The document discusses the importance of organizational culture for implementing a Total Quality Management (TQM) system. It describes how TQM culture aims to satisfy customer needs by involving all employees. Key aspects of TQM culture include communication, employee empowerment, and management leading by example to promote continuous improvement. Maintaining a strong quality culture over time requires ongoing efforts like rewarding quality-focused behaviors and encouraging self-development.

1. TQM CULTURE
U.KALPANADEVI
MBA
MICHAEL INSTITUTE OF
MANAGEMENT - MADURAI

2. What is QUALITY???
A frequently used definition of quality is
“Delighting the customer by fully meeting
their needs and expectations”.
These may include performance,
appearance, availability, delivery, reliability,
maintainability, cost effectiveness and
price.

3. TQM
• Total - made up of the whole
• Quality - degree of excellence a product or
service provides
• Management - act, art or manner of planning,
controlling, directing,….
Therefore, TQM is the art of managing the whole
to achieve excellence.
Total Quality
Management

4. What’s the goal of TQM?
“Do the right things right the
first time, every time.”
Total Quality
Management

5. The three aspects of TQM
Total Quality
Management
Counting
Customers
Culture
Tools, techniques, and training in
their use for analyzing,
understanding, and solving quality
problems
Quality for the customer as a
driving force and central concern.
Shared values and beliefs,
expressed by leaders, that define
and support quality.

6. Understanding What a Quality Culture Is
To understand a Quality Culture, must first be
understand a Organizational Culture.
Organizational Culture
The pattern of shared values, beliefs, and
assumptions considered to be the appropriate way
to think and act within an organization.
Culture is shared.
Culture helps members to solve problems.
Culture is taught to newcomers.
Culture strongly influences behavior.

7. Factors Influencing Culture
TQM - Spring 2010 - Khalid Dahleez
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8. Steps for Creating TQM Culture
• Management accountability and a deep sense of
responsibility & commitment towards
employees is the starting point.
• Total people involvement and empowerment
• Communication
• Training to employees
• Management thoughts and action towards
delighting its customers
• Removing organisational boundaries and
internal competition
• Using fact based decision making
• Use of Kaizen
TQM - Spring 2010 - Khalid Dahleez
8

9. The goal (1)
• The main goal of developing TQM (Total Quality
Management) culture in the company is to
ensure the fulfilment of customer needs and
expectations, even go beyond the expectations.

10. The goal (2)
• To find out enterprise’s strengths and fields
that need the improvement;
• To ensure a better position on the market;
• To ensure enterprise’s bigger certainty of
surviving in changeable competition
conditions.
• The formulation of the well-operating team;
• Encourage the growth, development and
profit of the enterprise.

11. TQM Principles

12. A quality culture is
An organizational value system that results in
an environment that is conducive to the
establishment and continual improvement of
Quality.

13. Levels of Culture
Artifacts
Aspects of an organization’s culture that
you see, hear, and feel.
Beliefs
The understandings of how objects and
ideas relate to each other.
Values
The stable, long-lasting beliefs about what
is important.
Assumptions
The taken-for-granted notions of how
something should be in an organization.

14. Dimensions of Organizational Culture

15. Characteristics of Organizational Culture
Innovation and risk-taking
The degree to which employees are encouraged to be
innovative and take risks.
Attention to detail
The degree to which employees are expected to exhibit
precision, analysis, and attention to detail.
Outcome orientation
The degree to which management focuses on results or
outcomes rather than on technique and process.
People orientation
The degree to which management decisions take into
consideration the effect of outcomes on people within
the organization.

16. Characteristics of Organizational Culture
Team orientation
The degree to which work activities are organized around
teams rather than individuals.
Aggressiveness
The degree to which people are aggressive and
competitive rather than easygoing.
Stability
The degree to which organizational activities emphasize
maintaining the status quo in contrast to growth.

17. Continuous Improvement versus
Traditional Approach
• Market-share focus
• Individuals
• Focus on ‘who” and “why”
• Short-term focus
• Status quo focus
• Product focus
• Innovation
• Fire fighting
• Customer focus
• Cross-functional teams
• Focus on “what” and “how”
• Long-term focus
• Continuous improvement
• Process improvement focus
• Incremental improvements
• Problem solving
Total Quality
Management
Traditional Approach Continuous Improvement

18. Culture changes for TQM
Quality element OLD CULTURE TQM CULTURE
Definition Product oriented Customer oriented
Priorities Second to service and cost Equal to service and cost
Decisions Short term Long term
Emphasis Detection Prevention
Errors Operations System
Responsibility Quality Control Everyone
Problem Solving Managers Teams
Procurement Price Life cycle costs, Partnership
Manager’s Role Plan, assign, control,
enforce
Delegate, coach, facilitate,
mentor
Sourabh Jain 11/28/2014
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19. Model for TQM
Sourabh Jain 11/28/2014
19
Outstanding
Leadership
Product,
Services
and
Process
Systems
and
Procedures
People
power
CONTINUOUS
SYSTEMATIC
IMPROVEMENT
BENCHMARKING
CUSTOMER
FOCUS
MEETING/
EXCEEDING
CUSTOMER
EXPECTATIONS

20. The Organization’s Culture
• Organizational Culture
• A system of shared meanings and common
beliefs held by organizational members that
determines, in a large degree, how they act
towards each other.
• “The way we do things around here.”
• Values, symbols, rituals, myths, and practices
• Implications:
• Culture is a perception.
• Culture is shared.
• Culture is descriptive.

21. Strong versus Weak Cultures
• Strong Cultures
• Are cultures in which key values are deeply held and widely
held.
• Have a strong influence on organizational members.
• Factors Influencing the Strength of Culture
• Size of the organization
• Age of the organization
• Rate of employee turnover
• Strength of the original culture
• Clarity of cultural values and beliefs

22. Benefits of a Strong Culture
• Creates a stronger employee commitment to the organization.
• Aids in the recruitment and socialization of new employees.
• Fosters higher organizational
performance by instilling and
promoting employee initiative.

23. Culture’s Functions
Social glue that helps hold organization
together.
Provides appropriate standards for what
employees should say or do.
Boundary-defining.
Conveys a sense of identity for
organization members.

24. Culture’s Functions
Facilitates commitment to something larger
than one’s individual self-interest.
Enhances social system stability.
Serves as a “sense-making” and control
mechanism.
Guides and shapes the attitudes and behavior
of employees.

26. Countering Resistance to Culture Change - 1
Change is Resisted in any Organization.
Continuous Improvement means Continuous
Change.
Why Change is Difficult?
Juran describes organizational change as
“Clash between Cultures”
Two separate organizational Cultures relating to change

27. Establishing a Quality Culture - 1
Establishing a quality culture involves specific
planning and activities for business or department.
Phases of Emotional Transition
Emotional Transition

28. Establishing a Quality Culture - 2
Steps in Conversion to Quality:
Identify the Changes needed
Put the Planned Changes in Writing
Develop a Plan for Making the Changes
Understand the Emotional Transition process
Identify Key People and Make Them advocates
Take a Hearts and Minds Approach
Apply Courtship Strategies

29. Maintaining a Quality Culture
Establishing Quality Culture is a challenging undertaking
for any organization. It is even more challenging to
maintain it over time.
In order to maintain Quality Culture, organizations
must foster the following behaviors
Maintain awareness of Quality as a key cultural issue.
Make sure that there is plenty of evidence of
Management’s leadership.
Empower Employees and encourage self-development
and self-initiative.
Recognize and reward the behaviors that tend to
nurture and maintain Quality Culture.

30. CULTURE CHANGE
• CHANGE TAKES TIME AND EFFORT.
• CHANGE MUST BE MEASURED IN YEARS, NOT WEEKS OR
MONTHS.
• CHANGE INVOLVES SIGNIFICANT COMMUNICATION.
• VISION NECESSARY TO MOTIVATE PEOPLE TO CHANGE.
• LINK WITH ORGANIZATIONAL GOALS REQUIRED.

31. CULTURE CHANGE
• HIGH LEVEL SUPPORT ESSENTIAL.
• MANAGEMENT TO LEAD BY EXAMPLE.
• MAKE CHANGE SO ATTRACTIVE THAT PEOPLE WANT TO BE
PART OF IT.’
• CHANGES TO BE GRAFTS OF NEW VALUES TO THE OLD
CULTURE.
• THREE SETS OF ATTRIBUTES CLEARLYASSOCIATED WITH
CULTURES:

32. Maintaining a Quality Culture
• Establishing Quality Culture is a challenging undertaking for
any organization. It is even more challenging to maintain it
over time.
• In order to maintain Quality Culture, organizations must foster
the following behaviors:
• Maintain an awareness of Quality as a key cultural issue.
• Make sure that there is plenty of evidence of Management’s
leadership.
• Empower Employees and encourage self-development and
self-initiative.
• Recognize and reward the behaviors that tend to nurture
and maintain Quality Culture.

33. As a whole….,
It's not easy to introduce TQM. An open, cooperative
culture has to be created by management. Employees
have to be made to feel that they are responsible for
customer satisfaction. They are not going to feel this if
they are excluded from the development of visions,
strategies, and plans. It's important they participate in
these activities. They are unlikely to behave in a
responsible way if they see management behaving
irresponsibly - saying one thing and doing the opposite.

34. conclusion
There are various factors that contribute to the
success of quality management practices but human
factor is very important in the implementation of any
process or principle. If it is missing then there will be
reduction in efficiency in implementation. At last it can
be concluded that…
Quality is a Journey, not a destination ..
QUALITY

35. FINALLY…..

36. THANKS FOR YOUR
ATTENSION