This document discusses various topics related to total quality management including teams and teamwork, supplier partnership, and employee involvement. It provides information on defining teams and their benefits, different types of teams, characteristics of successful teams, stages of team development, and elements of effective teamwork. It also discusses supplier partnership, certification, selection, rating, and relationship development. Finally, it covers employee involvement, motivation through theories like Maslow's hierarchy of needs and Herzberg's two-factor theory.

1. GE 6757 TOTAL QUALITY
MANAGEMENT
FACULTY
F.JUSTIN DHIRAVIAM
ASSISTANT PROFESSOR
DEPARTMENT OF MECHANICAL ENGINEERING
1

2. UNIT 2
TEAMS & TEAM WORK, SUPPLIER PARTNERSHIP,
EMPLOYEE INVOLVEMENT, PERFORMANCE APPRAISAL

3. TEAMS & TEAM WORK
A TEAM CAN BE DEFINED AS A GROUP OF PEOPLE
WORKING TOGETHER TO ACHIEVE A COMMON
OBJECTIVES OR GOALS.
TEAMWORK IS THE CUMULATIVE ACTIONS OF THE
TEAM DURING WHICH EACH MEMBERS OF THE TEAM
SUBORDINATES HIS INDIVIDUAL INTERESTS AND
OPINIONS TO FULFILL THE OBJECTIVES OR GOALS OF
THE GROUP.

4. TEAMS & TEAM WORK
BENEFITS OF THE TEAMWORK:
1. IMPROVED SOLUTIONS TO QUALITY PROBLEMS
2. IMPROVED OWNERSHIP OF SOLUTIONS
3. IMPROVED COMMUNICATIONS
4. IMPROVED INTEGRATION

5. TEAMS & TEAM WORK
TYPES OF TEAMS:
1. PROCESS IMPROVEMENT TEAM – 6 – 10 MEMBERS
2. CROSS-FUNCTIONAL TEAM – TOP LEVEL – 6-10
MEMBERS
3. NATURAL WORK TEAM -10 MEMBERS
4. SELF-DIRECTED/SELF-MANAGED WORK TEAM –
INDIVIDUAL WORK TOGETHER CONTINUOUSLY

6. CHARACTERISTICS OF SUCCESSFUL TEAM
1. SPONSOR
2. TEAM CHARTER
3. TEAM COMPOSITION
4. TRAINING
5. GROUND RULES
6. CLEAR OBJECTIVES
7. ACCOUNTABILITY
8. WELL-DEFINED DECISION PROCEDURES
9. RESOURCES
10. TRUST
11. EFFECTIVE PROBLEM SOLVING

7. CHARACTERISTICS OF SUCCESSFUL TEAM
12. OPEN COMMUNICATION
13. APPROPRIATE LEADERSHIP
14. BALANCED PARTICIPATION
15. COHESIVENESS

8. ELEMENTS OF EFFECTIVE TEAMWORK
1. PURPOSE
2. ROLE & RESPONSIBILITIES
3. ACTIVITIES
4. EFFECTIVENESS
5. DECISIONS
6. RESULTS
7. RECOGNITION

9. TEAM MANAGEMENT WHEEL

10. ACTIVITIES OF TEAM MANAGEMENT WHEEL
1. ADVISING
2. INNOVATING
3. PROMOTING
4. DEVELOPING
5. ORGANIZING
6. PRODUCING
7. INSPECTING
8. MAINTAINING
9. LINKING

11. STAGES OF TEAM DEVELOPMENT
1. FORMING STAGE
2. STORMING STAGE
3. NORMING STAGE
4. PERFORMING STAGE
5. MAINTENANCE STAGE
6. EVALUATING STAGE

12. ELEMENTS OF EFFECTIVE TEAMWORK
1. INSUFFICIENT TRAINING
2. INCOMPATIBLE REWARDS AND COMPENSATION
3. FIRST LINE SUPERVISOR RESISTANCE
4. LACK OF PLANNING
5. LACK OF MANAGEMENT SUPPORT
6. ACCESS TO INFORMATION SYSTEMS
7. LACK OF UNION SUPPORT
8. PROJECT SCOPE TOO LARGE
9. PROJECT OBJECTIVE NOT SIGNIFICANT
10. NO CLEAR MEASURE OF SUCCESS
11. NO TIME TO DO IMPROVEMENT WORK

13. RECOGNITION & REWARD
• RECOGNITION IS A PROCESS WHEREBY
MANAGEMENT SHOWS ACKNOWLEDGEMENT OF
AN EMPLOYEE'S OUTSTANDING PERFORMANCE
• FORM OF POSITIVE EMPLOYEE MOTIVATION.
• RECOGNITION IS HIGHLY ESSENTIAL TO SUSTAIN
EMPLOYEE’S INTEREST.
• REWARD IS A TANGIBLE ONE SUCH AS INCREASED
SALARIES, COMMISSIONS, CASH BONUS, GAIN
SHARING ETC…

14. RECOGNITION & REWARDS
1. IMPROVES EMPLOYEES MORALE
2. SHOW THE COMPANY’S APPRECIATION FOR
BETTER PERFORMANCE
3. CREATE SATISFIED WORKPLACE
4. CREATE HIGHLY MOTIVATED WORKPLACE
5. REINFORCE BEHAVIORAL PATTERNS
6. STIMULATE CREATIVE EFFORTS

15. TYPES OF REWARD
1. INTRINSIC REWARD – RELATED TO FEELINGS OF
ACCOMPLISHMENT OR SELF-WORTH
2. EXTRINSIC REWARD – RELATED TO PAY OR
COMPENSATION ISSUES

16. INTRINSIC VS EXTRINSIC REWARDS
Intrinsic Reward Extrinsic reward
Non-monetary form of recognition
to acknowledge achievement
Profit sharing
Celebration to acknowledge
achievement
Gain sharing
Regular expressions of
appreciation by managers &
leaders
Employment security
360 degree performance appraisal Compensation time
Formal suggestion system
available for individuals to make
quality improvement
Individual based performance
systems
Developmental based appraisals Quality based performance
appraisals
Quality based promotions

17. SUPPLIER PARTNERSHIP
• DEFINED AS A CONTINUING RELATIONSHIP BETWEEN
A BUYER FIRM AND SUPPLYING FIRM INVOLVING A
COMMITMENT OVER AN EXTENDED TIME PERIOD, AN
EXCHANGE OF INFORMATION AND
ACKNOWLEDGEMENT OF THE RISKS AND REWARDS OF
THE RELATIONSHIP.
• RELATIONSHIP SHOULD BE BASED ON TRUST,
DEDICATION TO COMMON GOALS AND OBJECTIVES.

18. BENEFITS OF PARTNERING
1. IMPROVED QUALITY
2. REDUCED COST
3. INCREASED PRODUCTIVITY
4. INCREASED EFFICIENCY
5. INCREASED MARKET SHARE
6. INCREASED OPPORTUNITY FOR INNOVATION
7. CONTINUOUS IMPROVEMENT O PRODUCTS/SERVICES.
JAPANESE PARTNERING CONCEPT IS KEIRESTU –
DEVELOPING LONG TERM RELATIONS.

19. KEY ELEMENTS TO PARTNERING
1. LONG-TERM COMMITMENT : PROVIDES BOTH
CUSTOMER AND SUPPLIER NEEDED ENVIRONMENT
TO ACHIEVE OBJECTIVE.
2. TRUST : MUTUAL TRUST BETWEEN TWO PARTIES
FOR STRONG WORKING RELATIONSHIP.
3. SHARED VISION : BOTH CUSTOMERS AND
SUPPLIERS HAVE COMMON GOALS IE TO SATISFY
THE END USER.

20. SUPPLIER SOURCING
1. SOLE SOURCING : USE OF ONLY ONE SUPPLIER FOR
THE ORGANISATION
2. MULTIPLE SOURCING : TWO OR MORE SUPPLIERS
3. SINGLE SOURCING : ONE SUPPLIER FOR AN ITEM.

21. SUPPLIER SELECTION - STAGES
1. SURVEY STAGE : BASED ON INFORMATION AVAILABLE
THOUGH CATALOGUES, ADVERTISEMENTS, BROCHURES ETC.,
2. ENQUIRY STAGE : DETAILED ANALYSIS – STANDARD ENQUIRY
FORMS SENT TO VENDORS FOR INFORMATION, PLANT VISIT
ETC.,
3. NEGOTIATION AND SELECTION STAGE : NEGOTIATION –
PAYMENT TERMS, DISCOUNTS, SUPPLY PROCEDURES, QUALITY
CONTROL PROCEDURES.
4. EXPERIENCE STAGE : SUPPLIER PERFORMANCE EVALUATION
HISTORY CARD IS MAINTAINED FOR EACH VENDOR
CARDS CONTAINS INFORMATION LIKE DATE OF SUPPLY OF
MATERIALS BY VENDOR, PROCEDURE ACCEPTANCE OR LOST
SUPPLY.
LATE DELIVERIES, ETC.,

22. CONDITIONS FOR SELECTION AND EVALUATION
OF SUPPLIERS
• DR KAORU SUGGESTED 10 CONDITIONS:
1. SUPPLIER SHOULD UNDERSTAND AND APPRECIATE THE MANAGEMENT
PHILOSOPHY.
2. SUPPLIER SHOULD HAVE A STABLE MANAGEMENT.
3. SHOULD MAINTAIN HIGH TECHNICAL STANDARDS.
4. SHOULD HAVE CAPABILITY TO PRODUCE THE AMOUNT OF PRODUCTION
NEEDED IN RIGHT TIME.
5. SHOULD NOT BREACH THE CORPORATE SECRETS.
6. SHOULD BE EASILYACCESSIBLE IN TERMS OF TRANSPORTATION &
COMMUNICATION.
7. SHOULD BE SINCERE IN IMPLEMENTING THE CONTRACT PROVISIONS.
8. SHOULD HAVE EFFECTIVE QUALITY SYSTEM.
9. SHOULD HAVE EFFECTIVE IMPROVEMENT PROGRAM.
10. SHOULD HAVE GOOD TRACK RECORD OF CUSTOMER SATISFACTION.

23. SUPPLIER CERTIFICATION
• AFTER SUPPLIER SELECTION IS THE SUPPLIER
CERTIFICATION PROCESS.
•SUPPLIER CERTIFICATION PROCESS STARTS AFTER THE
SUPPLIER BEGINS SHIPMENT OF THE PRODUCT TO THE
ORGANIZATION.
• BENEFITS OF SUPPLIER CERTIFICATION:
1. ELIMINATION OF RECEIVING INSPECTION.
2. CREATION OF CUSTOMER-SUPPLIER PARTNERSHIP.
3. REDUCED NUMBER OF SUPPLIERS THAT REDUCES
OVERHEAD COSTS.

24. SUPPLIER CERTIFICATION CRETERIA
1. CUSTOMER AND SUPPLIER SHALL HAVE AGREED UPON SPECIFICATIONS.
2. SUPPLIER SHALL HAVE NO PRODUCT-RELATED LOT REJECTION FOR A
PARTICULAR PERIOD OF TIME.
3. SUPPLIER SHOULD HAVE NO NON-PRODUCT-RELATED REJECTIONS FOR A
PARTICULAR PERIOD OF TIME.
4. SUPPLIER SHALL HAVE NO NEGATIVE NON-PRODUCT-RELATED INCIDENTS
(INCIDENTS OR PROBLEMS THAT OCCUR EVEN THOUGH INSPECTION AND
TESTS SHOWED CONFORMANCE)
5. SUPPLIER SHOULD HAVE FULLY DOCUMENTED QUALITY SYSTEMS.
6. SUPPLIER SHOULD HAVE SUCCESSFULLY PASSED AN ON-SITE
EVALUATION SYSTEM.
7. SUPPLIER MUST CONDUCT INSPECTIONS AND TESTS.
8. SHOULD BE ABLE TO PROVIDE TIMELY INSPECTION AND TEST DATA.

25. SUPPLIER RATING
• SUPPLIER RATING SYSTEM IS ALSO REFERRED AS A
SCORECARD SYSTEM.
• USED TO OBTAIN OVERALL RATING OF SUPPLIER
PERFORMANCE
• IS BASED ON QUALITY, PRICE, PERFORMANCE AND
PRODUCTION CAPABILITY.

26. OBJECTIVE OF SUPPLIER RATING
• OBTAIN AN OVERALL RATING OF SUPPLIER
PERFORMANCE.
•ENSURE COMPLETE COMMUNICATION WITH
SUPPLIERS.
•PROVIDE EACH SUPPLIER ABOUT THE PROBLEMS FOR
CORRECTIVE ACTION.
• MAINTAIN & IMPROVE THE PARTERNERING
RELATIONSHIP BETWEEN THE CUSTOMER AND THE
SUPPLIER.

27. SUPPLIER RATING FORMAT
Item Rated by: Date:
Period/Location Max.
Points
Supplier A
Actual
points
Supplier A
Actual
points
Supplier D
Actual
points
Supplier C
Actual
points
Supplie
r D
Actual
points
1. Quality:
Qty Personnel
Qty procedure
Concern for Qty
Concern history
2. Price:
Price-Qty
Price-Negotiation
Financial ability
3.
Performance:
Technical
Delivery history
Technical
assistance
4. Production
Capability:

28. SUPPLIER RATING FORMAT
RATING SCALE:
5.0 = VERY GOOD
4.0 = GOOD
3.0 = AVERAGE
2.0 = POOR
1.0 = VERY POOR
0 = NEGATIVE

29. RELATIONSHIP DEVELOPMENT
• REFERS TO MAINTAINING AND IMPROVING THE
GROWTH OF THE CUSTOMER SUPPLIER RELATIONSHIP.
• CAN BE DEVELOPED THROUGH:
1. INSPECTION
2. TRAINING
3. TEAM APPROACH
4. RECOGNITION

30. EMPLOYEE INVOLVEMENT
• IS THE BACKBONE OF TQM MOVEMENT.
1. EMPLOYEE MOTIVATION
2. EMPLOYEE EMPOWERMENT
3. TEAMS & TEAMWORK
4. RECOGNITION & REWARD SCHEMES
5. PERFORMANCE APPRAISALS

31. EMPLOYEE MOTIVATION
• SCOTT – MOTIVATION MEANS A PROCESS OF STIMULATING
PEOPLE TO ACCOMPLISH DESIRED GOALS.
• EDWIN B FLIPPO – MOTIVATION AS THE PROCESS OF
ATTEMPTING TO INFLUENCE OTHERS TO DO YOUR WILL
THROUGH THE POSSIBILITY OF REWARD.
• IS THE PROCESS OF INDUCING PEOPLE INNER DRIVES AND
ACTION TOWARDS CERTAIN GOALS AND COMMITTING THEIR
ENERGIES TO ACHIEVE THESE GOALS.

32. THEORIES OF MOTIVATION
1. MASLOW’S HIERARCHY OF NEEDS
2. HERZBERG’S TWO FACTOR THEORY

33. MASLOW’S HIERARCHY OF NEEDS
• IT IS HIERARCHY OF FIVE NEEDS
1. PHYSIOLOGICAL NEEDS
2. SAFETY NEEDS
3. SOCIAL NEEDS
4. ESTEEM NEEDS
5. SELF ACTUALIZATION NEEDS

34. MASLOW’S HIERARCHY OF NEEDS
EXAMPLES OF NEEDS: IMPORTANCE AT WORK:
CREATIVITY, ACHIEVEMENT USING ABILITIES TO THE FULL
SELF-FULFILLMENT
----------------------------------------------------------------------------------------------
STATUS, RECOGNITION, RESPONSIBILITY PROMOTION OPPORTUNITIES
FEELING VALUED DELEGATED TASKS
----------------------------------------------------------------------------------------------
BELONGING, FRIENDSHIP, LIKING COLLEAGUES,
LOVE RESPECT BEING LIKED BY OTHERS
----------------------------------------------------------------------------------------------
SHELTER, WARMTH JOB SECURITY
SELF- DEFENCE PLEASANT
ENVIRON.
----------------------------------------------------------------------------------------------
FOOD, ADEQUATE
CLOTHING WAGE
SLEEP
Physiological
Needs
Safety
Needs
Social
needs
Esteem
needs
Self actualization
needs

35. HERZBERG’S TWO FACTOR THEORY
• ALSO CALLED AS MOTIVATION-HYGIENE THEORY.
• BASED ON TWO FACTORS
1. MOTIVATION FACTORS OR SATISFIERS
2. HYGIENE FACTORS OR DISSATISFIES

36. HERZBERG’S TWO FACTOR THEORY
Motivation Factors Hygiene Factors
Achievement Supervisors
Recognition Working conditions
Work itself Interpersonal Relationship
Responsibility Pay & Security
Advancement and growth Company policy and Administration

37. EMPLOYEE EMPOWERMENT
• EMPOWER MEANS TO GIVE THE MEANS, ABILITY OR
AUTHORITY.
•IT IS THE OPPOSITE OF HELPLESSNESS OR DEPENDENCY.
• DEPENDS ON 2 FACTORS
1. AN INDIVIDUAL’S PERSONAL CHOICES
2. ORGANIZATIONAL CLIMATE

38. GENERAL PRINCIPLES OF EMPOWERING EMPLOYEES
1. TELL PEOPLE WHAT THEIR RESPONSIBILITIES ARE.
2. GIVE THEM AUTHORITY EQUAL TO RESPONSIBILITY
ASSIGNED TO THEM
3. SET STANDARDS OF EXCELLENCE
4. PROVIDE THEM WITH TRAINING
5. GIVE THEM KNOWLEDGE AND INFORMATION
6. PROVIDE THEM WITH FEEDBACK ON THEIR PERFORMANCE
7. TRUST THEM AND CREATE TRUST WORTHINESS
8. ALLOW THEM TO FAIL BUT GUIDE THEM AND COUNSEL THEM
WHEN NEEDED
9. TREAT THEM WITH DIGNITY AND RESPECT

39. PERFORMANCE APPRAISAL
• IS A SYSTEMATIC AND OBJECTIVE ASSESSMENT OR EVALUATION
OF PERFORMANCE AND CONTRIBUTION OF AN INDIVIDUAL.
PROPOSE:
1. TO IDENTIFY EMPLOYEES FOR SALARY REVISION,
PROMOTION, TRANSFER DEMOTION LAY-OFF.
2. TO AN ORGANIZATIONAL OF INVENTORY PEOPLE, SKILLS AND
POTENTIAL.
3. TO DETERMINE TRAINING AND DEVELOPMENT NEEDS.
4. TO MOTIVATE EMPLOYEES.
5. TO KNOW PERSONAL STRENGTH & WEAKNESS
6. TO ESTABLISH BASIS FOR RESEARCH AND REFERENCE
7. TO VALIDATE THE SELECTION PROCEDURES
8. TO IMPROVE COMMUNICATION

40. PROCESS OF PERFORMANCE APPRAISAL
Establish performance
standards
Communicate performance expectations to
employees
Measure actual
performance
Compare actual performance with
standards
Discuss the appraisal with
employees
If necessary, initiate corrective
action

41. BENEFITS OF PERFORMANCE APPRAISAL
1. PROVIDES USEFUL FEEDBACK TO EMPLOYEES,
SUPERVISORS, PERSONNEL SPECIALISTS.
2. HELPS IN DETERMINING PAY ADJUSTMENTS,
INCREMENTS & BONUSES
3. PROVIDES BASIS FOR EMPLOYEE PROMOTION,
TRANSFER OR DEMOTION
4. HELPS IN DETERMINING INDIVIDUAL TRAINING
AND DEVELOPMENT
5. HELPS IN PLANNING THE CARRIER OF THE
EMPLOYEE

42. CONTINUOUS PROCESS IMPROVMENT
1. INPUT/OUTPUT PROCESS MODEL
2. QUALITY PLANNING
3. QUALITY CONTROL
4. QUALITY IMPROVEMENT
5. JURAN TRILOGY DIAGRAM
6. QUALITY PROBLEMS

43. INPUT/OUTPUT PROCESS MODEL

44. JURAN’S QUALITY CONTROL PROCESS

45. JURAN TRILOGY DIAGRAM

46. PDSA CYCLE

47. BENEFITS OF PDSA CYCLE

48. 5W2H METHOD

49. 5S HOUSE KEEPING

50. OBJECTIVES OF 5S

51. Sri Eshwar College of Engineering 51

52. Sri Eshwar College of Engineering 52

53. KAIZEN

54. KAIRYO