TQM Implementation

What are the approaches for TQM Implementation?

(1) Guru approach. (2) Japanese model approach. (3) Total quality element approach. (4) Hoshin Kanri approach. (5) Quality awards/business excellence criteria approach. (6) Industrial company/leader model approach.

What kinds of Changes required for TQM???

20 steps for implementing TQM (1) gain the commitment of top management; (2) create the total quality steering committee; (3) build the steering committee team; (4) train the steering committee in the fundamentals of total quality; (5) develop the vision statement and guiding principles; (6) set broad objectives; (7) publicize and communicate; (8) identify strengths and weaknesses; (9) identify advocates and resisters; (10) establish a baseline for employee attitudes and satisfaction; (11) establish a baseline for customer satisfaction; (12) tailor the implementation; (13) identify projects; (14) establish team composition; (15) train the teams; (16) activate the teams; (17) provide team feedback to the steering committee; (18) collect and use customer feedback; (19) collect and use employee feedback; and (20) change the infrastructure.

TQM implementation framework

TQM - ACCEPT A - Aim for customer satisfaction. A - Aim for customer satisfaction. C - Communicate and co-ordinate all activities. C - Communicate and co-ordinate all activities. C - Co-operate towards continuous improvement. C - Co-operate towards continuous improvement. E - Empower the employees. E - Empower the employees. P - Promote usage of problem-solving tools. P - Promote usage of problem-solving tools. T - Training for quality is forever. T - Training for quality is forever.

TQM – REJECT R - Resistance of top management to educate themselves regarding TQM. R - Resistance of top management to educate themselves regarding TQM. E - Erratic quality programme implementation. E - Erratic quality programme implementation. J - Jolting but unsustained enthusiasm for TQM. J - Jolting but unsustained enthusiasm for TQM. E - Empowerment at all levels in the company not adequate. E - Empowerment at all levels in the company not adequate. C - Communication management strategies not fully in place. C - Communication management strategies not fully in place. T - Teams for quality improvement not functioning effectively. T - Teams for quality improvement not functioning effectively.

BPR “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed”. ………Hammer&Champy (1993)

TQM & BPR Is BPR complementary to TQM?? Is BPR complementary to TQM?? BPR -An alternative to TQM? BPR -An alternative to TQM?

The benefits of BPR A financial services survey report on BPR provided the following example from re-engineering at an insurance company: administration costs down by 40 per cent; administration costs down by 40 per cent; staff turnover down by 58 per cent; staff turnover down by 58 per cent; claims settlements ratio down by 5 per cent; claims settlements ratio down by 5 per cent; new business applications up by 20 per cent; new business applications up by 20 per cent; productivity increased by 100 per cent; productivity increased by 100 per cent; claims handling time down from 28 days to four days; claims handling time down from 28 days to four days; customer call-backs down 80 per cent. customer call-backs down 80 per cent.

The benefits of BPR In the manufacturing arena equally dramatic results have been achieved: order cycle time down from 33 days to three days; order cycle time down from 33 days to three days; product development time reduced from 48 months to ten months; product development time reduced from 48 months to ten months; productivity increased by 60 per cent. productivity increased by 60 per cent.