2. Leadership concepts
• 12 characteristics of quality
leaders(refer pgs 30,31 Besterfield)
• 7 Habits of highly effective people (
Pgs. 32-39 Besterfield)
• The Deming philosphy ( Pgs. 39-43
Besterfield)
3. 7 Habits of highly effective people
( Stephen Covey)
• Be pro-active
• Begin with the end in mind
• Put first things first (ref.Covey’s Time
management matrix pg.35)
• Think win-win
• Seek first to understand,then to be understood
• Synergy
• Sharpen the saw
4. Strategic Planning
• Strategic business planning is
similar to strategic quality planning.
• 7 steps to strategic planning
• Customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation.
5. Strategic Quality Goals and Objectives
• Goals must be focused
• Goals must be concrete
• Goals must be based on statistical
evidence
• Goals must have plan or method with
resources
• Goals must have a time-frame
• Goals must be challenging yet
achievable
6. Seven steps to Quality Planning
• Discover customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
- 6 -
7. • 1. Customer Needs: The first step is to discover the future needs of the customers. Who
will they be? Will your customer base change? What will they want? How will they want?
How will the organization meet and exceed expectations?
• 2. Customer Positioning: Next, the planners determine where organization wants to be in
relation to the customers. Do they want to retain, reduce, or expand the customer base.
Product or services with poor quality performance should be targeted for breakthrough or
eliminated. The organization’s needs to concentrate its efforts on areas of excellence.
• 3. Predict the future: Next planners must look into their crystal balls to predict the future
conditions that will affect their product or service. Demographics, economics forecasts, and
technical assessments or projections are tools that help predict the future.
4. Gap Analysis : This step requires the planner to identify the gaps between the current
state and the future state of the organization. An analysis of the core values and concepts
is an excellent technique for pinpointing gaps.
• 5. Closing the Gap: The plan can now be developed to close the gap by establishing
goals and responsibilities. All stakeholders should be included in the development of the
plan.
• 6. Alignment: As the plan is developed, it must be aligned with the mission, vision, and
core values and concepts of the organization. Without this alignment, the plan will have
little chance of success.
• 7. Implementation: This last step is frequently the most difficult. Resources must be
allocated to collecting data, designing changes, and overcoming resistance to change. Also
part of this step is the monitoring activity to ensure that progress is being made. The
planning group should meet at least once a year to assess progress and take any
corrective action.
- 7 -
8. Quality Council
• The quality council includes CEO and Senior managers of
the functional areas -research,manufacturing,finance,sales
,marketing etc. and one co-ordinator and a union
representative.
• Duties- To develop the Quality statements eg. Vision,
Mission, Quality policy statements, Core values etc.
• To develop strategic long-term plans and annual quality
improvement programme.
• Make a quality training programme
• Monitor the costs of poor quality.
• Determine the performance measures for the organisation
• Always find projects that improve the processes and
produce customer satisfaction.
• Establish work-group teams and measure their progress.
• Establish and review the recognition and reward system
for the TQM system
9. Quality Policy
• The quality policy is a guide for everyone in
the organization as to how they should
provide products and services to the
customers. It should be written by the CEO
with feedback from the workforce and be
approved by the quality council. A quality
policy is a requirement of ISO 9000.
- 9 -
10. • A simple quality policy is:
– Xerox is a quality company. Quality is the
basic business principle for Xerox. Quality
means providing our external and internal
customers with innovative products and
services that fully satisfy their requirements.
Quality is the job of every employee.
11. Customer types
• External and Internal customers
• External – current, prospective and lost customers
• Internal – Every person in a process is a customer of
the previous operation.( applies to
design,manufacturing,sales,supplies etc.) [Each
worker should see that the quality meets expectations
of the next person in the supplier-to-customer chain ]
• TQM is commitment to customer-focus - internal and
external customers.
13. Internal customer/Supplier relationships
• Questions asked by people to their
internal customers
• What do you need from me?
• What do you do with my output?
• Are there any gaps between what you
need and what you get?
• Good team-work and inter-
Departmental harmony is required.
Also the leaders role in supervising the
internal customer-supplier chain.
14. TQM and customer quality percepts
• TQM is quality management and management of quality
– there is no full stop and no break in the chain!
• Continuous process (quality) improvement is all its
about.
• Why? One important reason is the customer quality
level is not static and his expectations keep changing
and his demands too!
• Also plant process dynamics- how to achieve maximum
efficiency , optimizing cost and performance in the
process operations, minimizing waste etc.
15. User purchase perceptions-
from survey
• Performance
• Features
• Service
• Warranty
• Price
• Reputation
( refer pgs.72 and 73, Besterfield)
16. Service Quality
• (i )Organisation
• Identify each market
segment
• Write down the
requirements
• Communicate the
requirements
• Organise processes
• Organise physical
spaces
17. Service Quality
• (ii) Customer Care
• Meet the customer’s expectations
• Get the customer’s point of view
• Deliver what is promised
• Make the customer feel valued
• Respond to all complaints
• Over-respond to the customer
• Provide a clean and comfortable customer reception
area.
18. Service Quality
• (iii) Communication
• Optimize the trade-off between time
and personal attention
• Minimize the number of contact points
• Provide pleasant,knowledgable and
enthusiastic employees
• Write documents in customer-friendly
language.
19. Service Quality
• (iv) Front-line people
• Hire people who like people
• Challenge them to develop better methods
• Give them the authority to solve problems
• Serve them as internal customers
• Be sure they are adequately trained
• Recognise and reward performance
20. Service quality
• (v)Leadership
• Lead by example
• Listen to the front-line people
• Strive for continuous process
improvement (Pgs. 88-93 Besterfield)
21. Motivation
• Maslow’s Hierarchy of Needs
• Herzberg’s Two-Factor Theory
• Achieving a motivated task-force
(Pgs.104-105 Besterfield)
Know thyself,Know your employees,
Establish a positive attitude, share the
goals,Monitor progress,Develop
intersting work,Communicate
effectively, Celebrate success.
22. Empowerment
• To invest people with authority –to tap the
potential in every worker (avoid the wastage of
unrealised capacity)
• People have the ability,confidence and
commitment to take the responsibility and
ownership to improve the process, and initiate the
necessary steps to satisfy customer requirements
within well-defined boundaries in order to achieve
organisational goals.
23. Conditions for empowerment
• Everyone must understand the need
for change
• The system needs to change to the
new paradigm
• The organisation must enable its
employees.
• Teams (Pgs. 109-124 Besterfield)
24. Continuous Process
Improvement
• Process refers to business and production activities
of an Organisation.
• Processes for improvement- eg. Design &
Manufacturing,Marketing,Stores & Purchase,etc.
• Inputs of the Process-
Manpower,materials,money,data,etc.
Outputs- Products,Services,data etc.
Outputs need performance measures – main
outcome being customer satisfaction.(feedback is
used to improve the process)
25. Continuous Process
Improvement
• Process refers to business and
production activities of an organisation
• Business processes-
Manufacturing,Design,
Sales,Purchase,Stores etc.are areas
where non-conformance can be
reduced and processes improved
27. Five ways to Improve a
Process
• Reduce resources
• Reduce errors
• Meet or exceed expectations of
internal/external customers
• Make the process safer
• Make the process more satisfying to
the person doing it.
28. Continuous Process
Improvement
• Juran’s Trilogy
• Shewhart’s Plan-Do-Study-Act cycle
• Kaizen- making small incremental
improvements to the individual and
the organisation.
(Pgs. 140-160,Besterfield)
29. Juran’s Trilogy
• Three components -
PLANNING,CONTROL AND
IMPROVEMENT
• Based on financial processes ,such
as budgeting(planning), expense
measurement(control), and cost
reduction (improvement)
34. PDSA cycle- seven steps or phases
• Identify the opportunity
• Analyze the current process
• Develop the optimal solution(s)
• Implement changes
• Study the results
• Standardise the solution
• Plan for the future.
35. Continuous Process Improvement cycle
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 Implementation
Phae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution
Act Plan
Do
Study
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 Implementation
Phae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution
36. TQM principles from the Japanese
• The 3 K Method
• Kimerareta Kotoo – What has been
decided
• Kimerareta Tori – must be followed
• Kichim to Mamorukoto – as per
standard.
37. The 5S Method
• Seiko - Sort ( Proper
arrangement )
• Seiton - Set ( Systematic or
Orderliness )
• Seiso - Shine ( Sweep or clean-
up )
• Seiketso - Standard ( Personal
38. Kaizen Technique
• Kaizen- defines the managements role in
continuously encouraging and implementing
small improvements in the individual &
organization.
• Break the complex process into sub-processes
and then improve the sub-processes.
• Continuous improvements in small increments
make the process more efficient ,controllable
and adaptable.
• Does not rely on more expense,or sophisticated
equipment and techniques.
39. Kaizen
• Value and non-value added work
activities
• Muda-seven classes of waste
• Principles of motion study and
work-cell use
• Principles of materials handling
and use of one-piece flow
• Documentation of standard
operating procedures
• The 5S’s
• Visual displays for
communicating to factory
personnel
• JIT- to produce right quantities at
right time and with right
resources
• Poka-yoke to prevent or detect
errors
• Team dynamics – problem
solving ,comm.,conflict resoln.
42. Employee Involvement
Employee Involvement is one approach to
improving quality and productivity.
Motivation:- By Needs, Desire, Monetary Benefits,
Incentives, Promotions, Facilities, Recognition, Etc.
Need For Employee Involvement
To take Right Decision Making
Full Knowledge & Skill to be used
Solve Problems
Morale & Commitment
Leadership
Creativity & Innovation
44. HERZBERG’S TWO-FACTOR THEORY
MOTIVATORS
Recognition,
Responsibility
Achievement
Promotion
Work Environment
HYGIENE or DISSATISFIERS FACTORS
Low Salary
Minimum Benefits
Poor Working Conditions,
I ll Defined Organization Policies
Partiality Perks
45. Motivated Work Force
• Know Thyself
• Know your Employees
• Establish a Positive Attitude
• Share the goal
• Monitor Progress
• Develop Interesting Work-Job Rotation,
Enlargement & Enrichment.
• Communicate & Celebrate Success
46. TEAMS
DEFINITION
A Team is defined as a group of people working together to achieve
common Objectives or Goals.
WHY TEAMS WORK
More Knowledgeable
Special Abilities Pool Together
More Interaction More Cordial Relationship & Better Job
Better Communication
TYPES OF TEAMS
Process Improvement Team
Cross-Functional Team
Self Directed Teams
Natural Work Teams
48. Barriers to Team Progress
• Insufficient Training
• Incompatible Compensation
• First Line Supervisor Resistance
• Lack of Planning
• Lack of Management Support
• Lack Union Support
• Project Scope Too Large
• No Clear Measure of Success
• No Sufficient Time Given
49. Benefits of Employee Involvement
• Empowering
• Better Decisions
• Better improvement
• Corrective Action
• Effective Cooperation &Communication
• Loyalty Increases & Floating Population
Reduces
• More Money to Share
50. SUPPLIER PARTNERSHIP
An efficient SCM , built on strong
partnerships will create high levels of people
satisfaction and customer satisfaction.
Ensuring the partnership processes for
an organization is use of QMS Audits,
reviews and action plans.
Partnership are Planned and managed
must be in line with overall policies and
strategies and support the operation of the
processes.
51. Principle’s of Customer & Supplier
Partnership by Dr Kaoru Ishikawa
• Customer & Supplier are fully Responsible
for Control for Quality.
• Customer & Supplier are Independent of
each other.
• Customer’s must be given full Information
about the raw material, semi finished
products (or) services required.
• Clear Contract regarding Quality, Quantity,
Price, Delivery Modes, Etc.
52. Principle’s of Customer & Supplier
Partnership by Dr Kaoru Ishikawa
• Evaluation of Same Quality Standards by
Both the Customers & Suppliers
• Problem Solving By Discussion
• Exchange Information & Feed Back
• Both Customer & Supplier do Business
transaction w.r.t. END USER.
53. PARTNERING
• Long Term Commitment
• Trust
• Shared Vision
SOURCING
Sole
Multiple
Single
54. SUPPLIER SELECTION BASED ON
• Quality Philosophy of the Customer
• Stable Management
• High Technical Standards With Future
• Raw materials & Parts Meet Quality Std
• Delivery as per Schedule
• Effective Quality System
• Record of Customer Satisfaction Credibility
in Industries
55. Supplier Rating
• Quality
• On Time delivery
• Service
• Internal Structure
• Customer Satisfaction
• Review Reports
56. Potential Pitfalls of Partnership
• Fear of Unknown Concept
• Starting Early
• Poor Communication
• Impatience
• Mistrust
• Over dependency
• Time & Resources
58. PERFORMANCE MEASURE IN TQM
• Performance can be expressed in Financial &
Non Financial Terms.
• Performance Measure Provides the right
direction.
• Performance Based on Quality, Product, Service,
Process, Sales, Customer Satisfaction, Cost
Reduction.
• Performance Shows Whether the Organization
makes Profit (or) Loss
59. Performance Based On
• Objectives
• Customers
• Suppliers
• Production
• Human Resources
• R & D
• Marketing / Sales
