TOPIC 3: MANAGING FOR TOTAL QUALITY Flashcards
WHAT IS THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT?
Leadership is concerned with visioning, strategy and people empowerment, Management
is primarily concerned with the operations and ensuring that the strategies are applied
and properly controlled.
TEN POINTS FOR MANAGERS – The Foundation of the TQM Model.
The implementation of TQM is not an easy task, the core of TQM must be the customer-
supplier interfaces both internally and externally, and the fact that at each interface there
are processes to convert inputs to outputs.
• The organisation needs a long term Commitment to Constant improvement. There
must be a constancy of purpose, and commitment to it must start from the Chief
Executive Officer. The quality improvement process must embrace all departments
and also include customers and suppliers; you cannot start in one department and
expect to copy it to other departments.
• Adopt the philosophy of zero errors /defects to change the culture to the right first
time. This should be based on a thorough understanding based on the needs of the
customer and also his or her expectations.
• Train the people to understand the Customer-Supplier relationships. Customer
orientation should be achieved for each and every employer, director and manager.
The concept of internal customers and suppliers needs to be thoroughly understood
and implemented.
• Do not buy products or services on cost alone – Look at the TOTAL COST continually
improve the product or service provided externally, so that the total cost of doing
business is reduced.
• Recognise that Improvements of the system needs to be managed. The rule has to
be that systems will be in line with the shared needs and expectations and will be
part of the continuous improvement process.
• Adopt modern method of Supervision and Training – Eliminate fear. Recognize and
publicize efforts and achievements and provide the right sort of training, facilitation
and improvements.
• Eliminate the barriers between departments by managing the process – Improve
communication and teamwork. It is necessary to build teams and improve
communications around the process.
Eliminate the following:
• Arbitrary goals without methods
• All standards are based on numbers
• Barriers to the price of workmanship Fiction
• Get facts by using the correct tools.
Constantly educate and retrain – Develop the experts in the business, the energy that lies
in experts can be released into the organisation through education, training,
encouragement and the chance to participate.
Develop a systematic approach to manage the Implementation of TQM
TQM requires a carefully planned and fully integrated strategy, derived from the mission.
That way it will help any organisation to realize its vision.
ORGANISATION FOR QUALITY
The Quality Function and the Quality Director or Manager
• The quality function should be the organisation’s focal point of the integration of the
business interests of customers and suppliers into the internal dynamics of the
organisation.
• Its role is to encourage and facilitate quality and process improvements; monitor and
evaluate progress; promote the quality chains; plan, manage, audit and review systems;
plan and provide quality training; counselling and consultancy; and give advice to
management.
• In larger organisations, a quality director will contribute to the prevention strategy
whereas in smaller organisations may appoint a member of the management team to this
task on a part-time basis. An external TQM adviser is usually required.
• The reason for this is quite obvious – both the managers and directors ultimately
perform a quality function i.e. quality assurance.
Steering Committees and Teams
• In devising and implementing TQM for an organisation, it may be useful to ask if the
managers have the authority, capability and time to carry through.
• A disciplined and systematic approach to continuous improvement may be
established in a steering committee whose members are the senior management team
• Reporting to the steering committee are the process quality teams (PQT‟s) or any
steering committees, which in turn control the improvement teams and quality circles.
Process and quality improvement teams
A PQT or Quality Improvement Team (QIT) is a group brought together by management
to improve a process or tackle a particular problem on a project basis. This committee
will oversee a series of PQT’s each of which will be responsible for key business
processes.
Quality Circles or Kaizen Teams
They are drawn from across functional departments and when their tasks are completed
the team will dissolve. The Quality Circles or Kaizen Teams is a small group of people from
the small department who voluntarily meet to solve problems in their area of
responsibility.
Departmental Purpose Analysis
• Departmental purpose analysis helps to define the real purpose of each department,
with the objective of improving performance and breaking down barriers. It leads to an
understanding and key process of each group.
• A lot of emphasis is placed on surveying the opinions of the customer.
DESIGNS FOR QUALITY
Design, Innovation and Improvements
• Design is a multifaceted activity that covers many aspects of an organisation.
• All businesses need to update their products, processes and services in order to keep up
with customer needs. Failure to continually improve will result in the organisation
becoming obsolete.
• Innovation entails both innovation and design, and continuous improvement of
products, services and processes.
• Leading products/services are innovations that are market-led and not marketing-led.
• Everything in or from an organisation results from design decisions.
THE DESIGN PROCESS
• Commitment has to be from the Chairman or Chief Executive officer to building
quality throughout the design, it is also required that the operational processes must be
capable of achieving the design.
• State of the art approach to innovation is based on a strategic balance of old and
new, top management approach to design and teamwork.
• The “styling‟ of products must also be matched by secondary design considerations,
such as operating instructions and software support.
• The design takes in all aspects of identifying the need, developing something to
satisfy the need, checking conformance to the need and ensuring the need is satisfied.
• The design process must be carefully managed and can be a flow chart, like any other
process, into planning, practice codes, procedures, activities assignments, identification
of organisational and technical interfaces.
• Design input requirements, review investigation and evaluation techniques and
materials and use of feedback data from previous designs.
• Total design or simultaneous engineering in similar quality function deployment and
uses multifunctional teams to provide an integrated approach to product or service
introduction.
DESIGNS IN THE SERVICE SECTOR
• When designing services, three distinct elements are recognized, they are
• Physical – facilitating goods explicit service – sensual benefits implicit service –
psychological benefits.
• The characteristics of service delivery may be itemized as intangibility, perishability,
simultaneity, and Heterogeneity.
The service attributes are important in designing services include labour intensity, contact
interaction, customisation, nature of service act and direct recipient of the act.
