1. Cultures & Commitment
Imran Hussain

2. TQM Core Customer/Supplier Chain Inputs Process Outputs

3. TQM Inner Band Teams Tools Systems

4. TQM Outer Band Communication Commitment Culture

5. Customer involvement Customer feedback Process improvement

6. The fundamental requirement for making total quality work is COMMITMENT

7. Any attempt to adopt a quality system will fail without the wholehearted support of the entire organization

8. It all starts with a change of ATTITUDE

9. Wait a minute ……. What about the VISION

10. Integrating TQM Mission statement Strategies and plans
Critical success factors and key processes
Reviewing the management structure
Empowerment and participation
Managing communication
Managing attitudes
Managing abilities
Managing participation

11. Culture
The culture of an organization is made up of the shared beliefs about how business is conducted, how employees are treated and how they behave.

12. Organizational Cultures
Corporate Culture
Task Culture (Charles Handy)
Person Culture (Charles Handy)
Role Culture (Charles Handy)
Power Culture (Charles Handy)
Balanced Culture (Gordon F. Gatiss)
Shared Culture (Gordon F. Gatiss)
Mature Culture (Gordon F. Gatiss)

13. Corporate Culture Formal Informal
Mission and vision statements, policies, procedures
Informal
Senior management involvement
Leadership by example in customer service
Consistency in customer-care policies
Commitment of middle management
Reward and recognition systems

14. Task Culture Maximum concern for production
Concern for results primary
Conflict, antagonism, competition, criticism
No consultation
Goals and jobs set from above
Feedback in form of criticism
Low morale
Customers seen as problem rather opportunity

15. Person Culture Maximum concern for people
Primary concern is fostering good feelings, rewards and benefits, working conditions
Goals geared towards personal harmony
Jobs set on basis of personal preferences
Feedback is positive
Morale is high – comes from team members being nice to one another

16. Role Culture Focused on either results or people
Strong control – rewards for compliance, criticism for non-compliance
Goals set by boss – people expected to comply
Feedback viewed as negative
Morale high during periods of success
Customer service depends on circumstances

17. Power Culture Motives driven by self rather than organization
Team’s goals are extensions of personal goals
Everything is determined by politics
Assignments given to others to enhance one’s own standing
Morale and cohesion goes up and down
Politically motivated environment
Departments/individuals compete/cooperate for power
Customer service is secondary

18. Balanced Culture Average concern for people and production
Team members conform to rules to minimize conflict
Disagreements dealt with compromise not confrontation
Goals will be short term, no strategic planning
Progress measured in terms of what has been, not what could be
Assignments shared. Feedback superficial.
Who you know is important, not what you know.
No pro-activeness towards customers

19. Shared Culture Minimum concern for production and people
Survival is the name of the game. Compliance with orders. Self protection. Individuality.
Goals rarely discussed. Direction comes from outside the team
Standards established through accident.
Assignments reflect availability rather than competence.
Feedback minimal. Shortcomings and problems ignored.
Reactive organization to customer feedback.

20. Factors in an Organizational Culture
Styles of decision-making
Objectives
Competitive advantage
Organizational structure
Management systems
Management of people
Functional strategies and policy
Information systems

21. Continuous Improvement (PDCA)
Plan Do
Check
Action

22. PDCA
A well known model for CPI is the Plan-Do-Check-Act (PDCA) cycle, also referred to as the
Deming cycle
PDSA cycle (“S” stands for “study”) Mostly used interchangeably with PDCA. “S” was introduced by Deming to emphasize the role of learning in process improvement
Shewhart cycle- Shewhart discussed the concept in his book “statistical method from the view of quality control”

23. The PDCA cycle teaches that organizations should:
PLAN an action
DO it
CHECK to see how it conforms to the plan
ACT on what has been learned
The most common representation is a circular design to emphasize that CPI has not end
To satisfy customers, the four stages should rotate continuously, with quality as the top criterion

24. Plan Do Check Act What to do How to accomplish it Carry out the plan
See if the desired results were obtained
Act
Analyze reason for not making desired results (if any)
Determine what changes to make to better achieve desired results
Standardize if desired results achieved

26. TQM Foundations – Points for Senior Management
Long term commitment
Philosophy of zero errors
Understand customer/supplier relationships
Look at total cost
Manage system improvement
Eliminate departmental barriers
Eliminate fear
No arbitrary goals, no barriers to workmanship pride, no standards based on just numbers
Train, train, train.
Implement TQM systematically

27. References
Total Quality Management: A Total Quality Approach, by Gordon F. Gatiss (Ch. 6)