1. TQM Principles and Practices
Mohd Fathullah Ghazali

2. Topics covered Continuous improvement, Employee empowerment,
Leadership and change
Teamwork in industrial practices.

3. Continuous Improvement (Kaizen)
It is a fundamental of Total Quality
“Competing in a global marketplace is like running in an Olympics”
– must keep running and last year record is to be broken this year.
Athletes who don’t improve continually will not remain long in winner’s circle
Same goes to the company

4. Essential improvement activities
Quality expert recommends 5 activities as a crucial to continuous improvement. There are in Figure 19-1;

5. Maintain communication.
It is important to share information before, during and after attempting to make improvements.
Correct obvious problems
Should be corrected immediately.
Look upstream
Look for causes, not symptoms.
Document problems and progress
Take time to write it down. It is uncommon to continue solving the same problem over and over again.
Monitor changes
Solution may solved or partially solved. For this reason, it is important to monitor changes that have been made.
Make sure the pride of ownership does not interfere the objective of monitoring the performance.

6. Identification of improvement needs
Every organization has limited resources
Therefore, they should be managed and optimized to give most benefit.
There are 4 strategies for identifying improvement needs
Apply multivoting (Brainstorming to develop a list of potential improvement project)
Identify customer needs
Study the use of time.
Localize problems (pinpoint specifically where and when it happens)

7. Standard Process Improvement Strategies
Improve the
design
the process
Bring
the process
under SPC
Reduce
sources of
variation
Simplify
the process
Eliminate
errors
the process
Standardize
the process
Describe
the process

8. Kaizen
Kaizen strategy is the most important concept in Japanese Management.
Kaizen means ‘on-going improvement involving everyone.
Involve top management, managers and workers.

9. Elements of Kaizen
Figure 19-4

10. Kaizen implementation tools
Some additional tools instead of quality tools explained in this course.
Kaizen Tools are;
Kaizen checklist
Kaizen Five-Step plan (5S)
Five W’s and One H
Five-M checklist

11. Kaizen Checklist
Using checklist that focuses attention of employees on those factors that are most likely in need of improvement.
E.g; work methods, facilities, software tools etc

12. Figure 19-5

13. Kaizen 5 step plan (5S) Japanese approach to implement kaizen
Using posters on the walls with the word
Seiri (Straighten up)
Seiton (Put things in order)
Seiso (Clean up)
Seiketsu (Personal cleanliness)
Shitsuke (Discipline)

14. Five W’s and One H
WHO
WHAT
WHERE
WHEN
WHY
HOW

16. Five W’s and One H
Using this tool encourages employees to look at a process and ask questions;
Who is doing it?
Who should do it?
What should be done?
What is being done?
Where is it being done?
Where should it be done?
Why is it being done?
Why is it that way?
When is it being done?
When should it be done?
How it is being done?
How should it be done?

17. Five-M checklist
Measurement
Methods
Material
Machine
Man
(Operator)

18. Employee empowerment

19. Employee empowerment
Empowerment means engaging employees in thinking processes of an organization in ways that matter.
Also means having input that is heard and used – giving ownership of the job.

20. Employee empowerment Rationale;
Best way to increase creative thinking and initiative on the part of employees.
Can be an outstanding motivator
Issues;
Resistance to change

21. Employee empowerment
Implementation of employee empowerment has 4 steps;
Creating a supportive environments
Targeting and overcoming
Putting the vehicles in place
(Vehicles = brainstorming, quality circles, suggestion boxes etc)
Assessing, adjusting and improving

22. Leadership and change

23. Leadership and change
Leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.
What leaders must be able to do;
Overcome resistance to change.
Broker inside and outside organizations

24. Leadership for Quality
Principles of Leadership for Quality
Customer Focus
Primary organizational goal is to meet or exceed customer expectations.
Obsession with quality
Obsession with quality must be instilled by leaders in an organization. Means – every employee can aggressively pursue quality.
Recognizing the structure of work
When the optimum structure is in place, work process can be analyzed in order to improve them.
Freedom through Control (See Chapter 5)
Unity of Purpose
All employees will commit towards one target.
Looking for faults in systems
Deming and Juran said “85% of faults come from management, only 15% from the employees”
Teamwork
A team of people working together can out-perform a group of individuals.

25. Leadership Styles Autocratic Leadership Democratic Leadership
Also called Dictatorial Leadership
Democratic Leadership
Also called consultive or consensus leadership
Participative leadership
Also known as Non-directive leadership
Exert little control on decision making process
Allow team members to develop solutions
Goal-oriented Leadership
Result-based leadership
Any other unrelated to specific goals is minimized.
Situational leadership
Also called contingency leadership
Manager decides to take any of the above style, depending on the situation.
Based on short term concern.

26. Teamwork What is a Team? Rationale for Teams;
A group of people with common, collective goal
Rationale for Teams;
2 or more heads are better than one
The whole (1 team) is better than the sum of individual parts
Teamwork promotes better communication.

27. Teamwork Teams are no to be bossed, they need to be coached!
Coaches are usually mentors, promote respect among team members
Employees will not always work well together as a team .

28. TQ