This module provides an introduction to Total Quality Management (TQM). It defines TQM as a holistic management framework that focuses on continuous improvement, customer satisfaction, and the involvement of all organization members. The module outlines five key principles of TQM: delight the customer, management by fact, people-based management, continuous improvement, and top management commitment. It presents TQM as an integrating framework that can help organizations sustain productivity and quality gains. Finally, it maps TQM principles to the seven standards of the Business Excellence Framework, which is used as a self-assessment tool to measure organizational performance.
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
Total quality management and employees empowermentshamli Jakhu
Total quality management (TQM) aims to meet customer expectations by improving quality at all levels of a business. It is a dynamic process that promotes continuous improvement in efficiency and effectiveness. TQM targets customer satisfaction by meeting all requirements rather than predefined standards. It extends production quality to suppliers and requires cross-functional teams. TQM focuses on preventing problems in early stages and views employees as key to quality. It uses tools like Deming's PDCA cycle and statistical process control.
ISO 9001 Implementation Series - Session 1.pptxSaravananBabu13
This document provides an overview of ISO 9001 implementation guidelines and quality management principles. It discusses the need for a quality management system and factors to consider when establishing one, including understanding customer and stakeholder needs and expectations. The document also outlines the seven quality management principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. It provides details on each principle and emphasizes the importance of continual improvement through methods like the PDCA cycle.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
Total quality management and employees empowermentshamli Jakhu
Total quality management (TQM) aims to meet customer expectations by improving quality at all levels of a business. It is a dynamic process that promotes continuous improvement in efficiency and effectiveness. TQM targets customer satisfaction by meeting all requirements rather than predefined standards. It extends production quality to suppliers and requires cross-functional teams. TQM focuses on preventing problems in early stages and views employees as key to quality. It uses tools like Deming's PDCA cycle and statistical process control.
ISO 9001 Implementation Series - Session 1.pptxSaravananBabu13
This document provides an overview of ISO 9001 implementation guidelines and quality management principles. It discusses the need for a quality management system and factors to consider when establishing one, including understanding customer and stakeholder needs and expectations. The document also outlines the seven quality management principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. It provides details on each principle and emphasizes the importance of continual improvement through methods like the PDCA cycle.
Total quality management (TQM) is a management approach that seeks to improve quality and performance at all levels of an organization. It involves implementing certain principles such as focusing on customers, encouraging employee involvement, and continuously improving processes. TQM requires leadership commitment, meeting customer requirements, employee participation, continuous improvement processes, supplier partnerships, and performance measurement. When implemented successfully, TQM can result in financial benefits like lower costs and higher returns, as well as improved customer satisfaction, access to markets, and reputation.
Total Quality Management (TQM) is defined as an organization's culture that is focused on constantly attaining customer satisfaction through an integrated system. This involves continuous improvement of processes to produce high quality products and services. The key elements of TQM include leadership, employee involvement, process excellence, customer focus, continuous improvement, and conformance to design specifications. TQM aims to transform an organization's culture from one focused internally to one focused externally on customers.
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent.
According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
Total quality management (TQM) is a management approach focused on customer satisfaction through continual improvement. It involves all employees and emphasizes strategic planning, fact-based decision making, and effective communication. TQM aims to hold all parties accountable for quality and can improve profitability, customer satisfaction, productivity, and employee morale. Quality by design (QbD) is a concept where quality is planned and designed into products and processes from the development stage to reduce issues and meet customer needs.
1.introduction to quality & total quality managementHakeem-Ur- Rehman
This document provides an overview of Total Quality Management (TQM). It defines TQM as a system approach for continuous improvement involving all employees to fully meet customer needs and requirements, resulting in high quality products and services. The key aspects of TQM covered are:
- TQM philosophy is "do the right things right the first time, every time" and involves all parts of an organization.
- Customers determine quality and their needs go beyond expected to include stated and latent needs.
- TQM requires a cultural change where responsibility is pushed down and roles shift to coaching. It uses a continuous improvement cycle of plan, do, check, act.
- TQM evolved from quality control and inspection
This document provides an overview of Total Quality Management (TQM). It defines TQM as enhancing the traditional way of doing business using three pillars: total, quality, and management. The document then discusses key aspects of TQM including its definition, approach, framework, historical review, obstacles, benefits, and exemplary organizations. It also covers quality definitions, dimensions, and the historical development of quality management from ancient times to modern standards.
Dr. Hima Gupta gave a presentation on total quality management. She defined TQM as managing the whole organization to achieve excellence. She discussed definitions of quality, dimensions of quality, and perspectives on quality including customer-focused, value-based, and manufacturing-based views. She outlined principles of TQM including customer focus, continuous improvement, and an organizational infrastructure to support quality practices and tools. TQM aims to close the gap between an organization's potential and current performance levels to increase revenue per staff.
Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
QMS UNDERSTANDING & IMPLEMENTING ISO 9001 2015.pptxinfoqtc
The document provides an agenda for a two-day training course on understanding and implementing ISO 9001:2015. Day 1 covers introductions to quality and the ISO standard, as well as context of the organization, leadership, planning, support, and performance evaluation and improvement. Presentation topics include what is quality, customer requirements, responsibility for quality, and the structure and requirements of ISO 9001:2015. Day 2 will focus on operation, monitoring and measurement, internal auditing, and management review.
Total Quality Management (TQM) is an approach that aims to prevent defects by integrating quality improvement into all business processes. TQM focuses on customer satisfaction and continuous improvement through management commitment, employee empowerment, and fact-based decision making. The key principles of TQM include making quality the top priority, involving all employees, focusing on processes, and taking a strategic, systematic approach to improvement.
Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.
This document provides an overview of Total Quality Management (TQM) concepts including definitions of quality, inspection, quality control, quality assurance, and quality management. It discusses quality gurus like Deming, Juran, Crosby, and Taguchi and some of their key philosophies and tools. Specifically, it covers Deming's PDCA cycle and 14 points, Juran's quality trilogy, Crosby's 14 points and concept of "quality is free", and Taguchi's concept of customer tolerance limits and quality loss function which quantifies costs of poor quality over the lifetime of a product.
This document provides an overview of quality management systems (QMS) and related concepts such as total quality management (TQM) and Six Sigma. It discusses the history and benefits of QMS, the key elements and requirements of a QMS including documentation principles. TQM principles, characteristics, elements and advantages/disadvantages are defined. Six Sigma concepts and methodologies are also introduced. The document aims to guide the reader on QMS and quality standards like ISO 9001:2015.
continuous improvement in school management (4) .pdflynnmdasuki1
This document provides an overview of concepts related to continuous quality improvement in school management. It defines key terms like quality control, quality assurance, and total quality management. It also discusses ISO 9001 certification and the PDCA cycle. The document outlines the total quality management process and discusses Deming's 14 points. It provides examples of quality management system requirements and differences between the 1994 and 2000 versions of ISO 9001 standards.
Total Quality Management (TQM) and Six Sigma are quality management methodologies. TQM focuses on continuous improvement through customer focus, employee empowerment, and fact-based decision making. It requires top management commitment, customer focus, employee involvement, continuous improvement processes, supplier partnerships, and performance metrics. Six Sigma aims to reduce defects to 3.4 per million opportunities through statistical analysis and process optimization using DMAIC or DMADV methodologies. Both approaches emphasize data-driven problem solving and achieving minimal defects through continuous improvement cycles.
This document provides an introduction to quality assurance in hospital management. It outlines four objectives: 1) defining quality, quality assurance, and total quality management; 2) explaining the core principles of total quality; 3) describing the competitive total quality infrastructure, practices, and tools; and 4) discussing the impact of quality on profitability. Key points include defining quality as meeting customer expectations, explaining that quality assurance ensures appropriate quality goods and services, and noting that total quality focuses on customer satisfaction and cost reduction through a systems approach.
This document discusses the key concepts of Total Quality Management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous improvement. The 6 basic concepts of TQM are: 1) Leadership from top management, 2) Customer satisfaction, 3) Employee involvement, 4) Continuous process improvement, 5) Supplier partnerships, and 6) Performance measures. It provides details on each concept, such as the importance of leadership commitment, understanding customer needs, empowering employees, problem-solving methods, developing supplier relationships, and metrics for measuring quality.
The CAF is an easy-to-use, free tool to assist public-sector organizations across Europe in using quality management techniques to improve their performance.
This document discusses frameworks for organizational quality and performance excellence, including Total Quality Management and Six Sigma. It provides an overview of the Baldrige criteria for organizational assessment, which includes seven categories: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. International quality award programs are also summarized, such as the Deming Prize in Japan. The core concepts of Six Sigma and its use in various types of organizations are outlined.
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
The document discusses quality management approaches for Industry 4.0. It begins by introducing ISO 9000 and Total Quality Management (TQM) as two important approaches and compares their key aspects. It then discusses how Industry 4.0 is transforming manufacturing through technologies like cyber-physical systems, IoT, cloud computing and advanced analytics. Finally, it explains how Industry 4.0 aligns well with the principles of TQM by enabling real-time process optimization, predictive maintenance, transparent processes and more continuous improvement.
The document outlines the six basic concepts of total quality management (TQM): 1) top management commitment to quality principles and long-term plans, 2) focus on internal and external customers, 3) effective involvement and utilization of the entire workforce, 4) continuous improvement of processes, 5) treating suppliers as partners, and 6) establishing performance measures for processes. It then provides further details about each concept, emphasizing top management's role in quality, customer satisfaction, employee involvement through training and teams, continuous small improvements, the importance of suppliers, and using measures to track quality improvement.
The Bangladesh Labor Act of 2015 was enacted to regulate labor rights and workplace conditions. It contains 367 sections across 19 parts and 7 schedules. The act establishes rules for hiring, wages, termination, workplace safety and prohibits discrimination in employment.
Zoom Meeting Etiquettes and Best PracticesTariqulBari2
This document provides best practices and etiquette for using Zoom, covering how to join a meeting, set up audio and video, use features like screen sharing, raise hand, and chat. It discusses grooming and speaking manners during meetings, as well as maintaining a professional environment and courtesy when using Zoom. The document also includes steps to test audio/video setup and provides an overview of advanced Zoom features like breakout rooms and setting a fixed meeting link.
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Total quality management (TQM) is a management approach focused on customer satisfaction through continual improvement. It involves all employees and emphasizes strategic planning, fact-based decision making, and effective communication. TQM aims to hold all parties accountable for quality and can improve profitability, customer satisfaction, productivity, and employee morale. Quality by design (QbD) is a concept where quality is planned and designed into products and processes from the development stage to reduce issues and meet customer needs.
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This document provides an overview of Total Quality Management (TQM). It defines TQM as a system approach for continuous improvement involving all employees to fully meet customer needs and requirements, resulting in high quality products and services. The key aspects of TQM covered are:
- TQM philosophy is "do the right things right the first time, every time" and involves all parts of an organization.
- Customers determine quality and their needs go beyond expected to include stated and latent needs.
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- TQM evolved from quality control and inspection
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Total quality management (TQM) aims to ensure long-term customer satisfaction and loyalty through continuous improvement involving all employees. TQM follows the PDCA (plan, do, check, act) cycle and focuses on foundations like ethics and integrity, building blocks like training and teamwork, and binding elements like communication. Key elements for success include recognition. Benefits include fewer problems, better customer satisfaction and care, and quality work.
This document provides an overview of total quality management (TQM). It defines TQM as a management philosophy focusing on customer satisfaction and continuous process improvement. The key concepts of TQM discussed include leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measurement. Implementation of TQM requires cultural change and commitment from top management to drive continuous improvement.
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Total Quality Management (TQM) is an approach that aims to prevent defects by integrating quality improvement into all business processes. TQM focuses on customer satisfaction and continuous improvement through management commitment, employee empowerment, and fact-based decision making. The key principles of TQM include making quality the top priority, involving all employees, focusing on processes, and taking a strategic, systematic approach to improvement.
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This document provides an overview of quality management systems (QMS) and related concepts such as total quality management (TQM) and Six Sigma. It discusses the history and benefits of QMS, the key elements and requirements of a QMS including documentation principles. TQM principles, characteristics, elements and advantages/disadvantages are defined. Six Sigma concepts and methodologies are also introduced. The document aims to guide the reader on QMS and quality standards like ISO 9001:2015.
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How To Check SIM Owner Name And CNIC Of Any Mobile Number
Thanks to the Pakistan Telecommunication Authority’s (PTA) online verification facilities, obtaining SIM owner information has become much easier. Here’s how to find the CNIC and SIM owner details by number:
Compose an SMS to 667: Open a new message on your SIM card and write “MNP”.
Send the SMS: Send this message to the shortcode 667.
Receive Information: Wait for a reply. A message containing the name of the SIM owner associated with the specific SIM number will be sent to you.
Additionally, you can visit or call your network service provider’s local customer care center to confirm the SIM registration status and owner’s name. This simplified procedure eliminates the need for extensive documentation and offers a convenient way to obtain necessary SIM details in Pakistan.
Check SIM Owner Details With Name Online
In Pakistan, there are various Android apps and software solutions available to check the SIM owner’s name by mobile number online. However, it is important to note that most of these apps have not been approved by the Pakistan Telecommunication Authority (PTA), and their use is not recommended. If you choose to use these apps, proceed with caution. Remember, the current law only permits the registration of five SIMs under one identity.
Always verify the validity of any software or tool you decide to use, as unauthorized access to SIM owner credentials may have legal consequences.
Check Jazz SIM Owner Name Details 2024
To check Jazz SIM owner name and details online, follow these steps:
Open the Messaging App: On your mobile phone, open the messaging app.
Create a New Message: Type “667” in the recipient field.
Write the Message: Type “MNP” in the message body.
Send the Message: Send the message using your Jazz SIM.
Wait for a Response: You will receive a message containing the SIM owner’s name and CNIC number associated with the Jazz SIM you are using.
Terms:
Codes can change at any time. Check the Jazz website if the code above has an error.
For further information, call the Jazz helpline.
You can check the Jazz SIM owner, registered address, and location by calling the helpline.
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Open the messaging app on your mobile phone.
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How to Verify the Number of SIM Cards Registered under your CNIC?
If you want to check how many SIM cards are registered under your name, you can do it easily. Just go to your mobile network provider’s website or app. Look for the feature called “SIM Ownership CNIC Tracker.” Then, type in your CNIC number correctly. After you submit it, the system will show you a list of all the SIM cards registered under your name. It will tell you which ones are active (in use) and which ones are inactive (not in use). Check this list carefully to see if there are any SIM cards you don’t need anymore. If you find any inactive ones, you can remove them to make room for new ones. This is helpful if you’re trying to add a new SIM card but all the slots are full. If you have any questions or problems with the registered SIM cards, you can contact your mobile network provider’s customer support for help.. By doing this, you can manage your SIM cards better and make sure you’re using your slots efficiently.
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2. Module 6 – Introduction to Total
Quality Management (TQM)
Introduction to
Total Quality Management (TQM)
This module allows you to gain a basic appreciation of TQM
as the next higher level in the productivity and quality
improvement journey.
Please note that as a potential Productivity Practitioner,
you are encouraged to take on a higher and more strategic
role for quality.
3. Learning Objectives
At the end of the module, participants will be able to:
1. Define Total Quality Management (TQM)
2. Cite the principles of TQM
3. Relate TQM as an integrating framework for productivity
and quality improvement
4. Explain the Business Excellence Framework and its 7 TQM
- aligned standards/categories as a tool for organizational
performance assessment
Module 6 – Introduction to Total
Quality Management (TQM)
4. Outline
• Concept and Principles of Total Quality
Management (TQM)
• TQM as Integrating Framework for Productivity
& Quality Improvement
• TQM-aligned Standards of the Business Excellence
(BE) Framework
Module 6 – Introduction to Total
Quality Management (TQM)
5. Concept and Principles of
Total Quality Management (TQM)
Module 6 – Introduction to Total
Quality Management (TQM)
6. Adapted from ISO Guidelines
A managerial approach centered on quality,
based on participation of all members and
aiming at long term success through
customer satisfaction and benefits to all
stakeholders of the organization.
What is TQM?
7. A holistic quality management framework
that:
– fosters continuous improvement in an
organization
– focuses on a systematic, integrated,
consistent organization-wide perspective
involving everyone as underlying philosophy
– focuses on total customer satisfaction
(Internal and External)
What is TQM?
8. Principles Core Concepts
Delight the Customer
Customer Satisfaction,
Internal Customers are real
Management by Fact
All work is a Process,
Measurement is key
People-based
Management
Team work,
People make Quality
Continuous
Improvement
Continuous Improvement
Cycle; Prevention of and
Finding Solutions to Problems
Top Management
Commitment
Leadership drives Quality
TQM Principles & Core Concepts
9. Principle 1: Delight the customer
This means that the organization goes beyond just
satisfying the expectations of its customers.
• It does not only meet explicit requirements of
customers which is conformance
• It also meets implicit requirements which is
total satisfaction
TQM Principles & Core Concepts
10. Principle 1: Delight the customer
− External customers: the ultimate users of the products
or service
− Internal customers: the persons or processes affected
by the products or service
• It deals with both external and internal customers.
• The approach to quality is: ‘next process is
customer’
− Treat the next process as your customer. Do not send a
defective input, intermediate or final product to the next
process.
− Do not argue with customers, follow what they want as
long as it is reasonable.
TQM Principles & Core Concepts
11. Principle 2: Management by Fact
This means that management decisions are based
on data, and factual information
• Measure all work processes that you manage
• Speak with data
• Take action based on facts
TQM Principles & Core Concepts
12. Principle 3: People-Based Management
People make quality happen
• Everyone in the organization is responsible
for quality (top to bottom, and bottom-up)
• Teamwork is key to improve quality
TQM Principles & Core Concepts
13. Principle 4: Continuous Improvement
Improving the way things are done at every level is
a way of life in the organization
• There is an institutionalized problem-solving
process using the PDCA framework
• People are engaged in preventing and finding solutions to
problems in the workplace
• Quality is given the highest priority
When there is an argument, Quality should be the arbiter
TQM Principles & Core Concepts
14. Principle 5: Top Management Commitment
Quality starts at the Top
• Leadership must drive Quality
• Leaders should be role-models and
practice Quality themselves
TQM Principles & Core Concepts
15. Total Quality Management (TQM)
as an Integrating Framework
for Productivity & Quality Improvement
TQM as an Integrating Framework
for P&Q Improvement
16. TQM provides a harmonized and integrated approach
that links together all improvement initiatives on
Productivity and Quality (P&Q) in an organization.
• It ensures that the improvement efforts are managed
well and sustained
• It brings P&Q improvement efforts to a higher level
of performance
TQM as an Integrating Framework
for P&Q Improvement
17. • It facilitates:
− periodic assessment of the impact of P&Q
improvement efforts on the organization and
its customers
− analysis of results of the assessment leading
to identification of strengths and opportunities for
improvement (OFIs)
− replication of strengths or good practices in critical
areas in the organization and identification of counter
measures to properly address the OFIs
TQM as an Integrating Framework
for P&Q Improvement
18. TQM-aligned Standards of the Business
Excellence (BE) Framework
TQM-Aligned Standards of the Business
Excellence Framework
19. TQM is Business Excellence:
A Pathway toward
Organizational Transformation
Sustaining the gains of productivity and quality improvement of an
organization can be done strategically by aligning with the seven (7)
standards or criteria categories toward
organizational performance excellence.
20. TQM is Business Excellence
TQM-aligned principles are
translated as standards of the
Business Excellence (BE)
Framework which could be used as a
tool for organizational performance
assessment.
21. Malaysia
Many countries with National
Quality Awards (NQAs)
operationalize TQM through the
Business Excellence (BE)
Framework
• Joining NQA is a good opportunity for an
organization to understand its current
performance based on the seven (7)
standards or criteria categories of BE
22. ORGANIZATIONAL PROFILE:
ENVIRONMENT, RELATIONSHIPS,
and CHALLENGES
4
Measurement, Analysis, and Knowledge Management
5
Workforce
Focus
6
Process
Management
7
Organizational
Performance
Results
2
Strategic
Planning
3
Customer and
People Focus
1
Leadership
The Business Excellence Framework
A Systems Perspective
based on the USA’s Malcolm Baldrige National Quality Award or MBNQA
23. 1.0 Leadership
1.2
Governance and Social
Responsibilities
(How do you govern & address your
social responsibilities?)
1.1
Senior Leadership
(How do your senior leaders
lead?)
Vision and Values
Communication and
Organizational
Performance
Organizational Governance
Legal and Ethical Behavior
Support of Key Communities
TQM-Aligned Standards of the
Business Excellence Framework
24. Strategy Development Process
Strategic Objectives
2.1
Strategy Development
(How do you develop your
strategy?)
Action Plan Development and
Deployment
Action (short-and longer-
term) Plans
Key Human Resource Plans
Key Performance Indicators
Performance Projection
2.0 Strategic Planning
2.2
Strategy Deployment
(How do you deploy your
strategy?)
TQM-Aligned Standards of the
Business Excellence Framework
25. 3.0 Customer and Market Focus
3.2
Customer & Market
Relationships &
Satisfaction
(How do you build
relationships, manage &
grow customer satisfaction
and loyalty?)
3.1
Customer & Market
Sector Knowledge
(How do you obtain customer
& market sector knowledge ?)
Customer Segments
Listening and Learning Strategies
Keep Current with Market Needs and
Directions
Customer & Market Relationship
Building
Accessibility and Complaint
Management
Customer & Market Satisfaction
Determination
Keep Current with Market Needs and
Directions
TQM-Aligned Standards of the
Business Excellence Framework
26. Performance Measurement
- tracking daily operations, overall
organizational performance
- effective use of key comparative
data and information
Performance Analysis, Review &
Improvement
- support senior leaders’
organizational performance review
and strategic planning
4.1
Measurement, Analysis,
and Improvement of
Organizational
Performance
Management of Information
Resources
Data & info availability & accessibility
Hardware & software: reliable, secure &
user-friendly
Data, Information and Knowledge
Management
accuracy, integrity & reliability,
timeliness, security, & confidentiality
collection and transfer of workforce
knowledge
transfer of relevant knowledge from and
to customers, suppliers, partners, &
collaborators
rapid identification, sharing &
implementation of best practices
assembly & transfer of relevant
knowledge for use in strat planning
4.2
Management of
Information, Information
Technology, and
Knowledge
4.0 Measurement, Analysis, and
Knowledge Management
TQM-Aligned Standards of the
Business Excellence Framework
27. Workforce Enrichment
Workforce & Leader
Development
Assessment of Workforce
Engagement
5.1
Workforce
Engagement
(How do you engage your
workforce to achieve
organizational & personal
success?)
5.0 Workforce Focus
5.2
Workforce
Environment
(How do you build an effective
& supportive workforce
environment?)
Workforce Capability &
Capacity
Workforce Climate
TQM-Aligned Standards of the
Business Excellence Framework
28. 6.0 Process Management
6.2
Work Process
Management &
Improvement
(How do you manage &
improve your key
organizational work
processes?)
6.1
Work Systems Design
(How do you design your
work systems?)
Work Process Management
Work Process Improvement
Core Competencies
Work Process Design
Emergency Readiness
TQM-Aligned Standards of the
Business Excellence Framework
29. Performance Levels, Trends and Comparative Data
7.4
Workforce-
Focused
Outcomes
7.5
Process
Effectiveness
Outcomes
7.1
Service
Outcomes
7.2
Market & Other
Customer-
Focused
Outcomes
7.3
Financial & Field
Performance
Outcomes
7.6
Governance &
Social
Responsibility
Outcomes
7.0 Results
TQM-Aligned Standards of the
Business Excellence Framework
30. A Point for Reflection
As a member of my department, how do
I get myself engaged in the P&Q
improvement initiatives which are
integrated through TQM that will propel
my organization toward performance
excellence ?
31. End of Module 6
Congratulations for finishing your lessons on
Module 6!
You are now ready to take the quiz to see how
far you have absorbed the content of this
module.
There are 10 questions.
Please tick/encircle the letter of
the correct answer.
32. But wait…
You are encouraged to email to
industry@apo-tokyo.org
if you have questions and/or points for clarification
on any of the lessons
taken up in this Module.
If none, you may now close Module 6
and proceed to the Module 6 Quiz
End of Module 6
33. What are my Top 3
Takeaways or my
Most Significant
Learnings from this
module?
After taking the quiz,
you are encouraged to
reflect and answer
the question on this slide.
Write your answer on your
productivity journal.
End of Module 6