Role of Hr in Total Quality Management (2)

7/31/2019 Role of Hr in Total Quality Management (2)

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ROLE OF HR IN TOTAL

QUALITY MANAGEMENT(TQM)-Sasmita PaloNayantara Padhi

AKASH E K GANESH SHARSHA R

JAYAN SUJASIVAKUMAR P

VARSHA B S


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What is TQM?TQM is to satisfy customer needs through employee

empowerment and performance measurement

Implementation of TQM requiresReengineering of manufacturing process and products

JIT

Bench marking world class Co.Production at zero defect levelContinuous improvement at activity and processes throughteam spirit.

HRs critical rolesManaging psychological transitionMotivating an enlivening people to achieve total quality

To align TQ human resource strategic mgt with businessstrategic mgt.Should act as internal consultants to other departments.

To unlock potential of employees

Key role in building an organizations TQM culture07/14/12 2


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PREVIOUS RESEARCHESRELATED TO TQM

Caudron 1993 :- HR must partner with otherdepartments in the organization to support

TQM effectively. Schonberger 1994 :- to make process

improvement part of everyones job. Dansky and Brannon 1996 :- the

relationship between TQM and HR,investigation in home health agencies. Thereis an affirmative relation between the two.

Partha 1997 :- TQM approach emphasizesplanned changes through HR.

Vouzas 2004 :- Role of personnelprofessionals in quality improvements havebeen overlooked in Greek industrialor anizations.

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METHODOLOGY OF THERESEARCH

Conducted in Rashtriya Ispat Nigam Limited(RINL), Vishakapatnam Steel Plant (VSP).

Time from Jan 2001 to Dec 2002 Primary sources

Interview with 75 senior executives (structured)of HRD, TQM-ISOCELL and 15 trade unionist(unstructured)

Secondary sources

Files Records Documents Annual reports Periodicals like ukkauvani and prerana

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BACKGROUND OF TQM INSAMPLE ORGANIZATION

Located on the coast of Bay of Bengal in thestate of Andhra Pradesh

Plan started in 1981 68 th largest steel producing company

globally. TQM began on 15 th sep 1995 and TQM-ISO

Cell was established in Jan 1997. TQM techniques

Bench marking Quality improvements projects Employee involvement scheme housekeeping

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ALIGNMENT BETWEEN HRAND QUALITY POLICY

The basic tenet is to create highly motivatedvibrant and self driven work force along with itscommitment to supply quality products andservices to its customers

Workforce

Continued up gradation of skills and competence building developing motivational climate improving internal communications building productive business culture Fabricating discipline as a part of work life

Quality policy Manufactured products as per specifications andstandards

Follow documented procedures for achieving exceptedstandards

Continuously strive to improve quality of all materials,processes and products

Encourage active involvement of all employees to pursue07/14/12 6


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STAGES FOR TQMIMPLEMENTATION

Phase I (Envisioning) Construct and

communication of the TQM mission Phase II(Preparing)-making necessaryorganizational arrangements for TQMimplementation

Phase III(implementing) Creating quality awareness Developing management support Organizing quality workshop Forming QATs Changing mindset

Phase IV (sustaining the momentum) Training Communication team building

employee involvement07/14/12 7


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INTERFACE BETWEEN HRD ANDOTHER DEPARTMENTS TO

SUPPORT TQM Partnership of HR with other departments is

essential for the progress of TQM.

In RINL\VSP the HR department plays therole of both facilitator and participant inimplementing TQM.

RINL\VSP have not only preached the TQM

mantra, they have also practiced it in theirfunctional areas. The HR professionals at RINL\VSP have

adopted the policy of companionship to

spread the message of TQM.07/14/12 8


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CONTD...

TQM facilitators where taken from allthe departments to conduct qualityworkshops.

The quality policy of the organisationwas communicated to the managersof the respective departments by theHR professionals.

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ROLE OF HRPROFESSIONALS AS

INTERNAL CONSULTANTS HR professionals acted as facilitatorsand trainers in conducting qualityworkshops.

HR Professionals advised thedepartments pertaining to theformulation of draft MOU and raisingpoints for discussion and resolution.

They also acted as consultants in thearea of cost reduction and reductionof activity cycle.07/14/12 10


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CONTD... They also suggested ways and means to

improve work climate by conductingsurvey of the employees.

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HR Challenges associatedwith TQM

Motivating knowledge workers Mobilizing key managerial personnel Obtaining employees satisfaction Overcoming communication barriers PSU trappings Vastness of organization

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Conclusion The HR professionals in RINL/VSP have

played a strategic role at different stages of TQM implementation

a.Assisted in aligning HR & quality policiesb.Creating & communicating the TQM visionc. Preparing the organization as well as the

employees for TQM implementation

d.Generating quality awareness amongemployees across levels, functions & dept.e.Organizing quality workshops, TQM training

programs07/14/12 13


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The TQM-HRM bondage can further benurtured by adopting the following measures HR managers should be rigorously trained as

TQM trainers/facilitators Implementation of TQM should become a partof the assessment/appraisal of the employeesperformance

TQM incentives should be introduced totrigger employees in this direction Trade unions should be involved in TQMmovements Help out people to perceive quality as a super-07/14/12 14

Contd..


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Reinforce the system for informationsharing, suggestion scheme,monitoring results, accountability aswell as feedback co-ordination.

Thus, following implementation of TQMfrom a mere functional dept. HRDDept. has now become anindispensible tower of strength forthe organization.

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THANK YOU