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Unit-5 TQM culture Presented by N.Vigneshwari.  Culture is “the sum total learned beliefs, values, and customs that serve to direct the consumer behavior.

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Presentation on theme: "Unit-5 TQM culture Presented by N.Vigneshwari.  Culture is “the sum total learned beliefs, values, and customs that serve to direct the consumer behavior."— Presentation transcript:

1 Unit-5 TQM culture Presented by N.Vigneshwari

2  Culture is “the sum total learned beliefs, values, and customs that serve to direct the consumer behavior of members of a particular society”.  According to mead, “culture is a body learned behavior, a collection of beliefs, habits and traditions, shared by a group of people and successively learned by people who enter society”.  The culture of an organization must accommodate total quality management. This includes aspects such as teamwork, recognition for work done, job security, fairness and ownership

3  A TQM culture is based on certain values and leadership vision. A TQM culture includes everyone and excludes no one. If there is a union then it must be involved in the TQM effort  Total quality management related not only to the quality of the final product, but also to the interaction between employees and the company. Therefore total quality management has a strong impact on the company culture  More and more organizations are beginning to implement total quality management (TQM) to sustain their competitive edge in industry. Implementation of TQM calls for a complete change in the behavior of people working in the organization

4  Sashkin and kiser describe eight elements that are essential for fostering a culture of total quality management:

5  The use of information on performance and quality. Information must be gathered continually. This information must be used to identify and understand problems, and also to develop and implement solutions. It must be made available to people who can use it to improve quality and performance. This information must never be used to judge individual performance

6  Employees who are responsible for work must also have the authority to act on the basis of information about performance and quality. They must be empowered to control their own activities rather than wait for orders. At the same time, employees must be able to use their empowerment successfully by applying their knowledge, skills and tools

7  Achievements must be recognized and employees must be rewarded for their results. These rewards must be given for improved quality and problem-solving. The rewards may be both symbolic and material. Employees will probably expect material reward, but regardless of the form of the reward, it is important for them to share in profits

8  Teamwork is essential. Employees must work together, and not complete against each other. At the same time, the group must have the authority required to fulfill its responsibilities. The reward system must focus on the individual, the team, and the entire organization

9  Employees must know that their jobs are secure. They must realize that job security is based on company performance rather than individual assessment. Where employees make mistakes, they must be trained rather than discharged. It is important to share financial information with employees. They must understand the consequences of their own actions and be able to make informed decisions

10 Employees must perceive a culture of fairness, which must be reinforced by the actions of managers. Managers must:  Share useful information with employees;  Act consistently, both within and outside the workplace  Be honest with themselves and their employees  Observe agreed ethical guidelines  Indicate clearly to employees what is expected of them  Ensure that employees are given equivalent rewards for similar performance  Ensure that standards are clear, just and adhered to  Demonstrate respect towards employees; and  Ensure that procedures are open to public scrutiny

11  Following the principles of TQM, implementation of total quality strategy does require some changes and reorientation of an organization’s thinking and attitudes. Some of these re-orientations are related to change of culture, values and principles, and others relate to the structure and processes. Important changes are as follows:

12  TQM is a customer-focused, people driven process to attain a company’s stated vision, mission, and strategic goals. Therefore, the company must have  Clear ‘vision’ as to where it wants to go or what it wants to become, and by when  Clear ‘mission’ as to what business it wants to be in, why it wants to be in that business and what role it wants to play at large  Clear ‘strategic goals’ as to what must be achieved, by how and when

13  It is the function of strategic planning and leadership to clearly define and communicate the vision, mission and goals. What is to be emphasized for cultural change is the culture of communication within the organization. To draw the people into the TQM processes, they should be given a clear view and understanding of the company’s vision, mission and goals, and what roles they are expected to play.

14  People should understand what are guiding the happenings in the organization and why. Prior to TQM implementation, the company must define these strategic elements and carefully explain them to all employees in an unambiguous manner. These strategic elements should relate and focus on its customers, and role of employees in this direction should be clarified. Communication and collaborative decision making influences both customers and employees and facilitates smooth induction of TQM systems

15  This is inculcating a work-culture where each person knows and values what the ‘next-in-process customer’ wants, and commits to fulfill. This essential step forward for building-in ‘customer-first’ attitude in the company is an important attitudinal jump

16  This is ensures that key decisions are made, communicated, and carried-out in the organization based upon shared values, vision and customer expectations. Actions and behavior of top management must not raise any misgivings in the minds of people about the management’s motives, ethics, or practices. It is vital to develop trust and confidence between management and people, as it cements bonds, and fosters commitment and motivation towards common goals. This is a quantum cultural jump for leadership, but it has to happen fast in today’s changing scenario

17  Leadership system should be such that it encourages teamwork, creativity, and empowerment of people to get best out of every individual and group. To empower people, people’s skills, knowledge, and understanding of various process techniques must first be enhanced through intensive training and development programs, and then people should be encouraged to apply their knowledge. The whole process demands close attention of top management and their periodical review for improvement actions. This is an attitudinal change towards people in the organization

18  This should be part of daily routine and any approach to problem-solving. Learning should be encouraged by training, interactive group formation, free discussions, seminars and workshops, and freedom to apply this knowledge on the job. This is a change of work culture for achieving superior performance in all activities

19  Conventional organizations run vertical processes. TQM demands processes with direct view of customer needs for delivery of results as per commitment. This means horizontal customer-focused processes that run across the conventional structure of functions and their vertical boundaries be managed by empowered cross-functional teams. This provides opportunity for direct customer contact ownership of the process for meeting customers by the teams. Such horizontal processes involve structural change as well as change of work culture

20  These orientation and cultural changes are integral part of TQM process, and they are based upon the dictates of the principles of total quality. Committed efforts for total quality and customer satisfaction increase by such overhauls in structures, work culture, and attitudes 

21  Total quality management – K.Shridhara Bhat

22  Thank you

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