total quality management
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DESCRIPTIONbasic introduction for total quality management
TOTAL QUALITY MANAGEMENTWEEK 4THE CONCEPT OF TQMBASIC INFOMETHOD WIDELY USED IN THE ORGANISATION REQUIRES CONTINUOUS EFFORTQUALITY + MANAGEMENT= BUSINESS
DEFINITON OF TQMMANAGEMENT PHILOSOPHY THAT SEEK TO INTERGRATE ALL ORGANIZATIONAL FUNCTIONS TO FOCUS ON MEETING CUSTOMER NEEDS AND ORGANIZATIONAL OBJECTIVES
VIEWS ORGANISATION AS COLLECTION OF PROCESS
DO THE RIGHT THINGS, RIGHT THE FIRST TIME, EVERYTIME
TQM FOUNDATIONHOW DOES IT WORK?CUSTOMER SUPPLIERSYSTEMSPEOPLEPROCESSCULTURECOMMUNICATIONCOMMITMENTTQM six basic ConceptsManagement commitment to TQM principles and methods & long term Quality plans for the OrganisationFocus on customers internal & externalQuality at all levels of the work force.Continuous improvement of the production/business process.Treating suppliers as partnersEstablish performance measures for the processes.
6TQM IMPLEMENTATIONThe educational leader in tqmVision and symbolsManagement by walking aboutFor the kidsAutonomy, experimentation, and support for failureCreate a sense of a familySense of the wholeThe role of leader in promoting quality cultureA clear commitment to quality improvementCommunicatorGood relationship with the customerLeading staff developmentLeading innovationResponsibility is cleared defineBuilding effective teamsQuality system for education by spanbauerEducational leader should guide and assist other to develop similiar set og activitiesLeadership style walk and talkPivotal roles in guiding teachers and administrator
Empowerment Teacher Conclusion for empowermentInvolvement teacher, staffQ & AInformation sharingImplementing systematic and continued communication among everyoneHelpfulProvide autonomyEngage in the delicate balancing act of ensuring quality to external customer PROCESS TO CREATE A VISION AND MISSIONLEARNING WHAT IS IMPORTANT TO PEOPLE IN YOUR COMMUNITY
DECIDE WHAT TO ASK
DEVELOP VISION AND MISSION
DECIDE HOW YOU WILL USE YOUR VISION AND MISSION STATEMENT
7 Habits of highly effective people( Stephen Covey)Be pro-activeBegin with the end in mindPut first things first (ref.Coveys Time management matrix pg.35)Think win-winSeek first to understand,then to be understoodSynergySharpen the saw
14STRATEGIC PLANNINGWHAT IS STRATEGY?
-A PLAN OF ACTION RESULTING FROM INTENDED TO ACCOMPLISH A SPESIFIC GOALS
-THE ARTS OR SKILL OF USING STRATAGEMS IN ENDEAVORS SUCH AS POLITICS AND BUSINESS
STRATEGIC PLANNINGSET OF PROCESSES THAT AN ORGANIZATION USES TO IDENTIFY , PRIORTIZE, FOCUS, AND SCHEDULED ACTION IN ORDER FOR IT TO REMAIN VIABLE TO ITS FUTURE
GOOD JOB OF PLANNING VS PLAN EXECUTIONTQM & SPRELATIONSHIPStrategic PlanningStrategic business planning is similar to strategic quality planning.7 steps to strategic planningCustomer needsCustomer positioningPredict the futureGap analysisClosing the gapAlignmentImplementation. 18THE NEED FOR STRATEGIC PLANNINGIDENTIFYING THE MISSION AND CREATING A VISIONVISIONMISSIONBELIEVESWHAT AND WHYSHORT PHRASE THAT CONVEY HOPES FOR THE FUTUREACTION ORIENTEDINSPIRATIONAL TOOLSINSPIRATIONAL TOOLSGOOD VISION CRITERIAUNDERSTOOD AND SHAREDBROAD INSPIRING AND UPLIFTINGEASY TO COMMUNICATE
GOOD MISSION CRITERIACONCISEOUTCOME ORIENTEDINCLUSIVEStrategic Quality Goals and ObjectivesGoals must be focusedGoals must be concreteGoals must be based on statistical evidenceGoals must have plan or method with resourcesGoals must have a time-frameGoals must be challenging yet achievable 21Quality Culture (Definition)Culture is the pattern of shared beliefs and values that provides the members of an organization rules of behavior or accepted norms for conducting operations. It is the philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together and are shared by employees.
Main components:Behaviors based on people interactions.Norms resulting from working groups.Dominant values adopted by the organization.Rules of the game for getting on.The climate.Any organization needs a vision framework that includes its guiding philosophy, core values and beliefs and a purpose these should be combined into a mission.
TQM - Spring 2010 - Khalid Dahleez22Generating quality cultureBARRIER IN INTRODUCING TQMUNSUPPORTIVE SENIOR MANAGEMENTSHEER VOLUME OF EXTERNAL PRESSURESVISION ARE NOT OFTEN SHARED
Steps for Creating TQM CultureManagement accountability and a deep sense of responsibility & commitment towards employees is the starting point.Total people involvement and empowermentCommunicationTraining to employeesManagement thoughts and action towards delighting its customersRemoving organisational boundaries and internal competitionUsing fact based decision makingUse of KaizenTQM - Spring 2010 - Khalid Dahleez25TQM principles from the Japanese
The 3 K MethodKimerareta Kotoo What has been decidedKimerareta Tori must be followedKichim to Mamorukoto as per standard.26kaizenDEMING CYCLE OR PDCAKaizen Technique
Kaizen- defines the managements role in continuously encouraging and implementing small improvements in the individual & organization.Break the complex process into sub-processes and then improve the sub-processes.Continuous improvements in small increments make the process more efficient ,controllable and adaptable.Does not rely on more expense,or sophisticated equipment and techniques.29KaizenValue and non-value added work activitiesPrinciples of motion study and work-cell usePrinciples of materials handling and use of one-piece flowDocumentation of standard operating proceduresVisual displays for communicating to factory personnelJIT- to produce right quantities at right time and with right resources
Team dynamics problem solving ,comm.,conflict resolvation.
30Management factsProvides an integrated approaches to measuring and analyzing performances
Helps to align resources, improve communication, productivity and achieve strategic goals
System thinkingMethod of critical thinking by which you analyze the relationship between the systems past for better decision making