TQM Implementation

Batacan Edition
What should you know about in TQM?
• Advanced version of Self Control
• Problem Solving and Decision Making
• Corrective Action
• Exceeds Expectations
• Never Ending process
• Has NO Alternative
• Is only for the Bold
PDSA Cycle
• Stands for Plan, Do, Study, Act
• Developed by Walter Shewhart as the PDCA (Plan, Do, Check, Act)
cycle.
• Refined by William Edwards Deming
PDSA Expanded
• Plan
• Establish objectives
• Establish strategies that will achieve objectives
• Establish basis for measurement
• Do
• Implementation of the plan
• Study
• Compare results
• Identify gaps
• Analyze causes for gaps
• Act
• Standardize effective processes
• Modifies plans and reintroduces PDSA on the new process
Planning Phase of TQM
• Announcement
• Careful brainstorming stage that the board discusses on TQM
• Conveys the importance of TQM in management decisions
• Consultant Selection
• Hiring of independent individuals geared toward providing insight towards TQM improvement
• Provides necessary training to the organization
• Corporate Strategic Planning
• Formulation of the Vision, Mission and Objectives of the Organization
• Vision Statement
• Long term plan of the organization (a.k.a. the dream)
• Mission Statement
• Purpose for which the organization is in business for
• Strategies to accomplish the purpose
• Quality Policy
• The standard of performance conducted towards customers
Communication Framework
• Quality Manual (Document stating what is to be done in an
organization)
• Quality Plan (How the actions are implemented in an organization)
• General Procedures
• Detailed Procedures
• Work Instructions
• Newsletters
• Circulars
• Notes
• Training Programs
• Story Teller
Quality Council (QC)
• Steering Quality Council
• CEO
• Board of Directors
• TQM Facilitator
• Division Quality Council
• General Managers
TQM Facilitator
• Independent observer of the organization’s activities
• Coach of the organization’s improvement teams
• Expresses ideas of the organization and its member without injecting
their own ideas
• Identifies processes the improve the organization
Role of the QC
• Personally Committed to TQM
• Constitutes proper teams
• Attends QC meetings with adequate preparation
• Attentive in tracking improvement
• Facilitates improvement
• Sponsors Quality related initiatives
• Leads by Example
Strategic Quality Plan
• The formulation of strategies in achieving TQM in an organization
• Examples
• Top Management Training
• Formulation of Improvement teams
• Training from consultants
Employee Involvement
• The QC closely monitors feedback from improvement teams with
careful consideration
• Each feedback from employees is treated with diligence and patience
• Feedback is highly encouraged
Constitution of PAT (Process Action Teams)
• Process Action teams
• Temporary teams used to solve specific problems on a part-time basis
• Proposed by TQM facilitators to the QC
• Approved by the QC
PDSA Planning stage on two levels

Organizational Level Division Level

• Overall plans for the • Specific areas where the
organization: organization wants to improve
• Organization Policies
• Consultant Selection
• TQM facilitator Selection
• QC member Selection
• Plan and procedure formulation
• Training
PDSA on Management Level
• Plan Phase:
• Questions current performance
• Questions expected performance
• Idea proposal
• Do Phase:
• QC Approved actions are implemented
• Study Phase:
• Assesses the effectiveness of the plan
• Compares past and present performance
• Analyses of overall performance
• Action Phase:
• Modification of the plan/processes
• New plans/processes are implemented
Process Goals
• Standards that the organization wishes to achieve to meet quality
systems, e.g. ISO 9000.
• Examples of goals, yet not limited to:
• Attaining Technical Excellence
• Improving Quality
• Reducing Defects
• Improving uptime of Equipment
• Reducing overhead costs
• Reducing delivery time
Agendas of QC meetings
• Approving new initiatives for improvement and forming teams
• Discuss progress of on-going improvement actions
• Approving solutions suggested
• Review the effects of past actions, etc.
Tips for Winning Organizations (Tom Peters)
1. Total Quality Management
2. Reengineering
3. Leveraging Knowledge
4. Curious Cannibalistic Corporation (Adventurous and Bold)
5. Virtual Organization
6. Empowerment
Getting Things Done
• Recognition
• Praise and Punish
• Authorative
• Authorative and Benevolent
• Consultative
• Participative
• 80% of Success will be Due to Personal Contact
• Accumulate Small Gains
• Build Credibility
• Persist
Barriers to TQM
• Lack of commitment
• Non-cooperation/Resistance
• Losing track of performance
• Ineffective management
• Lack of consistency
• Haste
• Lack of investment
• Lack of confidence
• Tough competition