beyond the regular compensation system• Development and progress within the organization• Sharing organization’s knowledge with• Creating an environment that encourages risk taking 19
  • 20. Contd. Valuing Employees and PartnersBuilding internal partnerships- Labour – management co-operation; agreements with Unions- High – performance work teams- Creating network relationships among work units to improve flexibility, responsiveness and knowledge sharing 20
  • 21. 5 AGILITYAgility: A capacity for rapid change and flexibility- rapid ,flexible and customized responses .- Cross trained and empowered employees- Ability for rapid change over from one process to another- Design –to- introduction cycle time 21
  • 22. 6 Focus on the Future• Understanding the short and longer-term factors that affect business and market place.• A strong future orientation and willingness to make long-term commitment to stakeholders• Strategic objectives• Resource allocation• Developing employees and suppliers• Creating opportunities for innovation• Anticipating public responsibilities 22 21
  • 23. 7 Managing for InnovationInnovation : making meaningful change toimprove an organization’s products, servicesand processes to create new value for thestakeholders.Innovation should become part of the cultureand should be integrated into daily work.. 22 23
  • 24. 8 Management by FactOrganization should measure and analyse theirperformance.Performance measurement should include - customer - product - service performance - competitive performance - supplier performance - employee performance - financial performance 24
  • 25. Contd. Management by FactUsing data to determine trends, projections, causeand effect analysis etc.Why analyse ? - for planning - reviewing overall performance - improving operations - change management - comparing with competitors - ‘best practices’ benchmarks 25
  • 26. 9 Social Responsibility•Responsibilities to the public•Ethical behaviour•Need to practice good citizenship•Protection of public health, safety ,and environmentthrough organization’s operations and also life cyclesof products and services•Resource conservation and waste reduction at thesource•Disposal of products•Meet all local laws and regulatory requirements 26 25
  • 27. Contd. Social ResponsibilityPracticing good citizenship (within the limits oforganization’s resources) Improving education Improving healthcare Improving environmental excellence Improving resource conservation Improving community service Improving best practices Sharing non-proprietary informationInfluencing other organizations to partner forthesepurposes – leading or participating in efforts tohelp others. 27 26
  • 28. 10 Systems PerspectiveSynthesis : looking at your organization as a wholeAlignment : using the key linkages among requirementsIntegration : individual components of your performance, management system operate in a fully interconnected manner. 28