TQM & Daily Work Management

What Is TQM?

TQM is:

● customer focused
● company-wide
activity with
● system approach
● scientific approach

so as to lead a company to satisfy customers

through its products and services and then as its results
to improve its business performances.

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 Total Quality Management (TQM)

TQM is a set of systematic activities carried out by the entire

organization
to effectively and efficiently achieve
the organization’s objectives
so as to provide products and services
with a level of quality that satisfies customers,
at the appropriate time and price.

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 SYSTEM APPROACH

OBJECTIVES effectiveness
　 fitness for objectives

INPUT SYSTEM OUTPUT

efficiency = output / input

management
resources Speed
human resource
Objective-oriented rather than
material
procedure-oriented
money, etc.

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 WHAT IS A SYSTEMS APPROACH?
THOROUGH OBJECTIVE ORIENTED METHOD
1. SPECIFY THE OBJECTIVE.

2. CUT OUT ALL THE JOB ELEMENTS RELATED TO THE OBJECTIVE AND
ENCLOSE THEM INTO A FRAME.
THIS FRAME IS CALLED A SYSTEM AND ITS SURROUNDING IS CALLED
AS ENVIRONMENT.

3. SPECIFY THE INPUT AND THE OUTPUT.

THE OUTPUT IS RELATED TO THE OBJECTIVE AND THE INPUT IS REPRESENTED BY MANAGEMENT RESOURCES SUCH
AS MATERIALS, MEN, AND MONEY.

4. WHAT IS MEANT BY A GOOD SYSTEM?

EFFECTIVENESS CONFORMANCE TO THE OBJECTIVE, OR, FITNESS
FOR THE OBJECTIVE
EFFICIENCY HOW SMALL INPUT PROVIDES A UNIT OF THE OUTPUT
USUALLY, IS REPRESENTED BY THE RATION OF
OUTPUT/INPUT.
5. IN ORDER TO GET HIGH EFFECTIVENESS AND EFFICIENCY, ARRANGE
THE JOB ELEMENTS IN ORDER AND REPRESENT THE JOB FLOW CHART.

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 Manufacturing Quality vs Service Quality
• Manufacturing Quality focuses on tangible product features
– Conformance
– Performance
– Reliability
– Features
– Durability
– Serviceability

• Service organizations produce intangible products that must be experienced

– Quality often defined by perceptional factors like responsiveness,
courtesy, friendliness, promptness, waiting time, consistency

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Cost of Quality

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 Which processes to focus and improve upon

–All processes could be categorized into any one of these quadrants

–Processes will shift from one quadrant to the other depending on the way we define the constraint / target (TOC way)
–Approaches to improve these processes would be different – maintenance, incremental improvement or breakthrough

Un-Controlled Controlled
Reject/ Bad

This matrix could be

used for:

• TOC
• Daily
Management/Quality
maintenance
Accept/Good

• DMAIC
• ISO etc.

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Daily Work Management

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What is Daily Work Management

 To understand DWM, we need to understand:

 Daily
 Work
 Management
 Daily

 Repeated regularly
 Work

 A task undertaken.
 Any task which needs mental and/or physical efforts.
 Any task undertaken to achieve defined purpose, goal,
objective or assigned role.
 Any task which adds value.
 Management

• Act of deciding whether the objectives of a certain

activity have been met.
• Whether the activity is being carried out in accordance
with standards or plans for the purpose of attaining the
objective.
• Taking the necessary action to correct any deviation
from the objectives, or from the standards or plans,
when such deviation is apparent.
 Daily Work Management

• Daily work management is the act of ensuring that

the activities:
– for which each individual work area is responsible,
– which are repeated regularly on the basis of standards,
etc.,
 are performed reliably
 Definition of Daily Work Management

Daily Work Management is defined as all the

activities that must be carried out to efficiently
achieve the business objectives each
department is responsible for, whereas activities
that maintain the status quo form the foundation,
daily management includes activities that
improve the status quo to a more desirable
condition.

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 Importance of “Daily Work management”
Actual history of “Continual Improvement”

Improvement
Big Improvement
by Policy Management, Problem
Solving/Task Achieving etc.

Keep stable, Improve progressively

Month
 Daily Work Management

“Daily Work Management” include:

• Hourly Job
• Daily Job
Management for
• Weekly Job
• Monthly Job
• Seasonal Job
• Yearly Job & etc.

• Jobs in front line Operation.

• Supervisors job
• Section Managers Job
• Department to Top Managers Job & etc.

“Daily Management” : Management for routine Jobs in all

levels.
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Policy Management
vs
Daily Management

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Relationship between Policy Management and Daily Management
Management policies

Improvement activities of priority implementation items

Management
Activities carried
out through

Policy
cooperation of
Standardization
Priority
problems
A P entire company
to establish and
Maintenance Activities
C D efficiently achieve
policies

Problems
A S
C D All activities that
Daily management

must be carried out

to achieve each
individual’s job
Improvement activities

objectives
thoroughly and
Minor
A P Standardization
efficiently
problems
C D
Improvement activities to Current standards
enhance management level
Basic
business Procedures for administrative activities
systems Procedures for managers’ and supervisors’ job accountabilities
 Steps to establish a “Daily Work Management System”

Step 1Identify a job for Daily Management

Step 2Organize Standards
Step 3Decide control points, control level
Step 4Organize a system to check the status
Step 5The daily job is implemented based on the
Step 2 standards
Step 6“Check” the job daily/weekly/monthly using
the control points
Step 7When an abnormality occurs, Immediate
remedy should be taken
Step 8Prevention of recurrence
Step 9Revise standards, control points, control
levels etc.
Step 10 Return to Step 4
 DAILY WORK MANAGEMENT PROCESS

Source
Step Executive Manager Unit Manager / Employee
Identify Organizational Linkage

Establish Major Accountabilities

PLAN Input

List Major Outputs & Select

Priority Output
Define Customer
Requirements
Describe Current Process & Set
ACT CHECK DO

Indicator(s)

Input Review Check Results

Results No
OK?
Yes
Analyze & Make Improvements

Review Standardize the Process

LEGEND: =Input/output =Activity =Decision =Direction of Flow 21

Combined Evaluation & Feedback for Objectives and
Methods of Implementation in the Evaluation Stage

Dr. Kano’s Four students model

Congratulations! God won’t always
Bless you
Attendance
God blessed You!
Fully Rarely Or
Very smart!
Passed A B
Grade

Failed C D Attend the class

next year!
You need to Hopeless ！
improve your
approach to learn Why you couldn’t
this year ？
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 TQM Philosophy
• Focus on Customer
– Identify and meet customer needs
– Stay tuned to changing needs

• Continuous Improvement
– Continuous learning and problem solving, e.g. Kaizen, 6 sigma
– Plan-D-Study-Act (PDSA)
• Benchmarking
– Studying practices at “best in class” companies

• Employee Empowerment
– Empower all employees; external and internal customers
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 TQM Philosophy
• Team Approach
– Teams formed around processes – 8 to 10 people
– Meet weekly to analyze and solve problems

• Quality at the Source

– Prevention & problem solving vs. inspection
– Plan-D-Study-Act (PDSA)
• Use of Quality Tools
– Ongoing training on analysis, assessment, & correction, and
implementation tools

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 Managing Points & Check Points
Managing Points
 Are results areas
 Typically related to PQCDSM
Check points
 Are causal factors
 Affect managing points
Both MPs/ CPs need to be measurable
CPs of one level can be MPs at next level
MPs/CPs are both KPI’s in some companies
 Managing Points and Check Points
Check point : Causal factors which affect the
achievement of the managing points

Man Material
P
Q
Effect C
D
S
M
Environment Machine Method

CPs MPs
 MP’s & CP’s for a cup of tea

Managing Point : Managing point at the outcome of process

taste (Q), Speed of service (D) and
temperature (Q)

Check Point : Check point at the root cause of process

- Man : Skill of person making tea
- Machine : Type of heating equipment used
- Method : time of boiling, ratio of ingredients like tea
leaves/ sugar/ milk, sequence of addition
- Material : Type of milk used, brand of tea leaves used
Deming Evaluation Criteria

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 Phases for Challenging Deming Prize

1 2 3 4 5
Phase – 1 Phase – 2 Phase – 3 Phase – 4 Phase – 5

Process : Process : Process : Process : Process :

Initiation Stabilization and Total Improvement Strategic & Cross Workplace
Employee Involvement Management Functional Innovation
Some Indian Winners :
Rane NSK Steering (2018) Timeframe : Timeframe : Timeframe : Timeframe : Timeframe :
M1-M5 M3-M15 M10-M30 M12-M36 M20-M36
Indus Tower (2018)
Deliverables: Deliverables: Deliverables: Deliverables: Deliverables:
CEAT Tyres (2017) - Operational • Improvement in - Annual business - Better data analysis for
- Gap Analysis
Tata Steel - TQM Orientation Stability PQCDSM planning and decision makers
- Standardised deployment across - Introduction of new
Asahi Glass Workshops
company services to customers
- TQM Organo procedures
TVS Group - IT enablement of - Breaking cross
Structure
Reliance Industries Hazira - Process Review with processes functional barriers
Plant MP/CP - Visual
- MSC’s Management (My
Dashboard)

Diagnosis by CEO / Chief / Head / HOD / HOG through 4 Tier Review Structure

Span of 36 Months
 TQM Action Plan

Daily Work Management Improvement Management

• Establishing Roles & Responsibilities • Continual Improvement
– Refinement of existing JDs – Process Improvement vs Process
– Define JDs for critical positions Control
– Advanced QC Tools for Root Cause
• IMS Process Update
Analysis
– All processes as per new template
–
• Visual Management
Identify relevant MP / CP
– Self Discipline
– Define Tolerance limit for MP
– Standardize diverse locations
– Review of existing SOP / WI
– Define checklist for critical operations • Reviews
• Standardization – Periodic reviews with variance and
cause analysis
– Successfully piloted improvement
– Monitoring through KPI e-tracker
projects
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Thank You