Total Quality Management TQM

Total Quality Management - TQM

The quality journey continues..
Dr
Author: Rhys Rowland-Jones
Standards in Action
www.bsieducation.org/standardsinaction
Session Plan
Introduction to concepts of TQM Standards and TQM TQM Reasons for failure Measurement of Quality
Standards in Action
Total Quality Management

TQM is a philosophy which applies equally to all parts of the organization. TQM can e !iewed as an e"tension of the traditional approach to quality. TQM places the customer at the forefront of quality decision ma#ing. $reater emphasis on the roles and responsi ilities of e!ery mem er of staff within an organization to influence quality. %ll staff are empowered.
Standards in Action
Total Quality Management

&oing things right'..
'.(IRST time.
Standards in Action
Interneti" )*++,-
.ritish Standards on TQM

BS 7850-1:1992 Total quality management. Guide to management principles. BS 7850-2:1994, ISO 9004-4:1993 Total quality management. Guidelines for quality improvement.
Standards in Action
/lements of TQM
0eadership
Top management !ision1 planning and support.
/mployee in!ol!ement
%ll employees assume responsi ility for the quality of their wor#.
Product2Process /"cellence
In!ol!es the process for continuous impro!ement.
Standards in Action
/lements of TQM
3ontinuous Impro!ement
% concept that recognizes that quality impro!ement is a 4ourney with no end and that there is a need for continually loo#ing for new approaches for impro!ing quality.
3ustomer (ocus on 5(itness for 6se7

&esign quality
Specific characteristics of a product that determine its !alue in the mar#etplace.
3onformance quality
The degree to which a product meets its design specifications.
Standards in Action
% fundamental concept of TQM from .S 89,+ - a :Process;

A set of inter-related resources and activities which transform inputs into outputs. )IS< 9=+*-. Any activity that accepts inputs, adds values to these inputs for customers, and produces outputs for these customers. The customers may be either internal or external to the organization. !" #$%&'
Standards in Action
"The Simple Process"

3ontrols
Inputs
Process
<utputs
Resources
(Source !S "#$% &''() *Total Quality Management+,
Standards in Action
-hanging .ole o/ the Process 0wner

Process > Input from supplier %s customer Process owner <utput %s supplier Input %s customer Process owner %s supplier <utput to customer Process >
)Source? .S 89,+? >@@*1 5Total Quality Management7Standards in Action

TQM A organizational 3ultural 3hange

Traditional Approach 1ac2 o/ communication -ontrol o/ sta// 3nspection 4 /ire /ighting 3nternal /ocus on rule Stability see2ing Ad5ersarial relations Allocating blame
Standards in Action
TQM 0pen communications 6mpowerment Pre5ention 67ternal /ocus on customer -ontinuous impro5ement -o-operati5e relations Sol5ing problems at their roots
Percei5ed :uality is go5erned by the gap between customers8 e7pectations and their perceptions o/ the product or ser5ice
-ustomers8 e7pectations /or the product or ser5ice
-ustomers8 e7pectations o/ the product or ser5ice
9ap -ustomers8 perceptions o/ the product or ser5ice
9ap -ustomers8 perceptions o/ the product or ser5ice -ustomers8 e7pectations /or the product or ser5ice
67pectations ; perceptions
67pectations < perceptions
67pectations = perceptions
Percei5ed :uality is poor

Standards in Action
Percei5ed :uality is good

Source? Slac# et al. *++=
-ustomers8 perceptions o/ the product or ser5ice
%dditional !iews of Quality in Ser!ices

Technical Quality !ersus (unctional Quality
Technical quality B the core element of the good or ser!ice. (unctional quality B customer perception of how the good functions or the ser!ice is deli!ered.
/"pectations and Perceptions

3ustomers; prior e"pectations )generalized and specific ser!ice e"periences- and their perception of ser!ice performance affect their satisfaction with a ser!ice.
Satisfaction C )Perception of Performance- D )/"pectation-
Standards in Action

Pre5ious 67perience >ord o/ mouth communications 3mage o/ product or ser5ice
A *9ap+ model o/ Quality
-ustomer8s e7pectations concerning a product or ser5ice -ustomer8s own speci/ication o/ :uality Gap 1
-ustomer8s perceptions concerning the product or ser5ice Gap 4
The actual product or ser5ice
Management8s concept o/ the product or ser5ice Gap 2
organi?ation8s speci/ication o/ :uality
Gap 3
Standards in Action
Source? Parasuraman1 Eeithman and .erry. >@9,
3ontinuous Impro!ement
Philosophy that see#s to ma#e ne!er-ending impro!ements to the process of con!erting inputs into outputs. Faizen? Gapanese word for continuous impro!ement.
Standards in Action
Implementing TQM
Successful Implementation of TQM
Requires total integration of TQM into day-to-day operations.
3auses of TQM Implementation (ailures

0ac# of focus on strategic planning and core competencies. < solete1 outdated organizational cultures.
Standards in Action
< stacles to Implementing TQM

0ac# of a company-wide definition of quality. 0ac# of a formalized strategic plan for change. 0ac# of a customer focus. Poor inter-organizational communication. 0ac# of real employee empowerment. 0ac# of employee trust in senior management. Hiew of the quality program as a quic# fi". &ri!e for short-term financial results. Politics and turf issues.
Standards in Action
Some criticisms of TQM

>. *. I. =. .lind pursuit of TQM programs Programs may not e lin#ed to strategies Quality-related decisions may not e tied to mar#et performance (ailure to carefully plan a program
Standards in Action
P&3% 3ycle repeated to create continuous impro!ement

(erformance
Plan %ct &o 3hec#
)ontinuous improvement
Time
Standards in Action
Recognizing and rewarding Quality

Promotion of high quality goods and ser!ices
Malcolm .aldrige Jational Quality %ward )M.JQ%- )6nited States &eming Prize )Gapan /uropean Quality %ward )/uropean 6nion IS<@+++ certification
Standards in Action
The integrated framewor# of the .aldrige %ward criteria
"ource* +&&, )riteria for (erformance -xcellence, 6.S. &ept. of 3ommerce1 .aldrige Jational Quality Program1 Jational Institute of Standards and Technology1 $aithers urg1 M& *+9@@. )www.quality.nist.go!-
Standards in Action
3ontinual impro!ement of the quality management system

3ustomers )and other interested parties3ustomers )and other interested parties-
Management responsi ility
Resource management
Requirements
Measurement1 analysis and impro!ement
Satisfaction
Input
Fey? Halue adding acti!ity information flow
Product realisation
Product
<utput
Standards in Action
Source? .S /J IS< @++>?*+++
<!er!iew of the /(QM /"cellence Model
Standards in Action
Quality %ward common elements

%ll ta#e holistic approach 3ustomers2people Measura le characteristics Hisi le .asis ta#en from TQM
Standards in Action
Summary
TQM D a way of wor#ing In!ol!es e!eryone Kigh prominence on :customer; %wards ased upon TQM
Standards in Action

Total Quality Management TQM

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Total Quality Management - TQM