Tqm implementation

1. TQM IMPLEMENTATION
Reference Book : Total Quality Management
– Subburaj Ramasamy

2. CONTENTS
Introduction TQM Tools and
Techniques
PDSA TQM
Implementation
Beginning
Phase of TQM
Apply PDSA for
Involvement

3. INTRODUCTION
• The top management always leads the implementation of
TQM.
• TQM is based on self control, which should be embedded
in each employee, team, division, etc.
• The framework for TQM implementation should facilitate
this and involve every employee.
• Most organizations establish a quality council or a steering
committee for systematic transfer of responsibility for
improvement.
• This committee is assisted by a separate cell established
for coordination of implementing TQM with TQM facilitator.

4. INTRODUCTION
• The most important requirement for TQM to function in any
organization is 100 per cent commitment by the top
management.
•There is no way to push TQM if the top management is not
convinced, committed or determined to implement it.

5. TQM TOOLS AND TECHNIQUES
TYPE Tools & Techniques
Methodologies SPC, JIT, Taguchi methods – DOE, QFD,
TPM
System ISO 9000
Human Resources Total Employee Involvement (TPE),
Proactive management and quality circles
Motivation Quality improvement awards such as
Malcolm Baldridge, Deming Award,
European Quality Award, Rajiv Gandhi
National Quality Award, etc.
Table 4.1 TQM Tools and Techniques

6. TQM TOOLS AND TECHNIQUES
AREAS OF TQM Gurus
Statistical Gauss, Pareto, Shewhart, Fisher
Management Juran, Crossby, Feigenbaum
Execution Deming, Taguchi
Table 4.2 Contributions of Gurus for TQM

7. PDSA TQM IMPLEMENTATION
Shewhart developed a Plan, Do, Check, Act (PDCA) cycle for improvement
process. Deming modified it as PDSA. There are four phases – Plan, Do,
Study and Act shown in Fig. 4.1as follows:
ACT PLAN
DOSTUDY
Fig. 4.1 PDSA CYCLE

8. PDSA TQM IMPLEMENTATION
PLAN
• Establish objectives
• Establish a plan that will facilitate achieving goal
• Establish a measurement system
DO
• Plan for implementation
• Implement the plan on pilot basis
STUDY
• Compare the results with the objectives
• Identify gaps
• Analyze the causes for gaps and exeptional results, if any
ACT
• Standardize the procedure that met or exceeded the goal
• If there were gaps, improve the plan and carry out PDSA again.

9. BEGINNING PHASE OF TQM
The organization has decided to implement TQM after
analyzing the pros and cons. The CEO is prepared to
commit his time and resources, and therefore there
should not be any reconsideration whether TQM or not at
this stage.
The prerequisite for the planning phase is that the
organization has set its goal to achieve TQM for long-
term success.

10. BEGINNING PHASE OF TQM
1. Announcement
The CEO will be able to convince the workers and junior employees about
practicing TQM quite easily, but he may have problems in convincing the first
line managers and senior managers.
The CEO has to convey and convince all the employees about the
importance of practicing TQM. He can announce the decision in a meeting
where all employees are present.
The CEO should also:
bring out the advantages of TQM
highlight the hard work the organization put in to practice TQM
be honest
explain what the organization and staff stand to gain
highlight that adopting TQM means “not working harder, but working smarter”
Employees will be more satisfied, customers will be equally as happy and the
organization is bound to grow and prosper.

11. BEGINNING PHASE OF TQM
2. Select Consultant
Consultants have the advantage of being independent, putting forth new
ideas to change organizational culture. His ideas could easily find
acceptance amongst the employees. The CEO should select him personally
because of the important role he is going to play.
The consultant will not do all the jobs himself, but will only put forth the ideas
to the employees. He knows what will and what will not work, and he will
advise the employees and management about what should and should not
be done.
3. Corporate Strategic Planning
Planning the strategy as to how the organization is going to get into TQM,
with the help of the senior management and consultant.
The three important activities in strategic planning are formulating vision,
mission and objectives for the organization by the CEO.

12. BEGINNING PHASE OF TQM
3.1. Vision Statement
It is the vision of the CEO about where the organization
should be in the long run. It states what the organization
should be capable of in the future. It is an achievable
dream of the top management, and is the long-term goal
of the organization.

13. BEGINNING PHASE OF TQM
The vision statement should also:
• Be concise
• Be inspiring
• Be challenging
• Appeal to all the stakeholders (the employees, customers, suppliers,
shareholders, and the society) Examples of Vision Statements
Oxfam
“A just world without poverty”
Kenny Rogers’ Roasters
“To be the preferred choice for delicious and healthy
chicken meals.”
Palafox Associates
“We envision a social and environmental renaissance through our innovative,
sustainable, and exemplary practice of architecture, planning, engineering
and design.”

14. BEGINNING PHASE OF TQM
3.2. Mission Statement
It describes the purpose for which the organization is in business and
provides the strategies to achieve this purpose. It should
communicate the guiding principles and values held common by the
organization.
The mission statement should also:
Be concise
Clearly convey the expectation of the top management about the
quality of product/service, and from employees
Be a tool for decision making in the organization
Examples of Mission Statements
Starbucks
“Our mission: to inspire and nurture the human spirit – one
person, one cup and one neighborhood at a time.”

15. BEGINNING PHASE OF TQM
McDonald’s
“McDonald's brand mission is to be our customers'
favorite place and way to eat and drink. Our worldwide
operations are aligned around a global strategy called the
Plan to Win, which center on an exceptional customer
experience – People, Products, Place, Price and
Promotion. We are committed to continuously improving
our operations and enhancing our customers'
experience.”
Google
“Google’s mission is to organize the world’s
information and make it universally accessible and
useful.”

16. BEGINNING PHASE OF TQM
3.3. Quality Policy
It should clearly convey the views of the management on
dealing with customers and achieving customer
satisfaction. It is aimed at improving the customers’
perceptions about the organization and thereby improving
the organization’s image.
The quality policy should also be:
• Like a guide for each section of the organization in
developing their own quality objectives
• Ambitious
• Clear and unambiguous

17. BEGINNING PHASE OF TQM
 There should be a link between the vision, mission and
policy. They should not contradict each other, rather they
should aid each other. The CEO should formulate these
statements and circulate to the employees under his
signature.
 As soon as these are finalized, it is unlikely that all
employees will understand the statements, even if it is
signed by the CEO and they are advised to read it. The
management should try to coach the employees on the
need for understanding and achieving the vision of the
CEO.

18. BEGINNING PHASE OF TQM
Plan for establishing communications framework
As part of the strategic planning, the organization should
plan for a corporate-wide framework for communications.
The communications framework starts from the vision,
mission and policy statements as finalized by the CEO.

19. BEGINNING PHASE OF TQM

20. BEGINNING PHASE OF TQM
Quality Manual
Important document for communications within the
organization
Says what is to be done
Quality Plan
Says how it is to be done
Process Documents
Based on the quality manual and quality plan
May consist of general procedures, which cut across the
entire organization, involving one or more processes, and
the documents specific to particular process, such as
detailed procedures and work instructions

21. BEGINNING PHASE OF TQM
In addition to this, the organization should:
• Plan for periodic newsletters
• Communicate through circulars, notes, minutes
of meetings, etc.
• Effectively use information technology
• Use story programs like Story Teller or
PowerPoint
Training programs

22. BEGINNING PHASE OF TQM
Plan for Quality Council
The TQM project should be steered by a Quality Council. Depending
on the size of the organization, there can be a one or two-tier quality
council. The QC are the corporate structures for the implementation of
TQM.
Steering Quality Council
Apex quality council
Consists of the CEO and the Directors
TQM facilitator will act as secretary
Division Quality Council
Headed by General Managers
TQM facilitator will also be a member
In a smaller organization, there would only be one QC chaired by the
CEO, with the managers and TQM facilitator as members. While the
Chairman and members of the QC are ex-officio, the TQM facilitator is
a full time employee working for the implementation of TQM in the
organization.

23. BEGINNING PHASE OF TQM
Division 1 QC
Division 2
Division 2 QC

24. BEGINNING PHASE OF TQM
Selection of TQM Facilitator
•Independent person
•Not be made responsible for normal production
•A coach, not a player
•His is not a one-time job, but a continuous one
•Provides continuity to the QC meetings
•Right at the planning stage of TQM implementation, the
management should select the TQM facilitator and assign
him clear responsibilities.
•Should understand the entire operation in the organization
•Nodal person for all improvement and related matters
The TQM facilitator and corporate quality council should be
decided upon before the organization goes on to the next
stage.

25. BEGINNING PHASE OF TQM
Role of Quality Council
The following are the roles and responsibilities of the QC members:
• They should have personal commitment to quality and TQM
•They should constitute the right teams (Process Improvement
Teams/Process Action Teams)
•They should attend QC meetings
•They should keep track of the steps taken toward improvement on a
regular basis
•They may discuss with the customers and suppliers (adopt MBWA)
•They should facilitate training of the employees and improvement of
team members
•They should be champions of quality in the organization, and should
be willing to sponsor quality related initiatives
•They should always be on the lookout for related information and
provide resources continuously for quality improvement
•They should walk the talk (i.e. lead by example)

26. BEGINNING PHASE OF TQM
Strategic Quality Plan
The Strategic business plan involves the proposed market share,
goals, business value, profits, diversification to new areas of business,
investment thereof, etc.
The strategic quality planning is the formulation of strategies to
achieve TQM in the organization.
Some strategies for TQM implementation are:
• Training for top management – members of quality council, senior
management - executives, employees.
• Forming improvement teams for specific problems.
• The consultants can train the quality council members.

27. BEGINNING PHASE OF TQM
Employee Involvement
• Every improvement action has to be carefully considered and
approved by the QC.
• Employees should be encouraged to give suggestions for
improvement.
• Ideas will be discussed in the QC meeting and it will decide
whether a suggestion has to be considered or not.
• The QC, no doubt should create a sense of urgency, but they
have to give adequate time for the completion of each job.
• It is the responsibility of the TQM facilitator and members of the
QC to guide & facilitate them, so that they can complete the job
confidently.
• The QC members should give a patient hearing to this
suggestions and advise the team members appropriately.
• The QC plays a nodal role in implementing continuous
improvement program.

28. BEGINNING PHASE OF TQM
Constitution of PAT
The formal structure for TQM consists of the QC, the TQM
facilitator and the support staff. Improvement teams are formed for
each improvement tasks. Therefore, the management should plan
for constituting PATs, empowering them and supporting them.
Identify Process
The QC should plan to identify process for improvement.
Business process benchmarking helps in identification of the
potential processes for improvement. The potential processes are
those, which yield higher return on investment.

29. APPLY PDSA FOR IMPROVEMENT
• We have two types of planning activities.
1. The higher level of planning involves formulating
policies, selection of a consultant, selection of TQM
facilitator, constitution of QC, formulating plans and
procedures for various activities and training of personnel
in the organization. This can be called overall planning or
corporate-wide strategic planning before entering into
TQM.
2. The lower level, planning is encountered when the
organization has to decide where to improve, or what
steps to improvement have to be taken.

30. APPLY PDSA FOR IMPROVEMENT
PDSA cycle
Do Phase of TQM – After successful planning, the Do
Phase Starts. The first task in the Do phase is the
meeting of the QC.
Study Phase of TQM – In every meeting of the QC, the
results achieved through the implementation of TQM
should be studied.
Act Phase of TQM – In the Act phase, the plans for
implementing TQM should be confirmed

31. APPLY PDSA FOR IMPROVEMENT
PDSA cycle
Do Phase of TQM – After successful planning, the Do
Phase Starts. The first task in the Do phase is the
meeting of the QC.
Study Phase of TQM – In every meeting of the QC, the
results achieved through the implementation of TQM
should be studied.
Act Phase of TQM – In the Act phase, the plans for
implementing TQM should be confirmed

32. SELECT PROCESS FOR IMPROVEMENT
As a first step, TQM needs the establishment of a documented
system for quality in the organization. This could be the system
established for the purpose of meeting the ISO 9000 standards.
The goals for improvement actions:
• Improving quality
• Reducing defects
• Increasing productivity
• Reducing quality cost
• Reducing delivery time
The triggers for improvement may come for many sources. Some of
the known sources are internal quality auditing, management review,
MBWA, employee feedback, customer feedback, supplier feedback,
in-process data and field failure data.

33. PDSA for Continuous Improvement
Plan – The improvement team has to make a plan addressing the
following points, in particular:
~ What is the current situation/level of performance?
~ What are they expected results/level of performance?
~ How do they propose to go ahead to find out the best solution?
Do – After the QC has given its seal of approval, the approved action
plan has to be implemented in the Do phase on a pilot basis.
Study Phase – Once an improvement action is implemented on a
trial basis then the Do phase is completed and the study phase
starts. In this phase, the improvement team members have to assess
the effectiveness of the suggested solutions.
Act phase – If the QC is convinced that the process has been
improved and expected results are achieved, then the Act phase
commences. In this phase procedures are modified and issued.

34. Schedules for Improvement Actions
- Schedules are not only important for normal operations, but
also for improvement activities. At the planning stage for each
improvement action, a detailed report should be formulated by
the improvement team indicating the time schedule for finding
out solutions, putting into practice, assessment, and
confirmation.
Communicating Success Stories
- Appreciation of the CEO or the QC will definitely motivate the
employees to improve. Such motivation may only stay for a
while; the permanent motivation can come only through
employees coming to know of success stories due to the TQM
program in their organization.

35. Implementation Tips for Winning Organizations –
According to Tom Peters, the following are the requirements
of winning organization:
1. Total Quality Management
2. Reengineering
3. Leveraging knowledge (sharing information rather than
hoarding it)
4. Curious cannibalistic corporation (adventurous and bold)
5. Virtual organization
6. Empowerment

36. Table 4.3 Total Quality Management
It indicates what TQM is and what is not.

37. Table 4.4 TQM Company versus others
The differences between organization practicing TQM and others.