Presentation on theme: "TQM Principles and Practices"— Presentation transcript:
1 TQM Principles and Practices Mohd Fathullah Ghazali
2 Topics covered Continuous improvement, Employee empowerment, Leadership and changeTeamwork 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 circleSame 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 problemsShould be corrected immediately.Look upstreamLook for causes, not symptoms.Document problems and progressTake time to write it down. It is uncommon to continue solving the same problem over and over again.Monitor changesSolution 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 resourcesTherefore, they should be managed and optimized to give most benefit.There are 4 strategies for identifying improvement needsApply multivoting (Brainstorming to develop a list of potential improvement project)Identify customer needsStudy the use of time.Localize problems (pinpoint specifically where and when it happens)
7 Standard Process Improvement Strategies Improve thedesignthe processBringthe processunder SPCReducesources ofvariationSimplifythe processEliminateerrorsthe processStandardizethe processDescribethe process
8 KaizenKaizen strategy is the most important concept in Japanese Management.Kaizen means ‘on-going improvement involving everyone.Involve top management, managers and workers.
13 Kaizen 5 step plan (5S) Japanese approach to implement kaizen Using posters on the walls with the wordSeiri (Straighten up)Seiton (Put things in order)Seiso (Clean up)Seiketsu (Personal cleanliness)Shitsuke (Discipline)
16 Five W’s and One HUsing 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?
19 Employee empowermentEmpowerment 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 motivatorIssues;Resistance to change
21 Employee empowermentImplementation of employee empowerment has 4 steps;Creating a supportive environmentsTargeting and overcomingPutting the vehicles in place(Vehicles = brainstorming, quality circles, suggestion boxes etc)Assessing, adjusting and improving
23 Leadership and changeLeadership 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 QualityCustomer FocusPrimary organizational goal is to meet or exceed customer expectations.Obsession with qualityObsession with quality must be instilled by leaders in an organization. Means – every employee can aggressively pursue quality.Recognizing the structure of workWhen the optimum structure is in place, work process can be analyzed in order to improve them.Freedom through Control (See Chapter 5)Unity of PurposeAll employees will commit towards one target.Looking for faults in systemsDeming and Juran said “85% of faults come from management, only 15% from the employees”TeamworkA team of people working together can out-perform a group of individuals.
25 Leadership Styles Autocratic Leadership Democratic Leadership Also called Dictatorial LeadershipDemocratic LeadershipAlso called consultive or consensus leadershipParticipative leadershipAlso known as Non-directive leadershipExert little control on decision making processAllow team members to develop solutionsGoal-oriented LeadershipResult-based leadershipAny other unrelated to specific goals is minimized.Situational leadershipAlso called contingency leadershipManager 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 goalRationale for Teams;2 or more heads are better than oneThe whole (1 team) is better than the sum of individual partsTeamwork promotes better communication.
27 Teamwork Teams are no to be bossed, they need to be coached! Coaches are usually mentors, promote respect among team membersEmployees will not always work well together as a team .