TQM Report Chapters 1 and 2

Historical Background of TQM CHAPTER 1

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Chapter 1

FOUNDATION OF TQM

HISTORICAL BACKGROUND OF TQM


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Guilds were a very important part of

medieval life and medieval jobs. They

were bands of men and women that

joined together for profit and mutual

protection. Each guild revolved around a

particular craft or the trade of a particular

type of item. The Guilds established

standards, set prices, and determined skills.

A good example of this would be a

merchant guild that dealt in wool.

Instilled pride and dignity in workers

for quality of a given product.

The Industrial Revolution was the

transition to new manufacturing processes

in the period from about 1760 to sometime

between 1820 and 1840. A worker no

longer made the whole product; instead

he made a part only.

It brought a decline in

workmanship. (Productivity improved, cost

decreased. As products became more

complicated and jobs more specialized, it

became necessary to inspect products

after production.)

Child labor comes into play.

(Children were often preferred, because

factory owners viewed them as more

manageable, cheaper, and less likely to

strike. They worked up to 19 hours a day,

with a one-hour total break for little or no

pay.)

This chart is considered to be the

beginning of statistical quality control.

Statistical Quality Control (SQC)

focuses on the detection and control of

quality problems. It involves testing

samples and statistically infers compliance

of all products.)


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Recognition of the value of the SQC

control became apparent in 1924 (but

unfortunately US managers failed to

determine its value).

The American Society for Quality

(ASQ) publishes standards that promote

and advance quality tools, principles and

practices in workplaces and communities.

Established in 1946 and based

in Milwaukee, Wisconsin, USA, ASQ traces

its beginnings to the end of World War II, as

quality experts and manufacturers sought

ways to sustain the many quality-

improvement techniques used during

wartime.

William Edwards Deming was an

American statistician, professor, author,

lecturer, and consultant. He is perhaps

best known for the "Plan-Do-Check-

Act" cycle popularly named after him.

The end of World War II

compelled Japan to change its focus from

becoming a military power to becoming

an economic one. Despite Japan's ability

to compete on price, its consumer goods

manufacturers suffered from a long-

established reputation of poor quality. So

they invited Deming to learn how to

achieve this aim. Deming suggested that

they can achieve their goal in five years;

not many Japanese believed him.

However, they followed his suggestions

and never looked back.

He has been described variously as

a national folk hero in Japan, where he

was influential in the spectacular rise of

Japanese industry after World War II.

http://en.wikipedia.org/wiki/Milwaukee

http://en.wikipedia.org/wiki/Wisconsin

http://en.wikipedia.org/wiki/World_War_II

http://en.wikipedia.org/wiki/PDCA

http://en.wikipedia.org/wiki/PDCA

http://en.wikipedia.org/wiki/Japan


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Joseph Moses Juran was

a Romanian-born American management

consultant and engineer. Juran acted as a

matchmaker between U.S. and Japanese

companies looking for introductions to

each other.

He revolutionized the Japanese

philosophy on quality management and in

no small way worked to help shape their

economy into the industrial leader it is

today. Dr. Juran was the first to

incorporate the human aspect of quality

management which is referred to as Total

Quality Management.

The term ‘total quality’ was used for

the first time in a paper by Feigenbaum at

the first international conference on

quality control in Tokyo in 1969. The term

referred to wider issues within an

organization.

Kaoru Ishikawa’s synthesis of the

philosophy contributed to Japan’s

ascendancy as a quality leader.

These trips were really NOT

necessary - they could have read the

writings of Deming and Juran.

Nevertheless, “a quality renaissance

began to occur in U.S. products and

services”.

http://en.wikipedia.org/wiki/Romania

http://en.wikipedia.org/wiki/United_States


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Statistical Process Control (SPC) is a

method of monitoring a process during its

operation in order to control the quality of

the products while they are being

produced—rather than relying on

inspection to find problems after the fact.


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In 1988 a major step forward in

quality management was made with the

development of the Malcolm Baldrige

Award in the United States. The model, on

which the award was based, represented

the first clearly defined and internationally

recognized TQM model. It was developed

by the United States government to

encourage companies to adopt the

model and improve their competitiveness.

The executive director of the

American Supplier Institute, Genichi

Taguchi is well-known for developing a

methodology to improve quality and

reduce costs, known in the United States

as the "Taguchi Methods." He also

developed the quality loss function.

Production of Saturn cars began in

the early 90s and the purpose from the

get-go was to emulate foreign marketing

strategies such as the Japanese ones in

order to put up a fight on the American

market. Such strategies included better

quality control which translated into better

reliability of the finished product and more

control for the workers in the plant.

Soon after the first cars hit the

streets of America, favorable reviews start

pouring in. Sales go well as Saturn cars start

earning one award after another.

The standards in ISO 9000 provide

guidance and tools for companies and

organizations who want to ensure that

their products and services consistently

meet customer’s requirements, and that

quality is consistently improved.

Definition of TQM CHAPTER 1

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DEFINITION OF TQM


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“Only by changing the actions of management will the culture

and actions of an entire organization be transformed.”

“TQM is for the most part common sense.”

- D.H. Besterfield


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The T-Q-M Acronym


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Golden rule explains it: "Do unto others as you would have then do

unto you"


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Lastly, TQM is…

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Basic Concepts of TQM CHAPTER 1

BASIC CONCEPTS OF TQM

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Basic Concepts of TQM CHAPTER 1

6 Basic Concepts of TQM

(According to B. Creech):

1. A committed and involved management to provide long-term top-to-bottom

organizational support.

2. An unwavering focus on the customer, both internally and externally.

3. Effective involvement and utilization of the entire work force.

4. Continuous improvement of the business and production process

5. Treating suppliers as partners.

6. Establish performance measures for the processes.

The purpose of TQM is to provide a quality product or service to customers, which

will in turn, increase productivity and lower cost. With a higher quality product or service

and lower price, competitive position in the market place will be enhanced. These

series of events will allow the business organization to achieve the objectives of profit

and growth with greater ease. Furthermore, the workers will have a job security, which

will create a satisfying environment to work.

The table below shows the difference between the new culture (TQM) and the old

one for typical quality elements.

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Transformation to TQM CHAPTER 1

TRANSFORMATION TO TQM

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Transformation to TQM CHAPTER 1

A business organization cannot start the transformation to TQM until it is aware

that the quality of the product or service must be improved. Awareness comes in when

a business organization loses market share or realizes that quality and productivity go

hand-in-hand. It also happens if TQM is mandated by the customer or if management

realizes that TQM is a better way to operate a business and compete in domestic and

foreign market.

Just recently, a new attitude has emerged where quality comes first among the

equals of cost and services. In other words, the customer wants value/quality.

Improvements in quality can directly lead to increase productivity and other

benefits. This concept is shown in the table below. It shows that improved quality results

in a 5.6% improvement in productivity, capacity and profits.

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Meaning of Quality CHAPTER 1

MEANING OF QUALITY

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When “quality” is used, it is an excellent product or service that satisfies or

exceeds our expectations.

Expectations are based on the intended use and the selling price.

o Ex: a customer expects a different performance from a plain steel

oven than from a chrome plated steel oven because they are a different

grade.

When a product surpasses our expectations, we always consider it as a quality

product, as stated by D. A. Garvin.

Q = P/E

o Where: Q = Quality; P = Performance; E = Expectations

If Q is greater than 1, the customer has a good feeling about the product or

service.

According to ANSI/ASQC Standard A3-1987, quality is the totality of features and

characteristics of a product or service that bear on its ability to satisfy implied or

stated needs.

Stated needs are determined by the contract and are called constraints.

Implied needs are a function of the market and must be identified and defined

and are called parameters.

These needs involve safety, availability, maintainability, reliability, usability, price,

and environment.

Price is easily defined by some monetary unit such as pesos.

Conformance of the product or service to these conditions and specifications is

measurable and provides a quantifiable definition of quality.

If the conditions and specifications do not satisfy the customer needs, they

should be changed.

Needs usually change overtime, thereby requiring a periodic re-evaluation of

conditions and specifications by means of customer surveys.

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THE DIMENSIONS OF QUALITY

These dimensions are somewhat independent; therefore, a product can be

excellent in one dimension and average or poor in another.

Marketing has the responsibility of identifying the relative importance of each

dimension of quality.

These dimensions are then translated into the requirements for the development

of a new product or the improvement of an existing one.

Now these are the Dimensions of Quality

Performance – Primary product characteristics

Features – Secondary characteristics, added features

Conformance – Meeting specifications or industry standards workmanship

Reliability – Consistency of performance over time, average time for the unit to

fail

Durability – Useful life, includes repair

Service – Resolution of problems and complaints, ease of repair

Response – Human-to-human interface

Aesthetics – Sensory characteristics, such as exterior finish

Reputation – Past performance and other intangibles

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The Deming Philosophy CHAPTER 1

THE DEMING PHILOSOPHY

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Dr. W. Edwards Deming developed the following 14 points as a theory for

management for improvement of quality, productivity, and competitive position.

1. Create and Publish the Aims and Purposes of the Organization

Management must display continuously their commitment to this

statement.

It must include investors, customers, suppliers, employees, the

community, and a quality philosophy.

The statement is a forever-changing document that needs input from

everyone.

Business organizations must develop a long-term view of at least ten

years and plan to stay in business by having long-range goals.

Resources must be allocated for research, training, and continuing

education to obtain the goals.

Innovation is done so that the product or service does not become

obsolete.

A family organizational philosophy is developed to send a strong

message that everyone is part of the business organization.

2. Learn the New Philosophy

Management and the employees must know the new philosophy.

Business organizations must seek never-ending improvement and not

accept nonconformance to standards.

Customer satisfaction is the top priority because dissatisfied customers

will not continue to buy nonconforming products and services.

The business organization must concentrate on defect prevention rather

than defect detection.

By improving the process, the quality and productivity will improve.

Everyone in the organization, including the union, must be involved in

the quality journey and change his or her attitude about quality.

3. Understand the Purpose of Inspection

Management must understand that the objective of inspection is to

improve the process and reduce its cost.

Mass inspection is costly and unreliable.

Statistical evidence is needed by the business organization and

suppliers.

Every effort should be made to reduce and then eliminate acceptance

sampling.

Mass inspection is managing for failure and defect prevention is

managing for success.

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4. Stop Awarding Business Based on Price Alone

Business organizations must stop awarding based on low bid because

price has no meaning without quality.

The aim is to have suppliers for each item to develop a long-term

relationship of loyalty and trust, thereby providing improved products

and services.

Purchasing agencies must be trained in statistical process control and

require it from suppliers.

They must follow the materials throughout the entire life cycle in order to

evaluate how customer expectations are affected and provide

feedback to the supplier regarding the quality.

5. Improve Constantly and Forever the System

Management of the business organization must take more responsibility

for problems by actively finding and correcting problems so that quality

and productivity are continually improved to reduce the cost.

The focus is to prevent problems before they will happen.

Responsibilities are assigned to teams to eradicate the causes of

problems and continually improve the process.

6. Institute Training

Every personnel must be oriented to the business organization’s

philosophy of commitment to never-ending improvements.

Management must distribute resources to train personnel to do their jobs

in the best manner possible.

Everyone should be trained in statistical methods, and these methods

should be used to monitor and evaluate the need for further training.

7. Teach and Institute Leadership

One of the responsibilities of management is to improve supervision.

They must provide supervisors with training in statistical methods and

these 14 theories so that the new philosophy can be implemented.

All communication must be cleared from top management, to

supervisors, and to operators.

8. Drive Out Fear, Create Trust, and Create a Climate for Innovation

Management must encourage transparency, effective communication

and teamwork.

Fear is caused by a general feeling of being powerless to control

important aspects of one’s life.

It is caused by a lack of job security, possible physical harm,

performance appraisals, and ignorance of organization goals, poor

supervision and not knowing the job.

Driving fear out of the workplace involves managing for success.

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Management can begin by providing employees with adequate

training, good supervision, and proper tools to do the job, and removing

physical dangers.

When employees are treated with love and dignity, fear can be

eliminated; they will work for the general good of the business

organization.

This kind of organizational climate will provide more ideas for

improvement.

9. Optimize the Efforts of Teams, Groups and Staff Areas

Management must optimize the efforts of teams, workgroups, and staff

areas to realize the aims and purposes of the business organization.

Barriers exist internally among levels of management, among

departments, within departments, and among shifts.

Externally, they exist between the organization and its customers and

suppliers.

These barriers exist because of poor communication, ignorance of

organization’s vision and mission, competition, fear, and personal

grudges or jealousies.

To break down the barriers, management will need a long-term

perspective.

10. Eliminate Exhortations for the Work Force

Exhortations that ask for increased productivity without providing

specific improvements methods may hinder business organization’s

success.

They do not produce a better product or service, because the

employees are limited by the system.

Goals should be set that are attainable and are committed to the long-

term success of the business organization.

Improvements in the process cannot be made unless the tools and

methods are available.

11. Eliminate Numerical Quotas for Work Force and Management by Objectives

Eliminate Numerical Quotas for the Work Force

Management must learn and adopt methods and tools for

improvements.

Quotas and work standards focus on quantity rather than quality.

They encourage poor workmanship in order to meet their quotas.

Management must provide and implement a strategy for

continuous improvements and work with employees to reflect the

new policies.

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Eliminate Management by Objective

Management must learn the capabilities of the process and how

to improve them.

Internal goals set by management, without method and tools are

weak.

Management by numerical goal is an attempt to manage without

knowledge of what to do.

12. Remove Barriers that Rob people of Pride of Workmanship

Reasons why workers are losing pride in their workmanship:

Workers do not know how to relate to the organization’s vision and

mission.

They are being blamed for system problems.

Poor designs lead to the production of “junk”.

Inadequate training is provided.

Punitive supervision exists.

Inadequate or ineffective equipment is provided for performing the

required work.

When employees are proud of their work, they will grow to the fullest

extent of their job.

Management must give employees operational job descriptions,

provide the proper tools and materials, and stress their understanding of

their role in the total process.

By gaining pride, everyone in the business organization will be working

for the common good.

13. Encourage Education and Self-Improvement for Everyone

A long-term commitment to continuously train and educate employees

must be made by management.

E. Deming’s 14 theories and the business organization’s vision and

mission should be the foundation of the education program.

Everyone should be retained as the organization requirements change

to meet the changing needs of the environment.

14. Take Action to Accomplish the Transformation

Management has to adopt the main responsibility for the continuous

improvement of the process.

It has to create an organizational structure to implement the philosophy.

Management must be committed, involved, and accessible if the

business organization is to succeed in implementing the new philosophy.

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Chapter 2

LEADERSHIP

EFFECTIVENESS

CONCEPTS AND DEFINITIONS OF

LEADERSHIP

Concepts and Definitions of Leadership CHAPTER 2

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What a leader should know:

1. People need security and independence at the same time.

2. People are sensitive to external rewards and punishments and yet are also

strongly self-motivated.

3. People like to hear a kind word of praise.

4. People can process only a few facts at a time, thus, a leader needs to keep

things simple.

5. People trust their gut reaction more than statistical data.

6. People distrust a leader’s rhetoric if the words are inconsistent with leader’s

action or deeds.

L – Loyalty to God, country and people

E – Enthusiasm and effort

A – Advocacy, action and accomplishment

D – Dedication, discipline, dignity, decency, devotion and decisiveness

E – Excellence and exemplary work

R – Reliability, responsibility, respect and reconciliation

S – Sincerity, service, self-sacrifice, social justice

H – Humility, honesty, honor, helpfulness, and hard work

I – Integrity, interest, initiative, and idealism

P – Patience, perseverance, peace, progress and prosperity

Concepts and Definitions of Leadership CHAPTER 2

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IMPEDIMENTS OF TQM

Impediments of TQM CHAPTER 1

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Impediments of TQM

Many business organizations, especially small ones with a niche, are comfortable

with their present condition. They are satisfied with the amount of work being

performed, the profits realized, and the perception that the customers are satisfied.

Organizations like this do not need TQM until they begin to lose market share. It is also

possible that they might unknowingly be practicing TQM.

Once a business organization embarks on TQM, there will be a resistance to

change. People become accustomed to doing things in a particular way and it

becomes the preferred way. People become closed to innovations, and TQM is viewed

as another thing that is deemed to fail. Managers fear diminished authority and

responsibility. Also, time spent on daily business hinders TQM implementation. It is hard

for individuals to change their way of doing things; it is much more difficult for a business

organization to make a cultural change.

Thus, a considerable amount of training in the six stated concepts is needed to

overcome these impediments to TQM. Also, the channels of communication will need

to be improved and developed.

Impediments of TQM CHAPTER 1

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Implementation of TQM Process CHAPTER 2

IMPLEMENTATION OF TQM PROCESS


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Indifference and lack of involvement by

management are frequently regarded as the

main reasons for the failure of quality

improvement programs and activities.

Managers should visit successful TQM

business organizations, read selected articles

and books, attend seminars and conferences

and join professional org for quality assurance.

This means that the managers should

find tips and advices from the pros, to make

their org. successful.

The org must be ready. Is the business

org ready to embrace and adopt total quality

journey? They may encounter problems such as

reorganization, change in management

personnel, interpersonal conflicts, current crisis

or a time consuming activity.

These problems may delay or postpone

the implementation time.

Initiation of the duties is an important part

of the implementation of the TQM. The

formulation of core values, vision and mission

statement and quality policy statement should be

undertaken.

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They are responsible and accountable for

attaining many of the business org’s goals and

objectives.

Management needs to ensure that

managers at all levels have the opportunity as

soon as possible.

One way to attain this concept is to have

a retreat. The retreat will focus on TQM training,

leadership skill, and active involvement in the

dev of the business org’s statements.

Managers should involve union officers by

sharing with them the implementation plans and

programs for TQM. They may work together on

quality improvement program and activities.

At this moment, it is important to

communicate TQM to the entire business org.

communication is important not only during the

implementation stage; communication must be

a continuous process. It is necessary to create

TQM awareness, interest, desire and action.

Training and development is conducted

when the employee is placed in a project team or

the work group is ready for training.

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The Role of Management CHAPTER 2

THE ROLE OF MANAGEMENT

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The Role of Management CHAPTER 2

Management and the CEO is the

most responsible for quality.

MBWA – Management by

Wandering Around. The management

should go out of the office and visit

customers, suppliers and other part of

the business organization.

The exceeding part is the

function and role of the management.

Very important role of the

management: LISTENING AND

COMMUNICATION.

The management should listen to

internal and external customers and

suppliers through visits, focus groups,

and surveys.

Communication creates

awareness of the importance of TQM

and provides TQM result in an ongoing

manner.

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Quality Council of TQM CHAPTER 2

QUALITY COUNCIL OF TQM

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TQM council must be organized

to provide overall directions in any

business organization.

Functional area managers are

design manager, finance, marketing,

product and quality.

Coordinator is necessary to

assume some of the added duties that

a quality improvement activity requires.

Given are the main duties of a

coordinator.

In smaller business organization

where managers may be responsible for

more than one functional area, a

consultant would be most welcome

instead of a coordinator.

Basic duties of the Total Quality

Management Council according to

Dale H. Besterfield

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The council is the instrument for accepting the

idea of continuous quality improvement.

Once the TQM program is well organized, there

are an agenda to be followed.

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Core Values of TQM CHAPTER 2

CORE VALUES OF TQM

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Core values and concepts promote

TQM behavior and define the

organizational structure. Every

organization shall need to develop its

own values. Given here are the core

values for the Malcolm-Baldrige

National Quality Award.

Value, satisfaction and preferences may be

influenced by many factors throughout the

customers overall purchase, ownership and

service experiences. These factors include

the organization’s relationship with

customers that help build, trust, confidence

and loyalty.

It is reflected toward customer retention

and market-share gain demands

constant sensitivity to emerging

customer and market requirements and

measurements of the factors that have

customer retention and satisfaction.

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Reinforcement of values and setting

expectation requires adequate

personal commitment and

involvement.

The leaders must commit to growth and

development of the entire personnel and

should encourage participation and

creativity by all.

The team continuous improvement refers

to both incremental and “breakthrough”

improvement. The approach to

improvement needs to be included in the

way the organization functions. Being

included means:

(1) Improvement is part of the daily

work of all work units;

(2) Improvement process seek to

eliminate problems at their source

(3) Improvement is driven by

opportunities to do better as well as

by problems that must be

corrected.

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Employee success largely depends upon

meaningful opportunities to learn and to

practice new skills. Organization need to

invest in the development of the

employees through education, training,

and creating opportunities for continuing

growth.

To address these challenges we need to

require and acquire following data: skills,

satisfaction motivation, safety and well-

being of employees

Major improvement response-time often

requires simplification of work

organizations and work processes.

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A main issue in competitive environment is

the design-to-introduction (product

generation) cycle time.

From the point of view public

responsibility, the design stage involves

decision regarding resource use and

manufacturing process.

Planning needs to determine or anticipate

many times of changes, including those

that may affect customers’ expectation

of products and services, technological

developments, changing customer

segments, evolving regulatory

requirements and community/ societal

expectations or thrusts by competitors.

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In most organization, core values are

understood or assumed or seldom

discussed. Exploring and discussing

values enhances harmony and

teamwork.

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TQM Statements CHAPTER 2

TQM STATEMENTS

The quality statements include the vision statements, mission

statement, and quality policy statement. Once established, they are

only occasionally reviewed and updated. They are part of the

strategic planning process, which includes goals and objectives.

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TQM Statements CHAPTER 2

It is the realistic picture of what it wants to

become and what is possible. The statement

is short and consists of a few sentences.

This statement is usually one paragraph or less in length

and is easy to understand. It describes the function of

the org. It provides a crystal clear statement of purpose

for employees, customers and suppliers.

It should be written by the CEO with feedback

from the employees and approved by the quality

council.

Characterstics:

1. Quality is first among equals

2. Meet the needs of the internal and external

customers

3. Equal or exceed the competition

4. Continually improve the quality

5. Include businesses and production practices

6. Utilize the entire personnel

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Strategic Planning CHAPTER 2

STRATEGIC PLANNING

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Strategic Planning CHAPTER 2

Strategic planning can be performed by any organization. It can be highly effective,

allowing organizations to do the right thing at the right time, every time, as stated by

John R. Dew.

strategic quality plans

business plans

Goals and Objectives

1.) Goals must be measurable.

2.) Goals must be based on statistical knowledge of the system.

3.) Goals must be definitive, specific, and understandable, using results rather than

behaviours or attitudes.

4.) Goals must have a plan or method of utilizing resources for their achievement.

5.) Goals must be challenging, yet available.

6.) The characteristics of objectives are identical to those given here for goals.

Seven Steps to Strategic Planning

1.) Customer Needs

2.) Customer Positioning.

3.) Predict the Future

4.) Gap Analysis

5.) Closing the Gap

6.) Alignment

7.) Implementation

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Characteristics of an Effective Leadership CHAPTER 2

CHARACTERISTICS OF EFFECTIVE

LEADERSHIP

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Effective leaders build a climate of trust where people can freely express their ideas

and concerns. Effective leaders are not only skilled in the dynamics of planned

change and goal-achievement; they also empower others. Leadership is the

simultaneous provision of direction and empowerment.

Characteristics of Effective Leaders

1.) They give priority attention to external and internal customers and their needs.

Leaders place themselves in the customer’s shoes and service their needs from that

perspective. They continually evaluate the customer’ changing requirements.

2.) They empower, rather than control, subordinates. Leaders have trust and

confidence in the performance of their subordinates. They provide the resources,

training, and work environment to help subordinates do their jobs. However, the

decision to accept responsibility lies with the individual.

3.) They emphasize improvement rather than maintenance. Leaders use the phrase, “If

it isn’t perfect, improve it rather than, if it ain’t broke, don’t fix it. There is always

room for improvement, even if the improvement is small.” “Major breakthroughs

sometimes happen, but it’s the little ones that keep the continuous process

improvement on a positive track.

4.) They emphasize prevention. An “ounce of prevention is worth a pound of cure” is

certainly true. It is also true that perfection can be the enemy of creativity. There

must be a balance between preventing problems and developing better

processes.

5.) They encourage collaboration rather than competition. When functional areas,

departments, or work groups are in competition, they may find subtle ways of

working against each other or withholding information. Instead, there must be

collaboration among and within units.

6.) They train and coach, rather than direct and supervise. Leaders know that the

development of the human resource is a necessity. As coaches they help their

subordinates learn to do a better job.

7.) They learn from problems. When a problem exists, it is treated as an opportunity

rather than something to be minimized or covered up. What caused it? And how

can we prevent it in the future? - are the questions asked by leaders.

8.) They continually try to improve communications. Leaders continually disseminate

information about the TQM effort.

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9.) They continually demonstrate their commitment to quality. Leaders walk their talk –

their actions, rather than their words, communicate their level of commitment. They

let the quality statements be their decision-making guide.

10.) They choose suppliers on the basis of quality not price. Suppliers are encouraged to

participate on project teams and become involved. Leaders know that quality

begins with quality materials and the true measure is the life-cycle cost.

11.) They establish organizational systems to support the quality effort. At the senior

management level a quality council is provided, and at the first-line supervisor

level, work groups and project teams are organized to improve the process.

12.) They encourage and recognize team effort. They encourage, provide recognition,

and reward individuals and teams. Leaders know that people like to know that their

contributions are important. This action is one of the leader’s most powerful tools.

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End of Report TQM Group 1

END OF REPORT

By Group 1

▪ Balitaan ▪ Castillo ▪ Elloran ▪ Lasconia ▪ Menor ▪ Nabo ▪ Papa ▪ Peacita ▪

Total Quality Management

Documents

TQM Report Chapters 1 and 2