Академический Документы
Профессиональный Документы
Культура Документы
THE
IMPLEMENTATION
1
INTRODUCTION
2
The implementation of TQM in an
organisation can be divided into 3
stages or phases:
-- Preparation,
-- Planning, and
-- Execution
3
1. Preparation:
During preparation stage, top mgt commitment and
support is very crucial to ensure successful
implementation.
Top mgt will form a team known as Total Quality
Steering Committee (TQSC).
5
3. Execution:
Teams are activated to carry out the
projects.
11
ORGANISATION THEORY
PRINCIPLES AND TQM
12
SUMMARY
- Cultural Change
- Continuous improvement
- Process redesign
14
INTRODUCTION TO EMPOWERMENT
15
INTRODUCTION TO
EMPOWERMENT
# For empowerment to occur, managers must
undertake two major initiatives:
18
To begin to expose the concept of
empowerment, we need to understand the
concept broadly in order to be clear about
how and why we narrow our focus of
empowerment for specific programs and
projects (specific dimension or level, etc.)
and to allow discussion of empowerment
across disciplinary and practice lines.
19
The possibility of empowerment depends
on two things.
20
Second, the concept of empowerment
depends upon the idea that power can
expand.
21
To clarify these points, we first discuss
what we mean by power.
Quality
empowerment products and
customer
service
Job
satisfaction
26
PRINCIPLES OF EMPOWERMENT
1. Empower sincerely and completely
# To operate in an empowered
environment, the employees need the
technical and interpersonal skills
29
PRINCIPLES OF EMPOWERMENT
31
@ Extrinsic rewards, including pay
for skills and profit sharing
32
EMPOWERMENT IN ACTION
SEMCO;
RITZ-CARLTON:
37
EMPOWERMENT AND THEORIES
OF MOTIVATION
Job Characteristics Theory (JCT):
42
BENCHMARKING
HISTORY:
43
1983, Xerox CEO announced they would
become leaders through quality.
44
Actually the term benchmarking was first
used by cobblers to measure people's feet
for shoes. They would place someone's foot
on a "bench" and mark it out to make the
pattern for the shoes.
47
a number of reasons for benchmarking,
including to:
48
Definition;
49
Benchmarking Clearinghouse defines
benchmarking as:
50
Grinyer and Goldsmith said that
benchmarking is:
51
BENCHMARKING
54
Phase 3: Analyze—analyze and validate
information collected to identify
performance levels, leading practices,
enablers, and proven templates and
other tools.
55
Types of benchmarking:
56
3. Generic Benchmarking – a variation of
process benchmarking that compares
like processes of two or more
organisations without limitation to
competition of the same industry.
57
Benefits of Benchmarking.
1. Defines the gap between the organisation‘s
performance and other organisations‘
performance creating a desire to change for
the better.
59
Just-in-Time (JIT)
Relationship to quality:
JIT cuts cost of quality
60
Just-in-Time (JIT)
● ‗Pull‘ system of production/purchasing
- Customer starts production with an order
Unreliable Capacity
Scrap
Vendors Imbalances
62
Just-In-Time (JIT) Example
Unreliable Capacity
Scrap
Vendors Imbalances
63
Taguchi Techniques
● Experimental design methods to
improve product & process design
- Identify key component & process
variables affecting product variation
● Taguchi Concepts
- Quality robustness
- Quality loss function
- Target specifications
64
Quality Robustness
Ability to produce
products uniformly .
regardless of
manufacturing
conditions
Put robustness in
House of Quality
matrices besides
functionality
65
Quality Loss Function
66
Quality Loss Function
High Loss
Unacceptable
Poor
Loss
Fair
Good
Best
Low Loss
Target-oriented quality
yields more product in
the "best" category
Frequency
Conformance-oriented
quality keeps products
within 3 standard
deviations
70
71
The Fundamental Taguchi
Concepts
The definition of quality given by the Taguchi
methodology is customer orientated.
73
In general, there are four quality concepts
devised by Taguchi :
74
3. Quality should not be based on the
performance, features or characteristics
of the product.
75
Quality Concept One
76
This is often called an "off-line" strategy.
Poor quality can't be improved by the
traditional process of inspection and
screening (on the production line).
According to Taguchi, no amount of
inspection can put quality back into a
product; it merely treats the symptom.
77
Quality concepts should therefore be
developed by the philosophy of prevention ;
problems are tackled at the source and not
down stream.
79
This concept mainly deals with actual
methods of affecting quality.
80
Quality Concept Three
Quality is not based on the performance,
features or characteristics of the product.
83
When to use?
84
Benefits
86
STRATEGY IMPLEMENTATION
87
# STRATEGY IMPLEMENTATION
All levels of employees participate in
generating a strategy and action plan to attain
the vision
89
Policy Deployment
(Hoshin Kanri)
Top management vision leading to long-
term objectives
Deployment through annual objectives and
action plans
Negotiation for short-term objectives and
resources
Periodic reviews
90
HOSHIN KANRI
91
Also called Policy Deployment or Hoshin
Planning, it is a Strategic planning/Strategic
management methodology, based on a
concept popularised in Japan by Professor
Kaoru Ishikawa in the late 1950s.
92
Purpose
93
The hoshin planning process basically
consists of the following steps:
96
Benefits
97
IMPLEMENTING A TQ STRATEGY
98
# expression of caring for
employees
# Measurement plan
99
IMPLEMENTING A TQ STRATEGY
# Senior Management
100
# Senior Managers promote the
vision, mission and values of
the organisation
101
IMPLEMENTING A TQ STRATEGY
# Middle management
102
# Middle Managers must yield
the spirit of teamwork
103
IMPLEMENTING A TQ STRATEGY
# Workforce
104
# The Workforce must be trained
in communication and
problem-solving skills
105
COMMON IMPLEMENTATION
MISTAKES
# TQM is regarded as a program
# The process is not driven by a focus on
the customer
# Structural elements in the organisation
such as compensation systems and
functionalisation blocked change
# Goals are set too low
# The organisation is too successful and
complacent
106
COMMON IMPLEMENTATION
MISTAKES
108
Problem #1: Leadership Indifference
Support and commitment for a TQM
deployment from the leadership of an
organization is the key driver for success.
109
Support should be forthcoming not only
from senior leadership, but also from
leadership at all levels in the
organization.
110
Problem #2: Faulty Deployment
Strategy
111
Lack of alignment may cause
confusion among the key
stakeholders and associates about
the value of the entire effort; this gap
delays deployment in many
organizations.
112
Problem #3: Stress on Training
and Certification
113
But sometimes teams are more focused
on training and certification goals, and
fail to support project execution.
114
Problem #4: Incorrect Project
Selection
A lack of focus on project selection and
prioritization can lead to projects that lack
data or business focus or projects
focused on process areas that are outside
the Green Belts‘ and Black Belts‘ realm of
control.
117
INTERNATIONAL QUALITY STUDY
# A large percentage of businesses in the
US do not evaluate quality at all or do
so less than once each year,
compared to Japanese businesses
# More emphasis is placed on
incorporating consumer research in
new product and service design in
Japan than in the US
# Japanese companies has the highest
rate of employee participation regarding
quality 118
SUMMARY
# Successful implementation of TQ
based strategies depends on the
commitment and involvement of all
employees: senior management,
middle management and the
workforce including union leadership