1. Quality Management: Organising for Quality
Presented by:
Dr. Husam Arman

2. Concept of TQM TQM foundation:
Any product, process, or service can be improved.
A successful organization is one that consciously seeks and exploits opportunities for improvement at all levels.
The watchword is continuous improvement.

3. What must organizations do for quality to succeed
“Organizations must adopt a cultural change that appreciates the primary need to meet customer requirements, implements a management philosophy that acknowledges this emphasis, encourages employee involvement, and embraces the ethic of continuous improvement.”
International Economic Conference Board

4. Transition to quality culture at Xerox
Team
Training
Senior
Management
Behavior
Xerox
Culture
Change
Tools and
Processes
Communication
Reward and
Recognition

5. IBM’s market driven quality program
Measures
of Progress
“Driver”
System
Goal
Leadership
Vision
Involvement
Policy
Management
Systems
Information
Planning
Human resource
Quality assurance
Quality Results
Improved quality
Lower costs
Customer
Satisfaction
Market
Success

6. IBM’s “new” Continuously Ensure Quality (CEQ) initiative
“CEQ aims to instill a commitment in organizations to embrace quality as a guiding principle that touches every phase of the software development and deployment cycle. Organizations must build quality in, not treat it as an afterthought. Every individual in an organization, from the business analyst to the IT operator, can improve application quality through vigilance and a shared sense of responsibility for business and customer success.”

7. What are some of the steps organizations must take?
Effectively develop and communicate quality policy, procedures and requirements across all company functions.
Mobilize resources to solve quality-related problems.
Effectively coordinate quality requirements with suppliers. (feed forward)
Maintain direct contact with customers (feedback).

8. Communicating quality requirements
Examples of formal communication:
Quality policy statement
Quality manuals
ISO 9000 quality standards
Examples of informal communication:
Word of mouth
Management actions

9. Quality - basic beliefs
Ford
Quality is job one; there's a Ford in your future
Chrysler
"If you find a better car, buy it!"  (Spoken by Lee Iacocca)
Serta
“We make the world's best mattress”
Caterpillar
Strong dealer support; 24-hour spare parts support around the world
McDonalds
Fast service, consistent quality

10. Quality policy statement
Most companies today have a written quality policy or mission statement
For example, “It is the established policy and intention of this company to provide its customers with products which conform to customer requirements and are delivered on time. This will be ensured through a defined quality program as detailed in the company quality manual.”
Some companies rely on verbal quality policies. for example,
“our goal is to ensure customer satisfaction and minimize rejects.”

11. Other examples
Goodyear: “our mission is constant improvement in products and services to meet our customers’ needs. This is the only means to business success for Goodyear and prosperity for its investors and employees.”

12. Other examples
Motorola – “Doing the right thing.  Every day.  No excuses.”
Organizations must demonstrate
what Deming termed “constancy of purpose”.

13. Identifying and resolving quality problems
Quality problems transcend individual and functional boundaries. Companies need multi-discipline problem solving.

14. Organizational approaches for multidiscipline problem solving
Form cross functional teams.
Quality improvement teams
Quality circles
Adopt matrix versus functional organizational structure.
Co-locate engineering resources to open communication channels.
Engineering technical centers/Centers of expertise

15. Coordinating quality requirements with suppliers
Importance of supply chain management
Many quality problems are caused by defective purchased material.
Suppliers often represent a large % of manufacturing costs.

16. Strategies for supplier relationships

17. Managing human resources & TQM
Growing research indicates that TQM has not achieved its objectives due to human resource management (HRM) problems.
Failures occur when management falls short in their efforts to adopt a corporate culture fully embracing TQM.

18. What makes TQM an HR problem?
TQM requires employee development & employee cooperation.
Thus, the task of top management is to:
provide workers with the necessary skills and knowledge.
create a quality-minded culture among employees.
A quality culture that:
nurtures high-trust relationships.
has a shared sense of commitment.
believes that continuous improvement is for the common good.

19. Establishing a quality minded culture
Formation of a quality minded culture is a human interaction issue.
Therefore, quality management systems must provide:
channels of communication for product-quality information among all concerned employees.
means of participation for employees so employees feel they’re part of the system

20. Some HR challenges? Is company culture a subset of national culture?
Should companies encourage TQM participation via monetary incentives?
Do workers want to be involved in the quality management process -
Actually, some want to have input.
many others do not want any increased responsibility.

21. Quality Improvement Teams

22. Roles for QI teams
In addition to solving quality problems, QI teams help:
provide a means of participation for employees in quality decision-making.
aid employee development: leadership, problem-solving skills.
lead to quality awareness which is essential for organizational culture change.

23. Types of quality improvement teams
Project teams
Quality circles

24. Project team characteristics
Teams address key organizational issues
concurrent engineering
ISO 9000 implementation
membership - generally mandatory
temporary in nature
participation is cross-functional
team leaders have varying degrees of authority

25. Quality circle characteristics
Voluntary groups of 6-8 members
Quality circle teams are semi-permanent
Teams are from single functional department
Members have equal status and select their own project
Minimum pressure to solve problems with a set timeframe

26. Implementing quality circles
Quality circles require top management support
Personal characteristics of facilitators are critical
Scope of project needs to be small enough to be capably addressed by the team
Success of other teams has positive peer pressure effect

27. Teamwork game
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