Module 3

Presented by
Dr. Arun Jacob
Asst. Professor
Mechanical Engg. Dept.
MESITAM
Chathannoor

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 Syllabus
Human dimensions of TQM – Top management
commitment- Leadership for TQM- Change management-
resources for quality activities - training for quality –
Employee involvement, motivation empowerment-
teamwork- self managing teams - role of the quality director

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 Human Dimensions of TQM
❖ This is a 8 dimensions of total quality management.
❖ This is a eight stage process.
❖ The stages in this process are
❖ Perceived quality,
❖ Aesthetics quality,
❖ Serviceability quality,
❖ Conformance quality,
❖ Durability quality,
❖ Reliability quality,
❖ Features quality,
❖ Performance quality

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 Top Management Commitment
❖ Top management needs to take accountability for the
effectiveness of the management system.
❖ In other words, top management needs to lead by example.
❖ The team needs to understand the internal and external issues
that impact the organization.
❖ Top management facilitates employee empowerment and
improved levels of job satisfaction through its leadership and
commitment to the Total Quality Management (TQM) goal of
customer satisfaction by creating an organizational climate that
emphasizes total quality and customer satisfaction.
❖ Top-level management consists of several common positions:
Chief Executive Officer (CEO) Chief Financial Officer (CFO)
Chief Operating Officer (COO)
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 Leadership for TQM
❖ Total quality management (TQM) leadership refers to top
managers of an organization responsible for implementing a
system to improve customer satisfaction.
❖ Leader is a person who inspires, by appropriate means,
sufficient competence to influence a group of individuals to
become willing followers in the achievement of organizational
goals.
❖ Leadership is the ability to continuously influence a team of
individuals and encompasses many important traits.
❖ While management is the overall direction and oversight of the
work activities of a team, leadership focuses on the ongoing
motivation, engagement and productivity of a team.

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 Change Management
❖ Change management is defined as the methods and manners in
which a company describes and implements change within
both its internal and external processes.

❖ 5 Steps in the Change Management Process

❖ Prepare the Organization for Change. ...
❖ Craft a Vision and Plan for Change. ...
❖ Implement the Changes. ...
❖ Embed Changes Within Company Culture and Practices. ...
❖ Review Progress and Analyze Results.

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 Change Management
❖ Principles of change management?

❖ Successful change management relies on four core principles:

❖ Understand Change.
❖ Plan Change.
❖ Implement Change.
❖ Communicate Change.

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 How to Implement Change Management
1. Define the change.
2. Select the change management team.
3. Identify management sponsorship and secure commitment.
4. Develop implementation plan including metrics.
5. Implement the change—in stages, if possible.
6. Collect and analyze data.
7. Quantify gaps and understand resistance.
8. Modify the plan as needed and loop back to the
implementation step.

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 Resources for Quality Activities
❖ Pillars of Total Quality Management

❖ The eight principles of TQM are

❖ Customer focus,
❖ Employee involvement,
❖ Integrated system,
❖ Process-centric approach,
❖ Systematic flow,
❖ Continual efforts,
❖ Fact-based decision-making,
❖ Relationship management.

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 Training for Quality
❖ Quality assurance training helps employees better understand
quality assurance activities and improve processes that ensure
the final product or service meets set quality standards which
lead to customer satisfaction and loyalty.
❖Types of Training – 5 Main Types:
❖Orientation Training,
❖Job Training,
❖Craft Training,
❖Internship Training
❖Retraining.

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 Employee Involvement
❖ TQM proclaims that employees should be given the opportunity to
self-manage, be empowered to make important decisions, and be
treated in such a way that they might be confident and feel respected
in the workplace.
❖The direct participation of staff to help an organization fulfill its
mission and meet its objectives by applying their own ideas,
expertise, and efforts towards solving problems and making
decisions.
❖4 aspects of employee involvement
❖ Enablement,
❖ Energy,
❖ Empowerment,
❖ Encouragement.
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 Employee Involvement
❖Why is employee involvement important in total quality
management?
❖Employee involvement gives employees a sense of
belonging to the organization. As a result, they become
more dependable. They accept greater responsibility for
their work and achieve better results. This increases the
possibilities for creative thinking and problem-solving in
the workplace.

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 Motivation
❖It is the process of stimulating people to actions to
accomplish the goals.
❖In the work goal context the psychological factors
stimulating the people's behaviour can be - desire for
money, success or recognition.

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 Empowerment
❖ Employee empowerment is operationalized by
encouraging employees to respond to quality-related
problems and giving them the resources and authority to
do so.
❖Employee empowerment is defined as the ways in which
organizations provide their employees with a certain
degree of autonomy and control in their day-to-day
activities.

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 Teamwork
❖A team is defined as a group of people working together to
achieve common objectives or goals.
❖Teamwork is the cumulative actions of the team during
which each member of the team subordinates his
individual interests and opinions to fulfill the objectives or
goals of the group.
❖ Benefits of Team work
❖ Teamwork increases efficiency

❖ Team work generates new ideas

❖ Teamwork increases learning opportunities

❖ Stronger working relationships

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 Types of Teams
1. Process improvement team
❖The members of a process improvement team represent each
operation of the process (or) subprocess.
❖Usually the scope of the team’s activity is limited to particular
work unit.
❖A team of about six to ten members will come from the work
unit
2. Cross functional team
❖ A team of about six to ten members will be included from different
functional areas such as engineering, marketing, accounting,
production, quality, and human resources and also the customer and
supplier.
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 Types of Teams
3. Natural work team
❖ This type of team is not voluntary - it is composed of all the
members of the work unit.
❖ It differs from quality circles because a manager is part of the team
and the projects to be improved are selected by management.
4. Self-directed, self-managed work teams
❖ They are the extension of natural work teams without the supervisor.
There is a team coordinator to liaison with senior management.
❖ The team meets daily to plan their activities and decisions are usually
by consensus.
❖ Additional responsibilities are: hiring/dismissal, performance
evaluation customer relations, supplier relations, recognition/reward,
and training.
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 Characteristics of Successful Teams
1. Sponsor.
2. Team charter.
3. Team composition
4. Training
5. Ground rules.
6. Clear objectives
7. Accountability
8. Well-defined decision procedures
9. Resources
10. Trust
11. Effective problem solving.
12. Open communication
13. Appropriate leadership.
14. Balanced participation
15. Cohesiveness.
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 Barriers to Team Success
1. Team conflict is inevitable in a team. It requires careful approach.
In fact, to achieve synergistic solutions, a variety of ideas and
approaches are necessary. These are the ingredients for conflict.
2. Sometimes team members try to establish their personal identity.
3. Poorly trained team members may not be able to understand and
work effectively as a part of the team.
4. Performance appraisal, recognition and reward are individualized
in most of the cases; this will hamper the team progress.
5. Poor empowerment of employees is a major resistance to team
success.
6. Lack of management support, union support and team planning and
prevents team progress.
7. Sometimes the goal itself becomes a barrier when it is not clearly
defined.
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 Barriers to Team Success
8. Not having the mindset among members to take actions only when
everyone agrees with every decision.
9. Lack of planning.
10. Too large project scope.

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 Self Managing Teams
❖ A self-managed team, also called a self-managing team, is a group of
employees within organization who share the responsibility of
planning and executing their work, without the supervision of a
manager.
❖ Under this model team members take ownership of their workflow,
processes, schedule and roles.
❖ Self-managed teams are powerful weapons for management.
❖ It reduces the burden of supervision of superiors.

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 Benefits of Self Managing Teams
❖ Employees can develop new skills
❖ Increased productivity
❖ Employees become more motivated
❖ Cost effective (Lower overhead and maintenance costs)
❖ Enhanced innovation
❖ Greater independence
❖ Reduced pressure on managers
❖ Reduced barriers to work
❖ Greater ability to respond to complexity
❖ Employees may find more opportunities for personal and
professional growth

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Drawbacks/ problems associated with self-managed team
❖ Self-managed teams work best when they are small. Teams don't
work well when there are too many people.
❖ Lag time in achieving results
❖ Short term loss of productivity
❖ Toxic group dynamics
❖ Team members must have the drive and discipline to take on the
necessary work without much direction.
❖ Differences in work styles
❖ Despite self-managed teams being to decentralized leadership there's
always the risk that individuals dominate within the group and end
up in issues.
❖ Training requirements

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 Role of the Quality Director
❖ A quality director ensures that the organizations products and
services are compliance with the company s quality requirements, in
addition to complying with Customer and regulatory requirements
for quality safety, and reliability.

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 Duties and Responsibilities of Quality Director
❖ Director of quality is responsible for the development
implementation, and strict adherence to a quality program.
❖ Director of quality develops and/or reviews standards policies, and
procedures for all functions and departments involved with or related
to the production of all products.
❖ Director of quality reviews and resolves quality control
problems/concerns with the Quality Control Manager and others
including vendors, customers, quality control personnel, and any
personnel related to production.
❖ Director of quality periodically inspects completed quality control
checklists, forms, and other documents;
❖ Director of quality randomly inspects and verifies quality control
checks for conformance to prescribed standards.
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 Duties and Responsibilities of Quality Director
❖ Director of quality schedules and performs quality audits and
report’s findings to the top management.
❖ 7. Director of quality receives and reviews all customer satisfaction
surveys and customer contacts and complaints.

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 Characteristics of Quality Director
1. Professional Competence
2. Belief in High Achievement
3. Creativity
4. Analytical Skills
5. Decisive: Quality managers are quite decisive
6. Excellent Communication Skills
7. Leading from the Front
8. Openness
9. High Integrity
10. Team-based Approach

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 THANK YOU

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