TQM Brief 1.ppt

8/10/2019 TQM Brief 1.ppt

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Objectives

Quality Control Development

What is TQM?

Purpose of TQM

Basic approaches of TQM Baldrige Criteria for Excellence

Total Quality Management


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Quality Control Inspection

Inspection technique Sorting

Process Control

Quality Insurance Planned and systematic actions to provide

adequate confidence that a product orservice will satisfy the given requirements.



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Quality Control (Cont) Continuous Improvement

Recognizing opportunities and problems Diagnosing them Finding solutions Implementing solutions Making sure they work

Repeating these steps Total Quality Management



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Total Quality Management (TQM) TQM is both a philosophy and a set of guiding

principles that represent the foundation of acontinuously improving organization.

TQM is the application of quantitative methodsand human resources to improve:

the material and services supplied to an organization. all the processes within an organization. the degree to which the needs of the customers are

met now and in the future. TQM integrates fundamental management

techniques, existing improvement efforts, andtechnical tools under a disciplined approachesfocused on continuous improvement.



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Purpose of TQM To provide high quality products to customers

To increase productivity

To lower product cost Basic Approaches of TQM

A committed and involved management to

provide long term top-to-bottom organizationsupport Management must participate in the quality

program.



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Basic Approaches of TQM (Cont) Continuous improvement of the business and

production process.

Treating suppliers as partners Quality of supplier is important. About 40% of

sales dollar is purchased product or service.

Establish performance measures for the

processes Customer satisfaction Percent nonconforming



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Basic Approaches of TQM (Cont) An unwavering focus on the customer, both

internally and externally Employee Customer

Effective involvement and utilization of entirework force

Everyone is responsible in TQM. All personnelshould be trained in TQM, SPC and otherquality improvement skills.



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2000 Baldrige Criteria for Excellence Leadership

Work Systems

Employee Education, Training and Development

Employee Well Being

Customer and Market Knowledge

Customer Satisfaction and Relationship



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1. Leadership

1.1 Organizational leadership1.2 Public responsibility and citizenship

2. Strategic planning

2.1 Strategy development2.2 Strategy deployment

2000 Baldrige Criteria for PerformanceExcellence Categories/Items



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3. Customer and market focus

3.1 Customer and market knowledge3.2 Customer satisfaction and relationships

4. Information and analysis

4.1 Measurement of organizational performance4.2 Analysis of organizational performance

2000 Baldrige Criteria for PerformanceExcellence Categories/Items (contd)



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5. Human resource focus5.1 Work systems

5.2 Employee education, training, and development

5.3 Employee well-being and satisfaction

6. Process management6.1 Product and service processes6.2 Support processes6.3 Supplier and partnering processes




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7. Business results7.1 Customer-focused results

7.2 Financial and market results

7.3 Human resource results

7.4 Supplier and partner results

7.5 Organizational effectiveness results




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Describe how senior leaders guide yourorganization and review organizationalperformance

Senior Leadership Direction

Organizational Performance Review

Organizational Leadership (Baldrige Criteria Item 1.1)



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Senior Leadership Direction- How do senior leaders set, communicate, and deploy

organizational values, performance expectations,

and a focus on creating and balancing value forcustomers and other stakeholders? Includecommunication and deployment through yourleadership structure and to all employees.

- How do senior leaders establish and reinforce anenvironment for empowerment and innovation, andencourage and support organizational and employeelearning?




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Senior Leadership Direction (contd) - How do senior leaders set directions and seek future

opportunities for your organization?




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Organizational Performance Review- How do senior leaders review organizational

performance and capabilities to assess

organizational health, competitive performance, andprogress relative to performance goals and changingorganizational needs? Include the key performancemeasures regularly reviewed by your senior leaders.

- How do you translate organizational performancereview findings into priorities for improvement andopportunities for innovation?




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Organizational Performance Review (contd) - What are your key recent performance review

findings, priorities for improvement, andopportunities for innovation? How are they deployedthroughout your organization and, as appropriate, toyour suppliers/partners and key customers to ensureorganizational alignment?

- How do senior leaders use organizationalperformance review findings and employee feedbackto improve their leadership effectiveness and theeffectiveness of management throughout theorganization?




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Describe how your organizations work and jobdesign, compensation, career progression, andrelated work force practices enable employees to

achieve high performance in your operations . Work Systems

Work Systems (Baldrige Criteria Item 5.1)



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Work Systems- How do you design, organize, and manage work and

jobs to promote cooperation and collaboration,

individual initiative, innovation, and flexibility, and tokeep current with business needs?

- How do your managers and supervisors encourageand motivate employees to develop and utilize their

full potential? Include formal and/or informalmechanisms you use to encourage and supportemployees in job- and career-related development/learning objectives.




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Work Systems (contd) - How does your employee performance management

system, including feedback to employees, supporthigh performance?

- How do your compensation, recognition, and relatedreward/incentive practices reinforce highperformance?

- How do you ensure effective communication,cooperation, and knowledge/skill sharing acrosswork units, functions, and locations, as appropriate?




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Work Systems (contd) - How do you identify characteristics and skills needed

by potential employees; how do you recruit and hire

new employees? How do you take into account keyperformance requirements, diversity of yourcommunity, and fair work force practices?




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Describe how your organizations education andtraining support the achievement of your business

objectives, build employee knowledge, skills, andcapabilities, and contribute to improved employeeperformance

Employee Education, Training, andDevelopment

Employee Education, Training, and Development(Baldrige Criteria Item 5.2)



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Employee Education, Training, and Development How does your education and training approach

balance short and longer term organizational andemployee needs, including development, learning,and career progression?

How do you design education and training to keepcurrent with business and individual needs? Includehow job and organizational performance are used ineducation and training design and evaluation.




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Employee Education, Training, and Development (contd) How do you seek and use input from employees andtheir supervisors/managers on education and

training needs, expectations, and design? How do you deliver and evaluate education and

training? Include formal and informal education,

training, and learning, as appropriate. How do you address key developmental and trainingneeds, including diversity training,management/leadership development, newemployee orientation and safety, as appropriate?




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Employee Education, Training, and Development (contd) How do you address performance excellence in your

education and training? Include how employeeslearn to use performance measurements,performance standards, skill standards, performance

improvement, quality control methods, andbenchmarking, a appropriate. How do you reinforce knowledge and skills on the

job?




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Describe how your organization maintains a workenvironment and an employee support climate that

contribute to the well-being, satisfaction, andmotivation of all employees

Work Environment

Employee Support Climate Employee Satisfaction

Employee Well-Being and satisfaction(Baldrige Criteria Item 5.3)



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Work Environment How do you address and improve workplace health,

safety, and ergonomic factors? How do employeestake part in identifying these factors and inimproving workplace safety? Include performancemeasures and/or target for each key environmentalfactor. Also, include significant differences, if any,based on different work environments for employeegroups and /or work units.




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Employee Support Climate How do you enhance your employees work climate

via services, benefits, and policies? How are theseenhancements selected and tailored to the needs ofdifferent categories and types of employees, and toindividuals, as appropriate?

How does your work climate consider and supportthe needs of a diverse work force?




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Employee satisfaction How do you determine the key factors that affect

employee well-being, satisfaction, and motivation? What formal and /or informal assessment methods

and measures do you use to determine employeewell-being, satisfaction, and motivation? How do youtailor these methods and measures to a diverse workforce and to different categories and types ofemployees? How do you use other indicators such asemployee turnover, absenteeism, grievances, andproductivity to assess and improve employee well-being, satisfaction, and motivation?




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Employee satisfaction (contd) How do you relate assessment findings to key

business results to identify work environment andemployee support climate improvement priorities?




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Describe how your organization determines short-and long- term requirements, expectations, and

preferences of customers and markets to ensurethe relevance of current products/services and todevelop new opportunities

Customer and Market Knowledge

Customer and Market Knowledge(Baldrige Criteria Item 3.1)



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Customer and Market Knowledge How do you determine or target customers,

customer groups, and/or market segments? How doyou consider customer of competitors and otherpotential customers an /or markets in thisdetermination?

How do you listen and learn to determine key

requirements and drivers of purchase decision ofcurrent, former and potential customers? Ifdetermination methods differ for different customersand/or customer groups, include the key differences.




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Customer and Market Knowledge (contd) How do you determine and/or project key

product/service features and their relativeimportance/value to customers for purposes ofcurrent and future marketing, product planning, andother business developments, as appropriate? Howdo you use relevant information from current and

former customers, including marketing/salesinformation, customer retention, won/lost analysis,and complaints, in this determination?

How do you keep your listening and leaningmethods current with business needs and directions?




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Describe how your organization determines thesatisfaction of customers and builds relationships to

retain current business and to develop newopportunities

Customer Relationships

Customer Satisfaction Determination

Customer Satisfaction and Relationships(Baldrige Criteria Item 3.2)



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Customer Relationships How do you determine key access mechanisms to

facilitate the ability of customers to conduct business,seek assistance and information, and make complaint?Include a summary of your key mechanisms.

How do you determine key customer contactrequirements, and deploy these requirements to allemployees involved in the response chain?

What is your complaint management process? Includehow you ensure that complaints are resolved effectivelyand promptly, and that all complaints received andaggregated and analyzed for use in overall organizationalimprovement.




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Customer Relationships (contd) How do you build relationships with customer for

repeat business and/or positive referral? How do you keep your approaches to customeraccess and relationships current with business needsand direction?




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Customer Satisfaction Determination What processes, measurement methods, and data

do you use to determine customer satisfaction anddissatisfaction? Include how your measurementscapture actionable information that reflectscustomers future business and /or potential forpositive referral. Also include any significantdifferences in processes or methods for differentcustomer groups and/or market segments.

How do you follow up with customers on product/sservices and recent transactions to receive promptand actionable feedback?




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Customer Satisfaction Determination (contd) How do you obtain and use information on customer

satisfaction relative to competitors and /orbenchmarks, as appropriate? How do you keep your approaches to satisfaction

determination current with business needs anddirection?



Documents

TQM Brief 1.ppt