approaches to process improvement
TRANSCRIPT
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 113
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 213
Kaizen
TQM
Comparison BPR with Kaizen and TQM
2ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 313
It is a Japanese philosophy that focuses on continuous
improvement throughout all aspects of life
When applied to the workplace Kaizen activities
continually improve all functions of a business frommanufacturing to management and from the CEO to the
assembly line workers
Kaizen was first implemented in several Japanese
businesses during the countrys recovery after WorldWar II including Toyota and has since spread to
businesses throughout the world
3ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 413
Kaizen operates with three principles
1 consider the process and the results (not results-only)
so that actions to achieve effects are surfaced2 Systemic thinking of the whole process and not just
that immediately in view
3 a learning non-judgmental non-blaming (because
blaming is wasteful) approach and intent will allow there-examination of the assumptions that resulted in the
current process
People at all levels of an organization can participate in
kaizen from the CEO down as well as externalstakeholders when applicable
4ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 513
At Toyota it is usually a local improvement within a
workstation or local area and involves a small group inimproving their own work environment and
productivity
Hence the English usage of kaizen can be
continuous improvement or continualimprovementldquo
The Toyota production system is known for kaizen
where all line personnel are expected to stop their
moving production line in case of any abnormality andalong with their supervisor suggest an improvement to
resolve the abnormality which may initiate a kaizen
5ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 213
Kaizen
TQM
Comparison BPR with Kaizen and TQM
2ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 313
It is a Japanese philosophy that focuses on continuous
improvement throughout all aspects of life
When applied to the workplace Kaizen activities
continually improve all functions of a business frommanufacturing to management and from the CEO to the
assembly line workers
Kaizen was first implemented in several Japanese
businesses during the countrys recovery after WorldWar II including Toyota and has since spread to
businesses throughout the world
3ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 413
Kaizen operates with three principles
1 consider the process and the results (not results-only)
so that actions to achieve effects are surfaced2 Systemic thinking of the whole process and not just
that immediately in view
3 a learning non-judgmental non-blaming (because
blaming is wasteful) approach and intent will allow there-examination of the assumptions that resulted in the
current process
People at all levels of an organization can participate in
kaizen from the CEO down as well as externalstakeholders when applicable
4ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 513
At Toyota it is usually a local improvement within a
workstation or local area and involves a small group inimproving their own work environment and
productivity
Hence the English usage of kaizen can be
continuous improvement or continualimprovementldquo
The Toyota production system is known for kaizen
where all line personnel are expected to stop their
moving production line in case of any abnormality andalong with their supervisor suggest an improvement to
resolve the abnormality which may initiate a kaizen
5ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 313
It is a Japanese philosophy that focuses on continuous
improvement throughout all aspects of life
When applied to the workplace Kaizen activities
continually improve all functions of a business frommanufacturing to management and from the CEO to the
assembly line workers
Kaizen was first implemented in several Japanese
businesses during the countrys recovery after WorldWar II including Toyota and has since spread to
businesses throughout the world
3ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 413
Kaizen operates with three principles
1 consider the process and the results (not results-only)
so that actions to achieve effects are surfaced2 Systemic thinking of the whole process and not just
that immediately in view
3 a learning non-judgmental non-blaming (because
blaming is wasteful) approach and intent will allow there-examination of the assumptions that resulted in the
current process
People at all levels of an organization can participate in
kaizen from the CEO down as well as externalstakeholders when applicable
4ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 513
At Toyota it is usually a local improvement within a
workstation or local area and involves a small group inimproving their own work environment and
productivity
Hence the English usage of kaizen can be
continuous improvement or continualimprovementldquo
The Toyota production system is known for kaizen
where all line personnel are expected to stop their
moving production line in case of any abnormality andalong with their supervisor suggest an improvement to
resolve the abnormality which may initiate a kaizen
5ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 413
Kaizen operates with three principles
1 consider the process and the results (not results-only)
so that actions to achieve effects are surfaced2 Systemic thinking of the whole process and not just
that immediately in view
3 a learning non-judgmental non-blaming (because
blaming is wasteful) approach and intent will allow there-examination of the assumptions that resulted in the
current process
People at all levels of an organization can participate in
kaizen from the CEO down as well as externalstakeholders when applicable
4ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 513
At Toyota it is usually a local improvement within a
workstation or local area and involves a small group inimproving their own work environment and
productivity
Hence the English usage of kaizen can be
continuous improvement or continualimprovementldquo
The Toyota production system is known for kaizen
where all line personnel are expected to stop their
moving production line in case of any abnormality andalong with their supervisor suggest an improvement to
resolve the abnormality which may initiate a kaizen
5ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 513
At Toyota it is usually a local improvement within a
workstation or local area and involves a small group inimproving their own work environment and
productivity
Hence the English usage of kaizen can be
continuous improvement or continualimprovementldquo
The Toyota production system is known for kaizen
where all line personnel are expected to stop their
moving production line in case of any abnormality andalong with their supervisor suggest an improvement to
resolve the abnormality which may initiate a kaizen
5ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 613
It is a business management strategy aimed at
embedding awareness of quality in all organizational
processes
It is composed of three paradigms1 Total - involving the entire organization supply
chain andor product life cycle
2 Quality - With its usual definitions with all its
complexities3 Management - The system of managing
6ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 713
TQM has been coined to describe a philosophy that
makes quality the driving force behind leadershipdesign planning and improvement initiatives
For this TQM requires the help of those eight key
elements These elements can be divided into four
groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust
II Building Bricks - It includes Training Teamwork
and Leadership
III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition
7ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 913
Foundation
1 Organizational ethics establish a business code of
ethics that outlines guidelines that all employees are
to adhere to in the performance of their work
Individual ethics include personal rights or wrongs
2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity
3 Trust is a by-product of integrity and ethical conduct
Without trust the framework of TQM cannot be
built
ENTERPRISE WIDE INFORMATION SYSTEMS 9
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1013
Training - Supervisors are solely responsible for
implementing TQM within their departments andteaching their employees the philosophies of TQM
Teamwork - With the use of teams the business will
receive quicker and better solutions to problems Teams
also provide more permanent improvements in
processes and operations
Leadership - Leadership in TQM requires the manager
to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that
guide subordinates
ENTERPRISE WIDE INFORMATION SYSTEMS 10
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1113
Communication - The success of TQM demands
communication with and among all the organizationmembers suppliers and customers
Recognition - Employees strive to receive recognition
for themselves and their teams Detecting and
recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it
is immediately following an action that an employee
has performed
ENTERPRISE WIDE INFORMATION SYSTEMS 11
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1213
COMPARISION
ENTERPRISE WIDE INFORMATION SYSTEMS 12
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13
842019 Approaches to Process Improvement
httpslidepdfcomreaderfullapproaches-to-process-improvement 1313
THE END
ENTERPRISE WIDE INFORMATION SYSTEMS 13