TQM & HR

TQM AND HR III Semester Assignment TQM and HR INDEX
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1.Explain the vario s levels o! SEI"#MM in detail....................................................................1 $.Explain the servi%e & alit' model and vario s servi%e & alit' dimensions...........................( ).*hat are the vario s %la ses o! IS+ ,--1.$---/ Explain 0rod %t Realisation %la se in detail............................................................................................................................................11 1.Dis% ss the importan%e o! leadership and % lt re !or e!!e%tive TQM implementation in the organisations...............................................................................................................................1( 2.Explain 3 ran on Q alit' in detail/ #ompare it 4ith Deming5s prin%iples o! Q alit'.......$$ 6.Explain Mal%om 7aldrige National Q alit' a4ard and E ropean Q alit' a4ard.............$1 ,.Explain the role o! environmental management s'stem in TQM.........................................$6 1-. Explain the role o! HR promoting TQM in an organisation..............................................)$
1. Explain the vario s levels o! SEI"#MM in detail.

Continuous process improvement is based on many small, evolutionary steps rather than revolutionary innovations. The staged structure of the CMM is based on principles of product quality espoused by Walter Shewart, W. Edwards eming, !oseph !uran, and "hilip Crosby. The CMM provides a framewor# for organi$ing these evolutionary steps into !ive mat rit' levels that lay successive foundations for continuous process improvement. These five maturity levels define an ordinal scale for measuring the maturity of an organi$ation%s software process and for evaluating its software process capability. The levels also help an organi$ation prioriti$e its improvement efforts.
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TQM AND HR
' maturity level is a well(defined evolutionary plateau toward achieving a mature software process. Each maturity level comprises a set of process goals that, when satisfied, stabili$e an important component of the software process. 'chieving each level of the maturity framewor# establishes a different component in the software process, resulting in an increase in the process capability of the organi$ation. ;ive Mat rit' <evels
+ptimi>ing ?@A Managed ?1A De!ined ?)A
Repeata:le ?$A Initial ?1A
)rgani$ing the CMM into the five levels shown in *ig. prioriti$es improvement actions for increasing software process maturity. The labeled arrows in *ig. indicate the type of process capability being institutionali$ed by the organi$ation at each step of the maturity framewor#. <evel 1. Initial This process is characteri$ed as ad hoc, and occasionally even chaotic. *ew processes are defined, and success depends on the individuals+ efforts and heroics. =nderstanding the initial mat rit' level "erformance driven by the competence and heroics of the people doing the wor#. Consistency and compliance to standards driven by management priorities , usually schedule is top priority -igh quality and e.ceptional performance possible so long as the best people can be hired. /npredictability( *or good or ill( Characteri$es the initial level organisation. <evel $. Repeata:le 0asic pro1ect management processes are established to trac# cost, schedule and functionality. The necessary process discipline is in place to repeat earlier successes on pro1ects with similar applications. The 2"'s that are adhered to at this level are3
TQM AND HR
5equirement management 65M7 , "lan, manage, analy$e requirements Software pro1ect planning 6""7 , "ro1ect and increment planning SW pro1ect trac#ing, oversight 6"T7 , Trac# production versus plans, targets SW subcontract management 6SM7 , Select, manage qualified contractors SW quality assurance 68'7 , "roduct verification, certification SW configuration management 6CM7 , Engineering change
=nderstanding the repeata:le mat rit' level. Management must 9Wal# the tal#: to initiate an improvement effort. )nly with management discipline will good software engineering practices be retained in the crunch. Management processes establish role models for process improvement. Management , 'nd process , iscipline empowers the engineering processes and the technical staff. Be' pro%ess area
So!t4are %on!ig ration management. So!t4are & alit' ass ran%e So!t4are s :%ontra%t management. So!t4are proCe%t tra%9ing and oversight. So!t4are proCe%t planning Re& irement management A reasona:le so!t4are pro%ess is. "racticed ocumented Enforced Trained Measured 'ble to improve. <evel ). De!ined Management and engineering activities are documented, standardi$ed and integrated into a family of standard software process for the organi$ation. "ro1ects use a tailored version of the organi$ation+s standard software process for developing and maintaining software. The additional 2"'s that are in compliance at this level over ;evel 4 are3 )rgani$ation process focus 6"*7 , )rgani$ation responsibilities identified )rgani$ation process definition 6" 7 , evelop, maintain software assets Training program 6T"7 , evelop team s#ills, #nowledge <ntegrated SW management 6<M7 , <ntegrate SW and management activities Software product engineering 6"E7 , Well defined engineering process <ntergroup coordination 6<C7 , <ntergroup activities "eer 5eviews 6"57 , <dentifying defects early, ob1ectively
TQM AND HR
=nderstanding de!ined mat rit' level. To control a process, it must be well understood. <dentify the inputs, how they will affect the process and their readiness criteria. <dentify the outputs and the completion criteria for the outputs. Establish a shared understanding of how the process wor#s and the role of each participant. Be' 0ro%ess area.
0eer revie4s Inter gro p %oordination. So!t4are prod %t engineering. Integrated so!t4are management. Training program. +rganisation pro%ess de!inition +rganisation pro%ess !o% s A 4ell de!ined pro%ess %an :e %hara%terised :'. 5eadiness criteria <nputs Standards and procedures of performing the wor#. >erification mechanisms )utputs Comple.ion criteria <evel 1. Managed etailed measures of the software process and product quality are collected. Software processes and products are quantitatively understood and controlled. The 2"'s addressed at this level additionally are3 8uantitative process management 68"7 ,Control process performance Software quality management 68M7 , evelop, maintain SW process assets
=nderstanding the managed mat rit' levels.
TQM AND HR
*i. the problem in the process
Control chart with special causes The 9e' pro%ess area.
So!t4are & alit' management Q antitative pro%ess management
<evel @. +ptimi>ing Continuous process improvement is facilitated by quantitative feedbac# from the process and from piloting innovative ideas and technologies. The 2"'s adhered to at this level are3 @ efect prevention 6 "7 , <dentify, trac# sources of defects @ Technology change management 6TM7 , <dentify beneficial new technologies @ "rocess change management 6"C7 , Continually improving performance =nderstanding the +ptimi>ing mat rit' level
Control chart with common cause
)riginal $one of quality control Chronic Waste Bew $one of quality control 8uality <mprovement
Be' pro%ess areas. 0ro%ess %hange management Te%hnolog' %hange management De!e%t prevention #on%l sion.
TQM AND HR
The CMM represents a Ccommon sense engineeringC approach to software process improvement. The maturity levels, #ey process areas, common features, and #ey practices have been e.tensively discussed and reviewed within the software community. While the CMM is not perfect, it does represent a broad consensus of the software community and is a useful tool for guiding software process improvement efforts. The CMM provides a conceptual structure for improving the management and development of software products in a disciplined and consistent way. <t does not guarantee that software products will be successfully built or that all problems in software engineering will be adequately resolved. -owever, current reports from CMM(based improvement programs indicate that it can improve the li#elihood with which a software organi$ation can achieve its cost, quality, and productivity goals. The CMM identifies practices for a mature software process and provides e.amples of the state(of(the(practice 6and in some cases, the state(of(the(art7, but it is not meant to be either e.haustive or dictatorial. The CMM identifies the characteristics of an effective software process, but the mature organi$ation addresses all issues essential to a successful pro1ect, including people and technology, as well as process. $. Explain the servi%e & alit' model and vario s servi%e & alit' dimensions. Every customer before hiring a particular service or a product has certain e.pectation levels. These e.pectation levels are developed mainly due to word of mouth communication from friends and relative, personal needs of the customer and past e.perience of the customer with the same company. 0ased on the e.perience customer forms his perception about service quality which is called 9"erceived Service:. <f there is a gap between his e.pectation before hiring the service and perceived service it is called 9D'"A:. 8ap Anal'sis Model. The starting premise for the model is that 9perceived service quality 6or satisfaction with service7 is a function of the difference between e.pected service levels and delivered 6or perceived7 service.: <f this premise holds, as the authors found it does in field research for several financial and other service companies, then the #ey to customer satisfaction is managing both customer e.pectations and actual delivered service. The following diagram, which summari$es how perceived service can diverge from e.pected service, constitutes the essence of the Dap 'nalysis Model.
Word of mouth communications
"ersonal needs
"ast E.perience
E.pected service
"erceived Service
8ap1. 7et4een % stomer expe%tation and management per%eption o! % stomer expe%tations
TQM AND HR
This is the first and possibly most critical step in delivering quality service. Organizations who suspect they may be suffering from this gap should ask one simple question: do we know what our customers expect from us with respect to service? ased on interviews! the authors found that executives" perceptions of superior quality service are largely congruent with customers" expectations. #owever! some significant discrepancies did often arise. $irst! although executives may have a broad understanding of customers" perceptions of superior quality service! they may not know about certain service features that are critical to meeting customers" desires. %econd! some executives may not know the levels of performance customers expect.
Customer E.pectations
Management perception of customer e.pectation

&ap ' may stem from any combination of the following factors: Be' !a%tors. <nsufficient mar#et research <nadequate use of mar#et research ;ac# of interaction between management and customers <nsufficient communication between contact employee and managers Too many layers between contact personnel and top management. 8ap$. 7et4een management per%eption o! % stomer expe%tation and servi%e & alit' spe%i!i%ation &ap ( arises when there is a discrepancy between what managers perceive that customers expect and the actual standards that they )the managers* set for service delivery. This gap may occur when management is aware of customers" expectations but may not be willing or able to put systems in place that meet or exceed those expectations. $or example! putting systems in place may require changes in fundamental organizational work processes! acquiring expensive new technology! or refocusing organizational attitudes to understand service from the customer"s point of view.
Management perception of customer e.pectation
Service 8uality Specifications
TQM AND HR
Be' !a%tors. <nadequate management commitment to service quality 'bsence of formal process for setting service quality goals <nadequate standardi$ation of tas# "erception of feasibility , that customer e.pectation cannot be met. 8ap ). 7et4een servi%e & alit' spe%i!i%ation and servi%e deliver' Organizational policies and standards for service levels may be in place! but is front line staff following them? + very common gap in the service industry! &ap , is the difference between organizational service specifications and actual levels of service delivery. Organizations specializing in providing highly interactive! labour-intensive services in a number of locations are especially vulnerable to this gap because: .ustomer interactions are more frequent/ Opportunities for variation in service in these high-volume organizations are greater 0uality control )employee assessment* becomes complicated in organizations with multiple layers. &ap , occurs when employees are unable or unwilling to perform to the level of service desired by management. %even key factors contribute to this unwillingness1inability: Key factors: 2ole ambiguity 2ole conflict 3mployee 4ob fit $it between technology and 4ob %upervisory control systems 5erceived control Team work
Service elivery
Service quality Specification

Gap 4: Between service delivery and external communication to customer 6our advertisements brag about your organization"s exceptional service! and raise your customers" expectations. ut are you able to deliver on the promise? .ustomers perceive that organizations are delivering low-quality service when a gap appears between promised levels of service and the service that is actually delivered. This gap is created when advertising! personal selling or public relations over-promise or misrepresent service
TQM AND HR
levels. This gap can also occur when companies do not inform their customers of special 7behind-the scenes8 efforts that are designed to serve to improve service levels! but are not visible to customers. 9aking customers aware of these standards or efforts can heighten their service perceptions. :f either or both of the following indicators are present! &ap ; probably exists. :nadequate horizontal communication within and across departments )operations! marketing! and human resources* and branches can be responsible for &ap ;. This problem can be alleviated when customer-contact staff have input in the planning and execution of advertising! and1or are made aware of external communications aimed at customers before it 7hits the streets8. +lso! when customer service and sales functions are separate and distinct! the sales force must communicate with customer-contact staff to discuss the level of service that can be promised to customers. +nother ma4or cause of &ap ; is a propensity to over promise in external communications. +s a result! the company"s promises do not accurately reflect what customers receive in the service encounter. .ommonly! a higher degree of discrepancy occurs when there is increasing pressure inside the company to generate new business or when competing organizations over promise to gain new customers. Key factors: :nadequate communication between sales people and operations. :nadequate communication between advertising and operations <ifferences in policies and procedures across departments 5uffery in advertising. 5uffery in personal selling. Service Quality Model:
TQM AND HR
Word of mouth "ersonal Beeds E.pected service Customer Dap A "erceived Service Dap ? "ast E.perience
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Dap & Dap =
Service elivery
E.ternal Communication to customer
Service 8uality Specs Service "rovider
Dap 4 Management perception of customer E.pectations
Dimension of service quality model Service has now been shown to be an important part of customer%s e.perience on the web 6as it always has been in the offline world7. <n fact, various research firms are advising all companies to focus on ma#ing the most of their customer relationships and managing online and offline sales channels. This means, in short, ma#ing sure that customer is not only highly satisfied, but will stay with you for the long term.
*actor analysis of consumer responses resulted in a conclusion that there are A #ey dimensions of service quality.

5eliability ( the ability to deliver promised services in a dependable, accurate manner. 5esponsiveness ( the willingness to help customers and provide prompt service. Empathy ( the degree to which customers are treated as individuals. 'ssurance ( the ability to inspire trust and confidence. Tangibles ( physical elements of the service such as facilities and equipment.
Re!ers to Iour ability to perform the promised service dependably and accurately Spe%i!i% %riteria that Timeliness ConsistencyJ5egularity 'ccuracy
Dimension % stomers se RE<IA7I<ITD elivering on promises
TQM AND HR
ASS=RAN#E <nspiring trust and confidence The #nowledge and courtesy of staffL their ability to inspire trust and confidence
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Staff competence 5espect for customers Credibility "robity and confidentiality Safety and security "hysical facilities Equipment Technology Employees Communication materials 'ccess 6to staff, services, information7 Communication 6clear, appropriate, timely7 /nderstanding the customer Services appropriate for customers% needs <ndividualised attention Willingness to help "rompt attention to requests, questions "roblem resolution Complaint handling *le.ibility
TAN8I7<ES 5epresenting the service physically
The physical representations or images of your service
EM0ATHD Treating customers as individuals
The caring individualised attention you provide your customers
RES0+NSIEENESS 0eing willing to help
Iour willingness to help customers and to provide prompt service
). *hat are the vario s %la ses o! IS+ ,--1.$---/ Explain 0rod %t Realisation %la se in detail. IS+ ,--1.$--- specifies requirements for a quality management system where an organi$ation &. Beeds to demonstrate its ability to consistently provide product that meets customer and applicable regulatory requirements, and 4. 'ims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable regulatory requirements. 'll requirements of this <nternational Standard are generic and are intended to be applicable to all organi$ations, regardless of type, si$e and product provided. Where any requirement6s7 of this <nternational Standard cannot be applied due to the nature of an organi$ation and its product, this can be considered for e.clusion. Where e.clusions are made, claims of conformity to this <nternational Standard are not acceptable unless these e.clusions are limited to requirements within clause F, and such e.clusions do not affect the organi$ation%s ability, or responsibility, to provide product that meets customer and applicable regulatory requirements. IS+ ,--1.$--- " <ist o! re& irement %la ses 1. S%ope $. Normative Re!eren%es ). Terms and De!initions 1. Q alit' management s'stem ?.& Deneral requirements ?.4 ocumentation requirements ?.4.& Deneral ?.4.4 8uality manual ?.4.= Control of documents
TQM AND HR
?.4.? Control of records @. Management responsi:ilities A.& Management commitment A.4 Customer focus A.= 8uality policy A.? "lanning 6title only7 A.?.& 8uality ob1ectives A.?.4 8uality management system planning A.A 5esponsibility, authority and communication A.A.& 5esponsibility and authority A.A.4 Management representative A.A.= <nternal communication A.E Management review A.E.& Deneral A.E.4 5eview input A.E.= 5eview output (. Reso r%e management E.& "rovision of resources E.4 -uman resources E.4.& Deneral E.4.4 Competence, awareness and training E.= <nfrastructure E.? Wor# environment 2. 0rod %t reali>ations F.& "lanning of product reali$ation F.4 Customer(related processes F.4.& etermination of requirements related to the product F.4.4 5eview of requirements related to the product F.4.= Customer communication F.= esign and development F.=.& esign and development planning F.=.4 esign and development inputs F.=.= esign and development outputs F.=.? esign and development review F.=.A esign and development verification F.=.E esign and development validation F.=.F Control of design and development changes F.? "urchasing F.?.& "urchasing process F.?.4 "urchasing information F.?.= >erification of purchased product F.A "roduction and service provision F.A.& Control of production and service provision F.A.4 >alidation of processes for production and service provision F.A.= <dentification and traceability F.A.? Customer property F.A.A "reservation of product F.E Control of monitoring and measuring devices
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TQM AND HR
6. Meas rementF anal'sis and improvement G.& Deneral G.4 Monitoring and measurement G.4.& Customer satisfaction G.4.4 <nternal audit G.4.= Monitoring and measurement of processes G.4.? Monitoring and measurement of product G.= Control of nonconforming product G.? 'nalysis of data G.A <mprovement G.A.& Continual improvement G.A.4 Corrective action G.A.= "reventive action
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0rod %t Realisation. #la se 2.1 0lanning o! Realisation pro%esses "roduct realisation is that sequence of processes and sub(processes required achieving the product, and the clause specifies the requirements to be met to achieve this. #la se 2.$ # stomer"related pro%esses This is divided into = sub(clauses3 2.$.1 etermination of requirements related to the product 2.$.$ 5eview of requirements related to the product 2.$.) Customer communication This sub(clause is essentially a ne4 requirement, the organisation being required to implement effective liaison with customers, with the aim of meeting customer requirements. Clause !" Desi#n and$or development This is divided into = sub-clauses: !"!% <esign and development planning !"!& <esign and development inputs !"!" <esign and development outputs !"!4 <esign and development review !"!' <esign and development verification !"!( <esign and development validation !"! .ontrol of design and development changes Clause !4 )urc*asin# This is divided into , sub-clauses: !4!% 5urchasing process !4!& 5urchasing information !4!" >erification of purchased product Clause !' )roduction and service operations This is divided into ; sub-clauses: !'!% .ontrol of production and services !'!& >alidation of process for production and service provision !'!" :dentification and traceability !'!4 .ustomer property !'!' 5reservation of product Clause !( Control of monitorin# and measurin# devices ?ew requirements for software developed for tests have been added: +Software used for monitorin# and measurin# of specified requirements s*all ,e validated prior to use!-
TQM AND HR
#la se
2 2.1
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#ontrol
0rod %t Realisation 0lanning o! 0rod %t Reali>ation
Meaning
etermine the quality ob1ectives and requirements for your products, Ensure that you adequately plan all of the processes and sub(processes needed to provide your productsJservices, "lan the required inspectionJtesting activities, <dentify what records must be #ept, to prove that the product has been properly produced
2.$ 2.$.1
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# stomer Related 0ro%ess Determination o! Re& irements Related to the 0rod %t Revie4 o! Re& irements Related to the 0rod %t Design and Development 0lanning Inp ts
Iou must find out what your Customer requires from you, with regard to the actual product or service that you supply and also any obligations that arise from it 6such as legal requirements, warranties, and support, etc7 Iou must ensure that customer requirements are defined. <f they are not defined in writing, you must identify how you confirm what it is that you thought the Customer wanted. Iou must ensure you have the resources to supply what has been ordered before you accept the order. Iou must define how changes in requirements are recorded how the information is circulated around the relevant sections of your organisation. Iou must plan and control all aspects of your designJdevelopment wor#. Iou must ensure that you identify the various design J development processes and the related review stages. 'lso identify all relevant responsibilities you must identify what the design inputs are 6i.e. what information do you need in order to design or develop your product or serviceM7 Iour inputs should include any relevant functional requirements, standards, legal requirements 6e.g. mandatory safety requirements, pac#aging disposalJrecycling requirements, CE mar#ing requirements, etc7. Where it is relevant, you should Iou must specify the design outputs 6e.g. plans, drawings, schematics, etc7 in such a way that they can be chec#ed to ensure that they meet the design requirements. They must be suitable for use by the organisation that receives them. *or e.ample, your manufacturing department may require a 0ill )f Materials, a CgoldC sample, and a full set of engineering drawings, etc. Iour design plans should state what is required, after you have discussed and agreed this with the recipient 6whether an e.ternal Customer or an internal department7. Iou must review the progress of the design activities at appropriate stages. These can include theoretical calculation chec#s, 0eta testing, etc. Iou must identify and record any problems and propose follow(up actions. Iour plans should identify what these stages are and when they occur. Iou must #eep records of these reviews. Iou must verify your designs to ensure that the design meets the design input requirements. Iour plans should state how and when you plan to do this. Iou must ensure that the product or service wor#s correctly in practice. <n some cases, validation may include reviews of Customer feedbac# after release of the product. This may lead to subsequent design changes, or changes in future products. Iour plans should state how you plan to do this. Iou must ensure that any changes are reviewed and recorded. Iou must consider the effect that the changes may have on any sections of the design wor# already completed or under way. ocumented procedures must be established and maintained in the company in order to ensure that purchased product or service conforms to specified requirement. The type
2.) 2.).1 2.).$
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2.).@ 2.).(
Eeri!i%ation Ealidation
2.).2 2.1 2.1.1
#hanges 0 r%hasing 0 r%hasing pro%ess
TQM AND HR
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2.1.$ 2.1.)
0 r%hasing in!ormation Eeri!i%ation o! p r%hased prod %t
2.@ 2.@.1
0rod %tion and servi%e provision #ontrol o! prod %tion and servi%e provision
and e.tent of control applied to the supplier and the purchased product will be dependant upon the effect of the purchased product on subsequent product realisation or the final product. Evaluation and selection of vendorsJsuppliers. This must include procedures for evaluating, selecting, and deleting vendorsJsuppliers based on their ability to meet the requirement and for defining the type and degree of control e.ercised over them. "urchase orders 6or letters of contract, etc7 must clearly state what it is that you want 6clever stuff, huhM7. These must be reviewed for adequacy before they are sent to the >endor This section is concerned with how you verify that the >endor has supplied the correct items to you 6in the &HH? version of the standard, this was usually conducted at C5eceiving <nspectionC, or sometimes after the item was installed in another assembly 6C<n(process <nspectionC7. The second part of this section of the standard is relevant when you intend to inspect chec#s at your >endor%s premises before the goods are released 6whether to you or directly to your Customer7. <n this case, you must specify when they will be chec#ed 6Cwithin &K days of notification by the >endorC, Cfollowing installation of sub(assembly =&C, etc7 and how they will be released 6Cnot to be released until in receipt of our written release instructionC, etc7. This must be specified in the purchasing documents 6this can be included on the purchase order that you send to the >endor, or included in a CTerms N ConditionsC document or CContract of SupplyC, etc7. . This section is concerned with the process of producing your goods or services. Iou should consider how you control these processes, including3 <nformation which specifies the characteristics of the product 6so that inspections and functional tests can be properly conducted7 "rovision of wor# instructions 6or S)"s, Method Statements, etc7. This can be by written instructions, drawings, photographs, samples, etc. "rovision of suitable equipment and appropriate maintenance of the equipment 'vailability and use of suitable monitoring and measuring devices "rovision of procedures for release, delivery and 6if applicable7 post(delivery activities 6e.g. installation, commissioning, servicing, etc7 This section is concerned with processes which produce items that cannot be tested directly 6e.g. specialist welding operations, where the only method is to ensure that properly trained and qualified welders use highly(specified materials and equipment. The resulting welds cannot be internally inspected, so all of the correct conditions must be ensured7. )ther methods 6e.g. for testing of crimped electrical connectors7 might include destructive testing of first and last(off items or a sample destructive testing, etc. <n this case, you must define how you3 5eview, approve and revalidate your productionJservice processes, 'pprove and revalidate equipment and personnel involved in these activities, Iou must also define3 Which methods or procedures must be followed when producing or servicing the productJservice, What qualificationsJe.perience are required for people involved in the processes What records must be #ept, Where appropriate and to the e.tent necessary, you must ensure that materials and goods are identified, so as to prevent accidental mi.(ups. ;abeling is a typical method. )ther methods include signs on the wall with a picture of the items. Metal rods can have colored paint put the end. -owever, if the differences are immediately obvious, there may be no need to label goods. o not overdo itO
2.@.$
Ealidation o! pro%ess o! prod %tion and servi%e provision
2.@.)
Identi!i%ation and tra%ea:ilit'
TQM AND HR
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# stomer propert'
2.@.@
0reservation o! prod %t
2.(
#ontrol and monitoring o! devi%es
Similarly, in some industries it may be necessary to be able to trace e.actly which materials from which supplier were used in which goods. This may also e.tend to #nowing which operators were involved. The aerospace industry is a good e.ample of this sort of level of traceability. <n the software industry, configuration management fulfils this requirement. <f you receive goods from your Customer which you then build into the items that you supply bac# to the Customer, then this clause of the standard applies to you. 'lso, if your activities involve items belonging to the Customer 6e.g. if you service household electronic items, etc7, you must ta#e care of them, etc. <n that case, you must record the goods upon receipt, and chec# that they are suitable for use. <f any problems are discovered, or it is damaged or lost whilst under your control, you must report this bac# to the Customer. Customer data can be included under this heading 6e.g. you provide an analytical service and you analyse the data, or you are an architect and you receive plans, property deeds, etc from the Customer. 'lso, if you receive confidential information from your Customer, etc7. Iou must have procedures in place which ensure that all materials, subassemblies and finished goods, etc are stored and handled so as to prevent them from damage or deterioration. -owever, this is not 1ust limited to your stores or warehouse. <t includes all areas where materials are handled, processed or moved. 6The clause might have been more illuminating if had been entitled CMaterials -andlingCO7 'lso included in this section are the steps that you ta#e to ensure that goods are not damaged following your final inspection. <f it is your responsibility to deliver goods to your Client 6that is, they do not arrange for the collection of the goods7, then you must also choose you method of carriage appropriately. 6<f you use a carrierJcourier, then they should be included in your supplier selection methods. Iou must identify what measurements need to be made, and what equipment must be used. Where measuring equipment is used to inspect or set up the goods that you manufacture, you must ensure that they are accurate enough for the purpose. Iou should have then regularly chec#ed 6calibrated7. Iou must be able to prove that the equipment is calibrated, so #eep records of itO <f you find that the equipment is faulty, you must consider the effect of that fault on the measurements ta#en using the equipment since the last time you #new it was )2. This may mean that you have to recall goods 6e.g. if a bra#ing system on a motor vehicle could have been adversely affected7, or it may mean that no action is required 6e.g. if the inaccuracy is not enough to cause any adverse consequences7. Either way, you must formally consider the matter and record the consideration and the decision.
1. Dis% ss the importan%e o! leadership and % lt re !or e!!e%tive TQM implementation in the organisations. # lt re. The #ey success factor in reaching business vision is to have in place a totally supportive Culture. Way of wor#ing and behaving is based on3 Core values3 Denerally following core values are considered as important by most organisations. E.cellence3 We will be best especially in satisfying all our customers+ needs and we will empower our employees to continuously improve the process that serve them <nnovation and Creativity3 We are unconventional and unlimited in our thin#ing. We apply creative mans to issues in order to discover possibilities for new solutions. We are prepared with the entrepreneurial spirit to ta#e calculated ris#s and do things differently if it helps us to meet the needs of our customers.
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<ntegrity3 We are true to our word. 'll our actions are consistent with our word and we are always honest about our capabilities and intensions. We are reliable trustworthy and operate with integrity. We communicate openly, honestly and with responsibility. We respect each other and spea# openly and honestly without fear of reprisal and regardless of our position. We listen carefully to what others have to say. Team wor#3 We recogni$e that only by wor#ing in teams we will produce e.cellent results. Ta#ing full advantage of the unique contribution can ensure success through teamwor# <eadership. /ncompromising about their value systems. Care deeply about people emand that each person be innovative contributor. Tough on values, tender in support of the people Spea# constantly of vision. )bsessive attention to detail. ;eadership is a #ey element in successful implementation of large scale change3 The leader shows the need and sets the vision, defining the basic purpose, goals, and parameters or requirements of T8M. The leader needs to ta#e a long term perspective, and must be able to motivate others to stic# with the process during early stages when resistance and obstacles may seem insurmountable. The preferred leadership style would be a participative one, so that staff may be involved in the design of the specific system elements. This may seem in contradiction to the earlier stated preference for an CinterventionC approach as opposed to traditional participative decision ma#ing. <n the former, the leader is, in fact directive regarding the big picture and overall goals, i.e., establishing " M. )nce that strategic direction has been determined, a participative style may be used on implementation details. "rior to this decision, of course, the manger should study T8M, tal# to others who have used it, and perhaps attend a preliminary training session. This is important in order for the manager to accurately assess the fit between T8M and herJhis style. This will be necessary in establishing an organi$ational culture which is compatible with T8M, nurturing and reinforcing continuous quality improvement. <n designing a comprehensive change process, the leader must ac#nowledge the e.isting organi$ational culture 6norms and values, managers% leadership philosophies and styles at all levels7 to ensure a good fit. T8M also needs to be congruent with or aligned with other organi$ational processes, including reward systems, financial N information systems, and training systems. <mplementing T8M essentially involves organi$ational transformation3 beginning to operate in new ways, developing a new culture. This also includes redesigning other systems, as has been described above. Such change, while difficult, is possible in the public sector, in spite of Swiss%s 6&HH47 reservations 6"ac#ard and 5eid, &HHK7.
@. Ho4 sho ld TQM :e aligned 4ith the : siness strateg'/ Dis% ss.
7 siness Strateg'. <t refers to the managerial game plan for single business. 0usiness strategy concerns the actions and the approaches crafted by management to produce successful performance in one specific line of business. 0usiness strategy is powerful if it produces si$able and sustainable competitive advantage. <t is wea# if it results in competitive disadvantage. *unctional strategy concerns the
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game plan for running a ma1or functional activity or process within business. Effective strategy ma#ing begins with a vision of where the organisational needs to head. 7 siness Eision. 0usiness vision involves coming up with mission statement that defines what business the company is presently in and conveys the essence of 9Who we areM, What we doM, and where we are nowM: We shall be recognised as the best by every single customer as being the best in sustained total customer satisfaction, in pursuit of our business. 7 siness +:Ce%tive. Customer satisfaction Employee Satisfaction Mar#et Share "rofit and 5eturn on assets return on their investments 3 To e.ceed customers+ satisfaction, to delight our customers. 3 To Enhance motivation and personal growth of all employees 3 To beat competition and increase the mar#et share. 3 To increase profits and provide shareholders with a satisfactory
TQM. T8M is a philosophy of managing a set of business practices that emphasi$es continuous improvement in all phases of operations, &KK percent accuracy in performing activities, involvement and empowerment of employees at all levels, team based wor# design, benchmar#ing and fully satisfying customer e.pectations. 8uality improvement processes have now become a globally pervasive part of the fabric of implementing strategies #eyed to defect free manufacture, superior product quality, superior customer service and total customer satisfaction. T8M entails creating a total quality culture bent on continuously improving the performance of every tas# and value chain activity. Aligning : siness pro%esses 4ith : siness o:Ce%tives <n any T8M philosophy aligning business processes to fulfill business ob1ectives is the ma1or e.ercise. *unctionsJ'ctivities are performed to achieve business ob1ectives. epartmental ob1ectives are derived from business ob1ectives. 'ctivities are performed in the department to achieve departmental ob1ectives. *or each activity there is immediate internal or e.ternal customer and supplier. <t is necessary for every process owner to thin# about 9My Customer: and 9What < provide to them: and about 9My Suppliers: and 9What they provide to me:. <t is necessary to identify ma1or business processes in the organisation and measurement of process performance. *ollowing are some commonly identified as ma1or business processes in the industry3
MaCor : siness pro%esses identi!ied. # stomer Servi%e and S ppl' %hain *orecasting customer orders Scheduling parts on our suppliers "lanning our factory production
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Ma#ing product in our factory and delivering to distribution centers Customer ordering, delivering and invoicing
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Ne4 prod %t <nterviewing end users and understanding their needs Bew product planning Bew product design and manufacturing Bew product mar#eting plans Sales mar9eting Mar#et research Stimulation of end users interest E.cellent mar#eting e.ecution with our customers eveloping customer partnerships 'cquiring new customers "eople -iring, appraising, training and development Communicating 5eward and recognition eveloping organisation to meet customer+s needs #on%l sion T8M plays a vital role in successfully implementing business strategy. When T8M is not a part of a wider effort to improve strategy e.ecution and business performance they deteriorate into strategy(blind efforts to manage better.
(. *hat are the vario s : ilding :lo%9s o! TQM/

The : ilding :lo%9s o! TQM. pro%essesF peopleF management s'stems and per!orman%e Meas rement. Everything we do is a "rocess, which is the transformation of a set of inputs, which can include action, methods and operations, into the desired outputs, which satisfy the customers+ needs and e.pectations. <n each area or function within an organisation there will be many processes ta#ing place, and each can be analysed by an e.amination of the inputs and outputs to determine the action necessary to improve quality. <n every organisation there are some very large processes, which are groups of smaller processes, called #ey or core business processes. These must be carried out well if an organisation is to achieve its mission and ob1ectives. The section on "rocesses discusses processes and how to improve them, and <mplementation covers how to prioritise and select the right process for improvement. Total Q alit' Management. Total. Encompasses all functions, all activities, all employees, all subcontractorsJ>endorsJ Suppliers, complete all the time. Q alit'. Measure of customer satisfaction and delight with the product and service. Management. ;eadership, )rganisational structure, Wor#ing systems, "rocedures and "rocesses to ma#e it happen and people. 7 ilding 7lo%9s o! TQM.
#ontin o s <mprovement ;earning Strategi% Q alit' 0lanning <nnovation
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0eople
Q alit' in Dail' *or9
#ontin o s Improvement
Strategi% Q alit' planning.

The purpose of Strategic 8uality "lanning is to develop and achieve the organi$ation%s vision in a manner that is consistent with its mission and values. S8" involves every member of the organi$ation in developing a common understanding of3

The organi$ation%s customers and their needs and e.pectations -ow customer%s e.pectations is measured -ow customer%s needs are met through purposeful activity or systems
the values, mission, and vision or desired future state of the organi$ation

The goals of the organi$ation
-ow to lin# plans to systems for organi$ation(wide design, improvement, alignment, and implementation activities

-ow to e.ecute annual plans
-ow to review the process and results of annual plans and how to act upon the #nowledge gained 0eople. "eople are a fundamental building bloc# of any T8M organisation. The only point at which true responsibility for quality can lie is with the people actually doing the 1ob or carrying out the process. The comple.ity of most processes in an organisation places them beyond the control of any one individual, so the only efficient way to tac#le process improvement or re(design is through teamwor#. When properly managed and developed, teamwor# improves processes and produces results quic#ly and economically through the free e.change of ideas, information, #nowledge and data. <t is an essential component of a total quality organisation, building trust, improving communication and developing a culture of interdependence, rather than one of independence. The only point at which true responsibility for performance and quality can lie is with the "eople who actually do the 1ob or carry out the process, each of which has one or several suppliers and
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customers. 'n efficient and effective way to tac#le process or quality improvement is through teamwor#. -owever, people will not engage in improvement activities without commitment and recognition from the organisation+s leaders, a climate for improvement and a strategy that is implemented thoughtfully and effectively. The section on "eople e.pands on these issues, covering roles within teams, team selection and development and models for successful teamwor#. Q alit' in Dail' 4or9. 0ecause of the time we have invested in awareness and s#ill training, many of the quality tools and concepts have become integrated into the way we do business, either transforming or reinforcing staff behaviors and attitudes. 0elow are a few e.amples of quality tools and principles that we now see incorporated into daily activities3(
Sel!"Dire%ted *or9 Teams3 The development of Self( irected Wor# Teams is growing e.pression of teamwor#, flattening the organi$ation, and empowerment principles. Team members will tell us that is a lot of wor#, but that the end result produces efficiency and better service for the customer. # stomers as 0artners3 <n a quality environment you begin to see your customers as partners. We have instituted several formal partnership programs with Schools and Colleges to plan for the effective use of information technology resources and deliver those services. 's well, we strive for a sense of partnering with customers in developing and delivering our products and services. 8eneral Meeting E!!e%tiveness3 )ne of the most significant changes we have noticed from the application of quality principles and tools is in the increased effectiveness of our meetings.
#ontin o s Improvement. The Continuous <mprovement component allows organi$ations to e.amine their current business environment relative to their diversity strategy and ma#e changes based on current challenges in their wor#force, wor#place and mar#etplace. <t e.tends current diversity learning through continued reinforcement. Complacency is to be avoided, as it is a ma1or hurdle in improvements. Widely supported incremental improvement programs in every area of the organisation are a sure way of achieving this ob1ective. <t is believed that that getting &P improvement in all areas is better for the organisation than &KKP improvement in one area. Therefore small pro1ects initiated by the employees themselves , ta#en up in all areas give a boost and strength to this movement and also help in developing potential of the people. #ontin o s Improvement +:Ce%tives. <dentify Bew ChallengesJ)pportunities 5eview Strategic "lan *ollow(up 'ssessment
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2. Explain 3 ran on Q alit' in detail/ #ompare it 4ith Deming5s prin%iples o! Q alit'. -is T8M message is built around following &K steps3 Create awareness of the need and opportunity for quality improvement. Set goals for continuous improvement. 0uild an organisation to achieve goals by establishing a quality council, identifying and prioriti$ing the problems, selecting a pro1ect, appointing teams to ta#e responsibility of actions and choosing facilitators. Dive everyone training. Carry out pro1ects to solve problems. 5eport progress. Show recognition Communicate results 2eep a record of success. <ncorporate the annual improvements in the company+s regular systems and processes and thereby maintain momentum. #on%ept o! 3 ran !uran has felt that managing for quality requires the same attention that other functions obtain. !uran sees the trilogy as the #ey to success. Top management can follow this sequence 1ust as they would use one for financial budgeting, cost control, and profit improvement. *or any pro1ect, quality planning is used to create the process that will enable one to meet the desired goals. 8uality control is used to monitor and ad1ust the proc !uran defines 8uality as 9*itness for use or purpose:. <nstead of conformance to specifications in !uran+s Q alit' Trilog'. !uran+s 8uality Trilogy consists of quality planning, quality control, and quality improvement. 8uality "lanning provides a system that is capable of meeting quality standards. 8uality Control is used to determine when corrective action is required. 8uality <mprovement see#s better ways of doing things.

Q alit' 0lanning
<dentify who are the customers. etermine the needs of those customers. Translate those needs into our language. evelop a product that can respond to those needs. )ptimise the product features so as to meet our needs and customer needs. evelop a process which is able to produce the product. )ptimise the process. "rove that the process can produce the product under operating conditions with minimal inspection. Transfer the process to )perations.
Q alit' Improvement
Q alit' #ontrol
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Deming5s 0rin%iples on Q alit'. eming+s approach is revolutionary((not evolutionary. Throw out your old system of management((implement the &? points. Bot 1ust some of them, all of them. 'nd the points go far beyond what is considered to be quality control. They affect all areas of management. Deming5s 11 0oints. &. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide 1obs. 4. 'dopt the new philosophy. We are in a new economic age. Western management must awa#en to the challenge, must learn the irresponsibility+s, and ta#e on leadership for change. =. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. ?. End the practice of awarding business on the basis of price tag. <nstead, minimi$e total cost. Move toward a single supplier for any one item, on a long(term relationship of loyalty and trust. A. <mprove constantly and forever the system of production and service, to improve quality and productivity, and constantly decrease costs. E. <nstitute training on the 1ob. F. <nstitute leadership 6see "oint &47. The aim of supervision should be to help people and machines and gadgets to do a better 1ob. Supervision of management is in need of overhaul, as well as supervision of production wor#ers. G. rive out fear, so everyone may wor# effectively for the company, H. 0rea# down barriers between departments. "eople in research, design, sales, and production must wor# as a team, to foresee problems of production and in use that may be encountered. &K. Eliminate slogans, e.hortations, and targets of the wor# force as#ing for $ero defects and new levels of productivity. Such e.hortations only create adversarial relationships, as the bul# of the causes of low quality and low productivity belong to the system and thus fie beyond the power of the wor#force.
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&&. a. Eliminate wor# standards 6quotas7 on the factory floor. Substitute leadership. b. Eliminate management by ob1ective. Eliminate management by numbers, numerical goals. Substitute leadership. &4. a. 5emove barriers that rob the hourly wor#er of his right to pride of wor#manship. The responsibility of supervisors must change from numbers to quality. b. 5emove barriers that rob people in management and in engineering of their right to pride of wor#manship. This means abolishment of the annual or merit rating and of management by ob1ective. &=. <nstitute a vigorous program of education and self(improvement. &?. "ut everybody in the company to wor# to accomplish the transformation. 'ccording to eming+s Theory, ' production system in composed of many interacting sub systems. Management+s 1ob is to set the purpose for the system and to optimi$e the system. >ariation is an inherent part of any system. Common causes of variation account for GK(HKP of the total variationL assignable causes account for the rest. )nly management can address common causes of variation. 2nowledge is not possible without theory. E.perience alone does not establish a theory. Copying an e.ample of someone else+s success without understanding it with theory can lead to disaster. 0y practice of using only visible and measurable figures to 1udge performance, company creates another roadbloc# to implement eming+s approach. -e ac#nowledges the usefulness of figures, but states that focusing on the visible figures alone is quic# route to failure. The end of quarter or year panic leads the management to manipulate everything to get the right numbers. )ther important things li#e quality, research, education, are pushed aside by the numbers game. <t can be seen from the eming+s theory that he has thought out the matter in great depth and shows practical wisdom which can be used by the companies worldwide. 6. Explain Mal%om 7aldrige National Q alit' a4ard and E ropean Q alit' a4ard. Mal%olm 7aldrige National Q alit' A4ard. The Malcolm 0aldrige Bational 8uality 'ward is one of three global quality awards coveted by companies all over the world. While the award is largely /S(centric, the basic parameters for selection of companies have been adapted by several organisations across the globe to evaluate quality. The award has been instituted in the memory of Malcolm 0aldrige, who served as the /S secretary of commerce for seven years in the 5onald 5eagan administration. 0aldrige%s award( winning managerial e.cellence contributed to long(term improvement in the /S economy, and efficiency and effectiveness in the government. "rior to entering government service, he served as chairman and chief e.ecutive officer of Scovill <nc, where he is credited with leading its transformation from a financially troubled brass mill to a highly diversified manufacturer of consumer, housing and industrial goods. The award is traditionally presented by the president of the /nited States at a special ceremony in Washington, .C., to companies in five categories3 Manufacturing companies Service companies Small business -ealth care )rganisations
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Educational institutions. The eval ation %riteria. The award is based on an evaluation of companies on various parameters, for which a scoring system has been devised. These are3
1. <eadership 6&4A points73 The leadership category e.amines how an organisation+s senior leaders address values and performance e.pectations, as well as a focus on customers and other sta#eholders, empowerment, innovation, learning, and organisational directions. 'lso e.amined is how the organisation addresses its responsibilities to the public and supports its #ey communities. $. Strategi% planning 6GA points73 The strategic planning category e.amines the organisation+s strategy development process, including how it develops strategic ob1ectives, action plans, and related human resource plans. 'lso e.amined are how plans are deployed and how performance is trac#ed. ). # stomer and mar9et !o% s 6GA points73 The customer and mar#et focus category e.amines how the organisation determines requirements, e.pectations, and preferences of customers and mar#ets. 'lso e.amined is how it builds relationships with customers and determines their satisfaction. 1. In!ormation and anal'sis 6GA points73 The information and analysis category e.amines the organi$ation+s performance measurement system and how it analyses performance data and information. @. H man reso r%es 6GA points73 The human resource focus category e.amines how the organi$ation enables employees to develop and utilise their full potential, aligned with the organisation+s ob1ectives. 'lso e.amined are the organisation+s efforts to build and maintain a wor# environment and an employee support climate conducive to performance e.cellence, full participation, and personal and organi$ational growth. (. 0ro%ess management 6GA points73 The process management category e.amines the #ey aspects of the organisation+s process management, including customer(focused design, product and service delivery, support, and supplier and partnering processes involving all wor# units. 2. 7 siness res lts 6?AK points73 The business results category e.amines the organisation+s performance and improvement in #ey business areas (( customer satisfaction, product and service performance, financial and mar#etplace performance, human resource results, supplier and partner results, and operational performance. 'lso e.amined are performance levels relative to competitors.
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Mal%om 7aldrige A4ard #riteria Customer and Mar#et focused Strategy and action plans
4E
4 Strategic "lanning
A -uman 5esource *ocus
& ;eadership
F 0usiness 5esults
= Customer and Mar#et *ocus
E "rocess Management
? <nformation and 'nalysis
E ropean Q alit' A4ard. The European 8uality 'ward is Europe%s most prestigious 'ward for organisational E.cellence and is the top level of the E*8M ;evels of E.cellence. 4KK? mar#s the thirteenth running of the European 8uality 'ward. <t is open to every high performing organisation in Europe and focuses on recogni$ing E.cellence and providing detailed, independent feedbac# to all 'pplicants to help them on their continuing 1ourney to E.cellence. 'ward 'ssessors are all practicing senior managers or, in a few cases, academics who bring their years of e.perience and 1udgement to provide valuable feedbac# and the evidence on which the different levels of recognition are based. The European 8uality 'ward sits at the pinnacle of do$ens of regional and national quality awards and 'pplicants have often been successful in these before applying for European recognition. The award is presented annually to the organisations 1udged to be the most successful e.ponent of T8M in Europe. The winners are chosen from four categories3
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&. 4. =. ?. Whole companies )perational units of companies Small and medium si$ed companies "ublic sector organisations.
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There are four levels of recognition in each category available to 'pplicants for the European 8uality 'ward. They are shown below in descending order. A4ard *inner The European 8uality 'ward is presented annually to the organisation 1udged to be the best in each of the 'ward categories providing also they meet all the requirements set annually by the 'ward 1urors. 'ward winners are e.ceptional organisations ( they are European or global role models in their approaches and the results they achieve. 's these are e.ceptional organisations, the independent 1ury does not always identify an 'ward winner in each category, further increasing the prestige for those who reach this level. Every 'ward winner will be entitled to retain the trophy for a full year and at the end of this time receive a smaller replica. They are also entitled to use the European 8uality 'ward winner logo on letterheads, business cards, advertisements, etc. 0ri>e *inners "ri$es are presented annually to organisations that e.cel in one or more of the eight fundamental concepts of E.cellence. The new definition of "ri$es based on the fundamental concepts of the E*8M E.cellence Model was introduced for five of them for the fist time in 4KK=. Bow, in 4KK?, they are e.tending the recognition at "ri$e winner level to cover all of the fundamental concepts in each category in the following areas3 ;eadership and constancy of purpose Customer focus Corporate social responsibility "eople development and involvement 5esults orientation Management by processes and facts Continuous learning, innovation and improvement "artnership development These "ri$es will allow us to identify and celebrate more role models and should be readily understood by managers in general and the press. <t will be possible for an organisation to win more than one "ri$e, and for there to be more than one winner of a "ri$e where the 1ury decide there is more than one role model organisation.
*inalists
Each year, several *inalists may be declared in each category. *inalists are organisations that demonstrate a high degree of E.cellence in the management of quality as their fundamental process for continuous improvement. *inalists receive a framed certificate and are also entitled to use the European 8uality 'ward *inalist logo on letterheads, business cards, advertisements etc. Re%ognised !or Ex%ellen%e
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'll 'pplicants for the 'ward are as#ed if they are interested in being recognised at this level which is the middle level of E*8M ;evels of E.cellence. Those who achieve a score in e.cess of ?KK points after site visit are recognised for E.cellence. This indicates that the organisation is well managed and aspires to achieve role model status. The European 8uality award is used as a self assessment tool. <t has nine elements that have been identified as the #ey components of business e.cellence3 "eople Management &KP "eople Satisfaction HP 0usiness 5esults &AP
;eadership &KP
"olicy N Strategy &KP
"rocesses &KP
Customer Satisfaction &KP
5esources &KP
<mpact on Society EP
Enablers AKP
5esults AKP
,. Explain the role o! environmental management s'stem in TQM Environment Environment is defined as %surroundings in which an )rganisation operates including air, water, land, natural resources, flora, fauna, humans and their interrelation. Surroundings in this conte.t e.tend from within individual households to organisations and then to the entire global system. 2eeping the environment fit for living is the duty of every citi$en and )rganisation, because a clean environment enhances the %quality of life% of all species on the earth. There is an increasing awareness by individuals and organisations to achieve and demonstrate sound environmental performance by controlling the impact of their activities on the environment. #a ses o! environmental degradation There are many causes that have contributed for the degradation in the environment. Some of them are population increase, o$one depletion, global warming, air pollution, water pollution and ecosystem disturbance. 0op lation in%rease The World population is increasing rapidly. Current population is around E billion and will increase to &4 to &A billion by year 4&KK. There will be great demands on resources such as space, water and food. There will be serious pollution problems as a result of population growth. +>one depletion
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C*C%s and other gases are responsible for attac#ing and reducing the thin layer of high(level of o$one &A #m up in the troposphere. )$one, the three atom form of o.ygen is destroyed by the C*C%s and other similar chemicals which release chlorine when e.posed to sun light. The chlorine then attac#s the o$one converting it into o.ygen. uring turbulence at this height the o$one thins out, creating a hole which allows ultra violet light from the sun to the surface of the earth. /ltra violet radiation has widespread effects on human health, crops, photo synthesis and ecosystems. 8lo:al *arming The mean temperature on the earth over the past &?K years has gone up by about K.A degrees Celsius. The green house gases that contribute to the global warming are as follows3 Air 0oll tion 'ir pollution is caused by several factors. Some of the ma1or causes of air pollution are ( smog, emissions from vehicle e.hausts, release of hydrocarbons from industries. Bitrogen dio.ide, Carbon mono.ide, solvents and comple. hydrocarbons cause air pollution. Many different concerns manifest themselves as %acid rain%. 'cid rain, particularly caused by sulfur(dio.ide causes e.tensive damage to ecosystems. ;ow level o$one generation from the release of hydrocarbons from industry and vehicles is a problem, particularly during summer when sunlight creates a photochemical smog. 'ir pollution is cause for many disorders li#e asthma, bronchitis, eye infections and headaches. *ater 0oll tion Water pollution is caused by nitrates from agricultural operations, discharges from factories either directly or through water treatment plants, sewage discharges, spillage of chemicals, run(off from mining and quarrying operations and ground water contamination due to landfill sites. Classification scheme for river and canal water is as follows3 E%os'stem Degradation <n pursuit of industrialisation, large scale destruction of geographical regions is causing massive degradation of the ecosystem. <nadequate planning and poor management of the resources are resulting in destruction of rain forests and upland regions. E.ploitation of forests for wood 6as industrial raw material, fuel and construction material7, mineral e.traction and construction of dams for irrigation and power generation are creating imbalance in the ecosystem. Environmental %on%erns Managements of 0usiness organisations are under constant pressure from various groups li#e ;egislation, Customers, Mar#ets, <nsurance, "ublic and Media to achieve and demonstrate sound environmental performance. <egislation )rganisations need to adhere to the statutory and regulatory requirements applicable to the country to be in business. There is no equal pressure in all the countries. <n developed and advanced countries, the legislation for protection of environment has become a high priority. Environmental regulatory bodies, li#e the "ollution Control 0oard play, a significant role in the implementation and monitoring of the legislative requirements. # stomers <ndividual customers and corporate customers would li#e to purchase products from manufacturers who are committed to environmental protection. Eco(;abel award or certification to <S) &?KKK EMS standards provides confidence to the customers that the suppliers are committed to environmental protection and improvement. Mar9et Trends Environmental issues have influenced the consumption patterns of many products. Manufacturers need to study the mar#et trends to prepare the business plans. Some e.amples of this changing trend are @ /sage pattern of pesticides, refrigerants and solvents @ 5eduction in the use of solvents due to water based alternatives
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@ 'lternatives to wood being developed @ /sage of sodium he.afluoride as insulating gas under threat
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Ins ran%e <nsurance companies are creating pressure on the industry to institute an EMS by providing tailored insurance policies than general policies. "ollution liability is restricted to sudden and accidental and no cover for gradual pollution incidents. S dden and a%%idental (0hopal, Chernobyl etc., 8rad al " Disposal o! toxi% 4aste :' : rial ( ;ea#age of pipes, tan#s or pits ( ischarge into streams or rivers ( 5elease of fumes into atmosphere 0 :li% and Media "ublic consisting of local residents, organisation%s wor#force, investors and insurers, customers and environmental interest groups li#e Dreenpeace and *riends of the Earth are creating awareness on environmental issues. Wide usage of the <nternet and government regulations will lead organisations to provide information on the environmental performance. Environmental Management S'stems " Need )rganisations of all #inds are increasingly concerned to achieve and demonstrate sound environmental performance by controlling the impact of their activities, products and services on the environment ta#ing into consideration their environmental policy and ob1ectives. The Environmental Management System of an organisation is e.pected to meet the following needs3 Meet the regulatory, and legislative requirements 1.<mprove the control of the environmental impact $."rovide confidence to the customers that the products and services are manufactured with the aim of reducing the negative impact on the environment ).Suitably accommodate changing mar#et trends and gain competitive edge 1.5educe the costs associated with environmental liabilities and <nsurance 8ain p :li% and media s pport Environmental Management S'stems " S%ope The Environmental Management System enables an )rganisation to formulate policy and ob1ectives ta#ing into consideration legislative requirements and significant environmental impacts and specifies the environmental performance criteria. The scope of the Environmental Management System of an organisation consists of 3 Q <mplement. Maintain and improve EMS. Q Conformance to the stated policies and ob1ectives. Q emonstrate conformance to the EMS through certification. Environment Management System of an organisation shall consider the following issues3 Q <mprovement to the 8uality of life Q 0enefits to society Q Commitment to the future generations Q Minimi$ations of environment ris# Q "revention of pollution Q Environment care and continuous improvements Q Save resources Environmental Management S'stems " 7ene!its
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Environmental Management System benefits the organisation as well as the society. Significant benefits of the EMS are
G Ass ran%e o! poli%' implementation. ( *orces organisations to lin# policy to ob1ectives and targets. ( "olicy lin#ed to operations and activities. ( Management involvement. ( Compliance with the regulatory requirements. ( Continuous environmental improvement. ( Spot and correct potential problems. G Te%hnolog' tie" ps. ( Multi(national companies 6MBCs7 would li#e to provide technology to companies which have implemented EMS. Q 0enefits to sta#eholders(employees, customers, society, government and interested parties. Q 5eduction in costs. ( 5eduction in e.penditure on raw materials. ( Savings from waste reduction or elimination. ( ecrease in costs of waste disposal. ( 5eduction of insurance costs and elimination of penalties. Be' elements o! Environment Management S'stems.
Environmental policy R evelop a statement of your plant+s commitment to the environment. /se this policy as a framewor# for planning and action. The policy is a direct reflection of the fundamental values of the organi$ation. Environmental aspects R <dentify environmental attributes of your products, activities and services. etermine those that could have significant impacts on the environment.
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;egal and other requirements R <dentify and ensure access to relevant laws and regulations, as well as other requirements to which your plant adheres. )b1ectives and targets R Establish environmental goals for your plant, in line with your policy, environmental impacts, the views of interested parties and other factors. Environmental management program R "lan actions necessary to achieve your ob1ectives and targets. Structure and responsibility R Establish roles and responsibilities for environmental management and provide appropriate resources. Training, awareness and competence R Ensure that your plant+s employees are trained and capable of carrying out their environmental responsibilities. Communication R Establish processes for internal and e.ternal communications on environmental management issues. EMS documentation R Maintain information on your plant+s EMS and related documents. ocument control R Ensure effective management of procedures and other system documents. )perational control R <dentify, plan and manage your plant+s operations and activities in line with your plant+s policy, ob1ectives and targets. Emergency preparedness and response R <dentify potential emergencies and develop procedures for preventing and responding to them. Monitoring and measurement R Monitor #ey activities and trac# performance. Conduct periodic assessments of compliance with legal requirements. Bonconformance and corrective and preventive action R <dentify and correct problems and prevent their recurrence. 5ecords R Maintain and manage records of EMS performance. EMS audit R "eriodically verify that your plant+s EMS is operating as intended. Management review R "eriodically review your plant+s EMS with an eye to continual improvement. #on%l sion. 'ny T8M model e.pects that organisation is socially responsible, fulfilling the environment management systems as per <S) &?KK& any organisation demonstrate their concern for the environment.
1-. Explain the role o! HR promoting TQM in an organisation.

T8M is primarily an organi$ational strategy considered as a change programme to achieve e.cellence and therefore -5 has an important role to play in designing the interventions to prepare the people and the organi$ations for the desired change.
The role of the -5 epartment in improving quality can be considerable. 0roadly, it can3

'ssist in the formulation of the firm%s strategic direction and needs. <dentify the human resource philosophies or culture consistent with the business needs. evelop and implement policies and activities consistent with the culture. Ensure that the quality improvement process is consistent with the other human resource activities.
The -5 department can play a significant role in the change process by establishing a specific programme that is responsible for dealing with the change. This programme can involve 3
Establishing a senior -5 council and e.ecutive operating committee
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Baming a ma1or initiative that rallies all employees to the change eveloping a leadership programme that ensures that the change clearly includes the top management S a senior management development programmeT.
'dditionally, within the -5 department there can be further division of roles and responsibilities. This often involves clarifying the relationship between the corporate(level -5 department and the business unit ( level departments. Ta#ing a proactive stance, the corporate(level department can &=3

'ssist senior managers in formulating change 0ecome a model of change evelop and guide divisional human resource departments Change organisational structure Serve as a clearinghouse Serve as trainer for other -5 staff o benchmar# analysis evelop -5<S S-uman 5esource <nformation SystemT capacity 'udit competencies
Development o! Total Q alit' 0eople. The first pillar of T8M is internal customer satisfaction. "eople involved in each process have to treat those ne.t in the process as their customer. <n addition to the e.ternal customer, every activity in the factory has an internal customer. The service to the internal customer is the one which will help gear up the organi$ation to deliver finally the required service to the customer. *or e.ample if Mar#eting dept. deals with e.ternal customer, its commitments are to be bac#ed up by other departments for whom the mar#eting dept. itself becomes a customer. Therefore, all the departments and the people are to be oriented towards achieving total quality and the attitude of C -elp us to help you better C must be developed on the philosophy of internal customers. -ere lies the importance of -5 in developing total quality people i.e. people with positive attitude, values in consonance with organi$ational mission and change the mindset so that the foundation becomes very strong. The -5 effort should be to bring inJfoster real spirit of T8M i.e. spirit of reciprocity in interactions and not merely the mechanics of it. The -5 initiative in T8M activity should be oriented to demonstrate the efficacy of Win(Win relationships as contrasted to Win(;ose or ;ose(;ose relationships and thereby enabling effective spirit of team wor#. Training -5 has also to underta#e intensive training of personnel in understanding the application of T8M methods N its tools. <n !apan, this part of applying T8M methods N tools are very much wide spread N people at all levels starting from top to bottom are very much conversant with this and apply in all spheres of their activity. -5 initiatives in this conte.t have to address in training of personnel in becoming Cdata minded than opinion mindedC. The mindset of C What is wrongC than C Who is wrongC to be generated N built up. Though it is a formidable tas#, -5 has to trigger this thin#ing in an organi$ation to realise thought revolution of T8M dimension. Emplo'ee Involvement. *urther, -5 has to initiate employee involvement in T8M activity. /ltimately, quality is physically produced by the operator on the shop floor. <t is therefore very important that he understands the quality requirements of his 1ob. This is possible provided his involvement in the 1ob is very high and he is a very committed and empowered wor#er. <t is in this conte.t that
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!apanese have introduced 8uality Circles which have generated high level of commitment of wor#ers and finally helped !apan to become as world leader in the business. 8uality circles are based on the fundamental principles of collaboration, involvement N empowerment. -5 has to facilitate the culture of team wor# either in the form of 8uality Circles, 8uality Teams, Tas# force, C*T, Suggestion schemes or any such others innovative employee involvement schemes for T8M activity. Ed %ation and %omm ni%ation. Companies place great emphasis on this, through a variety of vehicles , videos, briefing, maga$ines, newsletters, notice , boards, story boards and so on, so as to promulgate and reinforce the quality message. -owever its inadequate for senior management to e.press their commitment solely through communicating vision and mission statements. Re%r itment and Sele%tion. T8M has an effect on selection procedures. Some companies have sophisticated recruitment and selection techniques, including psychometric and aptitude tests and assessment centers to identify team wor#ers or problem solvers appropriate to quality culture. Appraisal. "erformance appraisal is seen playing an important role as a tool to communicate to managers whether quality standards are being met, given the importance of the customer evaluation of managerial performance in the overall appraisal. #omm ni%ation and re%ognition. "lacing so much emphasis on training requires that the company communicate regularly with employees about the developmental opportunities being offered. These are more than 1ust communication vehicles. They serve as a means of wor#er recognition, which the company ta#es seriously. )ther ways of recogni$ing employees include3 5ecognition ayR'n annual celebration at each location in which individual employees and teams are recogni$ed publicly for their accomplishments <ncentive 5ecognition 'wardsR'n annual monetary award for e.cellence above and beyond normal 1ob duties Seniority 5ecognition "rogramR' program in which every employee receives a card and small gift on the anniversary of his or her date of hire. <a:or relations. )ne of the distinctive features of human resources program is that the program ma#es no distinctions between e.empt and none.empt employees. The organi$ation surveys union members about their opinions right along with salaried employees. /nion members participate in the employee(suggestion program, and they can attend the *ront(;ine ;eadership Training regardless of whether or not they have any supervisory responsibility. 3o: design. Employees are more li#ely to show commitment when 1obs are meaningful and involve significant responsibility and where employees are able to get direct feedbac# on their performance. T8M emphasis on fle.ibility and teamwor# may also require a move away from detailed fi.ed 1ob descriptions. *inally -5 has to create T8M mindset by focusing following three main orientations3( &7 The customer orientation 47 The process orientation =7 The people orientation.
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There are !ive phases o! HR intervention !or TQM. ;orm lation. -r professional could play a role in shaping T8M initiatives at the formulation stage. They may be able to play a creative role in terms of philosophy behind T8M and its degree of interaction with current organisational practice and ethics. E.ample3 &. "reparing and synthesi$ing reports from other organisations that have e.perience of T8M 4. 'ssisting with choices about T8M approaches. =. esigning and delivering senior management development courses that create the right climate for T8M. Implementation Stage. 't this stage, -5 professionals can play a facilitating role in ensuring the T8M is introduced in most appropriate way. The following activities may be underta#en3 &. Training of middle managers and supervisors in how to develop T8M process within staff 4. Training facilitators mentors and team members in interpersonal s#ills and how to manage T8M =. Coaching managers on behaviour ?. esigning communication events to publici$e T8M. Maintenan%e Stage. -aving shaped and implemented the T8M initiative, -5 personal function can play an effective part in attempting to maintain and reinforce its position within the organisation. <nterventions in the third area are designed to ensure T8M continue to attract a high profile and does not lose impetus. Contribution can be in following areas3 &. <ntroducing or upgrading the T8M component with induction courses. 4. Ensuring that training in tools, techniques, systems and processes continues to be provided within the organisation. =. assisting quality improvement teams ?. Ensuring the methods of rewarding success are established. Revie4 Stage. -5 may also be able to ma#e contribution to T8M at the review level either on regular basis or part of ongoing procedure for evaluating progress. Such intervention could include3 &. Contributing to leading the preparation of annual T8M reports. 4. 'ssuring effectiveness of T8M infrastructure =. "reparing and administrating employee attitude surveys on T8M Appli%ation Stage. *inally and to some e.tent in con1unction with each of these stages, -5 function can apply to T8M to review their own activities along the lines of the underta#en by the internal contractors as analysed earlier. The precise list of practices depends on organisation and function involved. Some of them may be3 &. "reparing offer and contract letters within a specified time.
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4. 'dvising staff on their terms and condition of employment =. Evaluating Training provision on annual basis. ?. Continual review of its activities using the people related criteria in E*8M model and M0B8'.

TQM &amp; HR

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TQM AND HR III Semester Assignment TQM and HR INDEX

1. Explain the vario s levels o! SEI"#MM in detail.

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+ptimi>ing ?@A Managed ?1A De!ined ?)A

Repeata:le ?$A Initial ?1A

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=nderstanding the managed mat rit' levels.

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Control chart with special causes The 9e' pro%ess area.

So!t4are & alit' management Q antitative pro%ess management

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Word of mouth communications

8ap1. 7et4een % stomer expe%tation and management per%eption o! % stomer expe%tations

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Management perception of customer e.pectation

Management perception of customer e.pectation

Service 8uality Specifications

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Service quality Specification

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Dap & Dap =

E.ternal Communication to customer

Service 8uality Specs Service "rovider

Dap 4 Management perception of customer E.pectations

Dimension % stomers se RE<IA7I<ITD elivering on promises

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TAN8I7<ES 5epresenting the service physically

The physical representations or images of your service

EM0ATHD Treating customers as individuals

The caring individualised attention you provide your customers

RES0+NSIEENESS 0eing willing to help

Iour willingness to help customers and to provide prompt service

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2.) 2.).1 2.).$

2.).2 2.1 2.1.1

#hanges 0 r%hasing 0 r%hasing pro%ess

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0 r%hasing in!ormation Eeri!i%ation o! p r%hased prod %t

Ealidation o! pro%ess o! prod %tion and servi%e provision

Identi!i%ation and tra%ea:ilit'

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#ontrol and monitoring o! devi%es

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(. *hat are the vario s : ilding :lo%9s o! TQM/

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Q alit' in Dail' *or9

Strategi% Q alit' planning.

The goals of the organi$ation

-ow to e.ecute annual plans

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A -uman 5esource *ocus

= Customer and Mar#et *ocus

? <nformation and 'nalysis

TQM & HR

TQM & HR