CONTENTS

I
. PRELI
M
NATUREOFTOTALQUALI
TYMANAGEMENT
TOTALQUALI
TYMANAGEMENTGURUS&THEI
RCONTRI
BUTI
ON
DI
MENTI
ONOFQUALI
TY
I
I. MI
DTERMS
LEANOPERATI
ONSYTEM
PROJECTMANAGEMENT
DESI
GNFORQUALI
TYANDPRODUCTI
ONEXCELLENCE
GOODSANDSERVI
CEDESI
GN
PROCESSSELECTI
ON
I
II
. FI
NALS
FACI
LITYANDWORKDESI
GN
FORECASTI
NGANDDEMANDPLANNI
NG
I
V. ACTI
VITY
ACTI
VITY1TOTALQUALI
TYMANAGEMENT(
TQM)
PRELI
M
MI
DTERMS
.
.

.
.
|
@
FI
NALS
ACTI
VITY
 Jay
veeJ.Begat
a
BSA1E

Foryourf
ir
stassi
gnmentbef
oreourdi
scussi
oni
nOper
ati
onsManagementandTQM,
Iwanty
ou
toanswerthef
oll
owi
ng:

1.Whati
soper
ati
onsmanagament
?

ANSWER: Operationsmanagement  
istheadmini
strati
onofbusinesspract
icestocreat
et he
hi
ghestlev
el ofeffi
ciencypossi
blewit
hinanorgani
zation.I
tisconcer
nedwi thconv
erti
ng
mater
ial
sandl aborintogoodsandser vi
cesaseffi
cientl
yaspossibl
etomax i
mizetheprofi
t
ofanorganizati
on.

2.Whati
sTQM?

ANSWER: Totalquali
tymanagement (TQM)isthecontinualprocessofdetect
ingand
reducingoreli
mi nati
ngerror
sinmanuf act
uri
ng,st
reaml i
ningsupplychai
nmanagement ,
i
mpr ov i
ngthecust omerexperi
ence,
andensur i
ngthatempl oyeesareuptospeedwith
trai
ning.

3.Whatar
ethechar
act
eri
sti
csofTQM?

ANSWER:8Ch
ara
cte
ri
st
ic
sofTQM

1.
Cus
tome
rFoc
use
d

Qual
i
tybegi
nsandendswi
tht
hecust
omer
.

Thecust
omerdi
ctat
eswhatt
hef
ocuswi
l
lbeaswel
last
heappr
oacht
oachi
evi
ngt
hoser
esul
ts.

Butmostimpor tantl
yt hecust
omerdet er
minesiftheef
fort
sweresuccessf
ul.
Fori
nst
ance,
organi
zati
ons soli
citfeedbackfr
om customers 
aboutproduct
sandservi
ces.Usewhati
slear
ned
fr
om thatfeedbackt oimprovetheproductorserv
ice.

2.
Inv
olv
edEmpl
oye
es

Or
gani
zat
ionst
hatmanagewi
thTQM under
standt
hei
mpor
tanceofempl
oyeei
nvol
vement
.

Thesef
ront
-l
inemember
soft
het
eam of
tenhol
dtheanswer
stosol
vi
ngpr
obl
emsandi
mpr
ovi
ng
howworkgetsdone.

Whomor
ethant
heper
sonont
hel
i
net
orecogni
zewhensomet
hingi
snotwor
king.

Forinstance,i
ntheserv
iceindust
ry,
employ
eesar
etheoneswhoint
eractwi
thcust
omer
sandhear
real
-ti
mef eedback.
Useempl oyeestohelpident
if
yareastoi
mprovef
ort
hecustomer
.
3.
Proc
essOr
ie
nte
d

Every
thi
nghasaprocess.Whethert
hepr
ocesst
ohi
reempl
oyeesorapr
ocesst
omakeacake–
ther
earest
epsthatl
eadt heway.

TQM organi
zat
ionsst
udystepsi
naprocess,
fine-
tunet
hosest
eps,
andwor
ktoel
i
minat
e
unnecessar
yst
epsthatcansavet
imeandmoney .

Forinst
ance,
use qual
it
ytool
s t
ocreateav i
sualfori
nter
nalpr
ocesses.Lookatt
hest
epsi
nthe
processandworktoreduceoreli
minateunnecessar
ysteps.

4.
Mut
ual
l
yDe
pende
ntSy
ste
ms

Mostorgani
zati
onshav
eseveral
depart
ment
sorar
easofexper
ti
sebutal
lhav
esy
stemst
hat
suppor
tthefi
naldel
i
veryoft
heproduct
.

Or
ganizat
ionst
hatmanagewi
thTQM i
ntegr
atet
hesei
nter
nal
syst
emst
ocr
eat
easeaml
ess
pr
ocess. 

Thi
sisdonebycr
eat
ingacul
tur
ethatunder
standsandv
alueshowqual
i
tyi
sdet
ermi
nedandhow
i
tisachi
eved.

Forinst
ance,cr
eatet
rai
ningf
oral
lempl
oyeesthatteaches 
qual
i
tyconcept
s andr
einf
orceswhy
theyarether
e–t hev
isi
onandmissi
onoftheorganizat
ion.

5.
Str
ate
gicAppr
oac
h

Busi
nessest
hatoper
ateunderaTQM model
,usest
rat
egyt
ohel
pachi
eve 
missi
onandv
isi
on.

Theydevel
opa 
str
ategi
cpl
an 
anduset
hatast
hecor
ner
stonef
ori
tsqual
i
tyef
for
tsandal
l
deci
sionmaki
ng.

I
nvestthet
imetocr
eat
eami
ssi
onandv
isi
onst
atementanduset
hatt
ogui
det
hedev
elopmentof
astr
ategi
cplan.

6.
Cont
i
nuousI
mpr
ove
ment

Cont
inuousimprovementishoworgani
zationsgetbet
teratwhatt
heydobywor
kingt
oimpr
ove
pr
ocessesthatcreat
eproductsandser
vices.

Theseconst
anteff
ort
shelpt
oensur
etheor
gani
zat
ionr
emai
nscompet
it
iveandmeet
sthe
expect
ati
onsofkeyst
akehol
der
s.

Makei
tpar
tofdai
l
ypr
act
icet
opayat
tent
iont
ohowwor
kget
sdoneandcont
inuousl
ylookf
or
way
stoi
mpr
oveev
ent
hemosti
nsi
gni
fi
cantt
asks.

7.
Dat
a-Dr
iv
enDe
cis
ions
 

Datadri
vesdecisi
onsi
nTQM or
gani
zat
ions.Dat
aiscol
l
ect
ed,
anal
yzed,
andusedt
oimpr
ove
i
nternal
operat
ions.

Al
ldeci
sionsar
ebasedont
hecont
inuouscol
l
ect
ionofbusi
nessdat
a.

BusinessDataisdet
ermi
nedbyt
hei
dent
if
icat
ionofkeysuccessmeasur
es.I
tist
hosemeasur
es
thatdri
vedecisi
ons.

Spendsometi
meident
ifyi
ngthe 
cri
ti
calsuccessfact
ors 
fory
ouror
gani
zat
ionandcr
eat
ea
processt
ocol
l
ectandreportdat
aonthosef act
ors.

8.
Eff
ect
i
veCommuni
cat
i
ons

Communi
cat
ingi
sapr
ior
it
yinor
gani
zat
ionst
hatst
ri
vet
oimpr
ove.

Empl
oyeesandcust
omer
sar
epr
ovi
dedwi
thongoi
ngcommuni
cat
ionandi
nter
act
ionwi
tht
he
or
gani
zati
on.

Ther
earest
rat
egi
esthatdr
ivecommunicat
ionandempl
oyeesar
epr
ovi
dedi
nfor
mat
ionabout
i
nter
nal
changesast
heybecomeavai
lable.

Cr
eateacommuni
cat
ionst
rat
egyandconst
ant
lyl
ookf
orway
stocommuni
cat
ewi
thal
lkey
st
akehol
der
s.