cultures & commitment imran hussain. tqm core customer/supplier chain inputs process outputs
TRANSCRIPT
Cultures & Cultures & CommitmentCommitment
Imran HussainImran Hussain
TQM CoreTQM Core
Customer/Supplier Customer/Supplier ChainChainInputsInputsProcessProcessOutputsOutputs
TQM Inner BandTQM Inner Band
TeamsTeamsToolsTools
SystemsSystems
TQM Outer BandTQM Outer Band
CommunicationCommunicationCommitmentCommitment
CultureCulture
Customer Customer involvementinvolvement
Customer feedbackCustomer feedbackProcess improvementProcess improvement
The fundamental The fundamental requirement for making total requirement for making total
quality work is quality work is COMMITMENTCOMMITMENT
Any attempt to adopt a Any attempt to adopt a quality system will fail quality system will fail
without the wholehearted without the wholehearted support of the entire support of the entire
organizationorganization
It all starts with a change of It all starts with a change of ATTITUDEATTITUDE
Wait a minute …….Wait a minute …….
What about the VISIONWhat about the VISION
Integrating TQMIntegrating TQM
1.1. Mission statementMission statement2.2. Strategies and plansStrategies and plans3.3. Critical success factors and key Critical success factors and key
processesprocesses4.4. Reviewing the management structureReviewing the management structure5.5. Empowerment and participationEmpowerment and participation
Managing communicationManaging communication Managing attitudesManaging attitudes Managing abilitiesManaging abilities Managing participationManaging participation
CultureCulture
The culture of an organization is The culture of an organization is made up of the shared beliefs about made up of the shared beliefs about how business is conducted, how how business is conducted, how employees are treated and how they employees are treated and how they behave.behave.
Organizational CulturesOrganizational Cultures
1.1. Corporate CultureCorporate Culture2.2. Task Culture (Charles Handy)Task Culture (Charles Handy)3.3. Person Culture (Charles Handy)Person Culture (Charles Handy)4.4. Role Culture (Charles Handy)Role Culture (Charles Handy)5.5. Power Culture (Charles Handy)Power Culture (Charles Handy)6.6. Balanced Culture (Gordon F. Gatiss)Balanced Culture (Gordon F. Gatiss)7.7. Shared Culture (Gordon F. Gatiss)Shared Culture (Gordon F. Gatiss)8.8. Mature Culture (Gordon F. Gatiss)Mature Culture (Gordon F. Gatiss)
Corporate CultureCorporate Culture
FormalFormal Mission and vision statements, policies, Mission and vision statements, policies,
proceduresprocedures InformalInformal
Senior management involvementSenior management involvement Leadership by example in customer serviceLeadership by example in customer service Consistency in customer-care policiesConsistency in customer-care policies Commitment of middle managementCommitment of middle management Reward and recognition systemsReward and recognition systems
Task CultureTask Culture
Maximum concern for productionMaximum concern for production Concern for results primaryConcern for results primary
Conflict, antagonism, competition, criticismConflict, antagonism, competition, criticism No consultationNo consultation
Goals and jobs set from aboveGoals and jobs set from above Feedback in form of criticismFeedback in form of criticism
Low morale Low morale Customers seen as problem rather Customers seen as problem rather
opportunityopportunity
Person CulturePerson Culture
Maximum concern for peopleMaximum concern for people Primary concern is fostering good feelings, Primary concern is fostering good feelings,
rewards and benefits, working conditionsrewards and benefits, working conditions Goals geared towards personal harmonyGoals geared towards personal harmony Jobs set on basis of personal preferencesJobs set on basis of personal preferences Feedback is positiveFeedback is positive Morale is high – comes from team Morale is high – comes from team
members being nice to one anothermembers being nice to one another
Role CultureRole Culture
Focused on either results or peopleFocused on either results or people Strong control – rewards for compliance, Strong control – rewards for compliance,
criticism for non-compliancecriticism for non-compliance Goals set by boss – people expected to Goals set by boss – people expected to
complycomply Feedback viewed as negativeFeedback viewed as negative Morale high during periods of successMorale high during periods of success Customer service depends on Customer service depends on
circumstancescircumstances
Power CulturePower Culture
Motives driven by self rather than organizationMotives driven by self rather than organization Team’s goals are extensions of personal goalsTeam’s goals are extensions of personal goals Everything is determined by politicsEverything is determined by politics Assignments given to others to enhance one’s Assignments given to others to enhance one’s
own standingown standing Morale and cohesion goes up and downMorale and cohesion goes up and down Politically motivated environmentPolitically motivated environment
Departments/individuals compete/cooperate for Departments/individuals compete/cooperate for powerpower
Customer service is secondaryCustomer service is secondary
Balanced CultureBalanced Culture Average concern for people and productionAverage concern for people and production Team members conform to rules to minimize Team members conform to rules to minimize
conflictconflict Disagreements dealt with compromise not Disagreements dealt with compromise not
confrontationconfrontation Goals will be short term, no strategic planningGoals will be short term, no strategic planning Progress measured in terms of what has been, Progress measured in terms of what has been,
not what could benot what could be Assignments shared. Feedback superficial.Assignments shared. Feedback superficial. Who you know is important, not what you Who you know is important, not what you
know.know. No pro-activeness towards customersNo pro-activeness towards customers
Shared CultureShared Culture Minimum concern for production and peopleMinimum concern for production and people Survival is the name of the game. Compliance Survival is the name of the game. Compliance
with orders. Self protection. Individuality.with orders. Self protection. Individuality. Goals rarely discussed. Direction comes from Goals rarely discussed. Direction comes from
outside the teamoutside the team Standards established through accident.Standards established through accident. Assignments reflect availability rather than Assignments reflect availability rather than
competence.competence. Feedback minimal. Shortcomings and Feedback minimal. Shortcomings and
problems ignored.problems ignored. Reactive organization to customer feedback.Reactive organization to customer feedback.
Factors in an Factors in an Organizational CultureOrganizational Culture
1.1. Styles of decision-makingStyles of decision-making2.2. ObjectivesObjectives3.3. Competitive advantageCompetitive advantage4.4. Organizational structureOrganizational structure5.5. Management systemsManagement systems6.6. Management of peopleManagement of people7.7. Functional strategies and policyFunctional strategies and policy8.8. Information systemsInformation systems
Continuous Improvement Continuous Improvement (PDCA)(PDCA)
PlanPlan DoDo CheckCheck ActionAction
PDCAPDCA A well known model for CPI is the A well known model for CPI is the
Plan-Do-Check-Act (PDCA) cycle, also Plan-Do-Check-Act (PDCA) cycle, also referred to as thereferred to as the Deming cycleDeming cycle PDSA cycle (“S” stands for “study”) PDSA cycle (“S” stands for “study”)
Mostly used interchangeably with PDCA. Mostly used interchangeably with PDCA. “S” was introduced by Deming to “S” was introduced by Deming to emphasize the role of learning in emphasize the role of learning in process improvementprocess improvement
Shewhart cycle- Shewhart discussed the Shewhart cycle- Shewhart discussed the concept in his book “statistical method concept in his book “statistical method from the view of quality control”from the view of quality control”
The PDCA cycle teaches that The PDCA cycle teaches that organizations should:organizations should: PLANPLAN an action an action DODO it it CHECK CHECK to see how it conforms to the to see how it conforms to the
planplan ACT ACT on what has been learnedon what has been learned
The most common representation is The most common representation is a circular design to emphasize that a circular design to emphasize that CPI has not endCPI has not end
To satisfy customers, the four stages To satisfy customers, the four stages should rotate continuously, with should rotate continuously, with quality as the top criterionquality as the top criterion
PlanPlan What to doWhat to do How to accomplish itHow to accomplish it
DoDo Carry out the planCarry out the plan
CheckCheck See if the desired results were obtainedSee if the desired results were obtained
ActAct Analyze reason for not making desired Analyze reason for not making desired
results (if any)results (if any) Determine what changes to make to Determine what changes to make to
better achieve desired resultsbetter achieve desired results Standardize if desired results achievedStandardize if desired results achieved
TQM Foundations – Points TQM Foundations – Points for Senior Managementfor Senior Management
1.1. Long term commitmentLong term commitment2.2. Philosophy of zero errorsPhilosophy of zero errors3.3. Understand customer/supplier relationshipsUnderstand customer/supplier relationships4.4. Look at total costLook at total cost5.5. Manage system improvementManage system improvement6.6. Eliminate departmental barriersEliminate departmental barriers7.7. Eliminate fearEliminate fear8.8. No arbitrary goals, no barriers to workmanship No arbitrary goals, no barriers to workmanship
pride, no standards based on just numberspride, no standards based on just numbers9.9. Train, train, train.Train, train, train.10.10. Implement TQM systematicallyImplement TQM systematically
ReferencesReferences
Total Quality Management: A Total Total Quality Management: A Total Quality Approach, by Gordon F. Quality Approach, by Gordon F. Gatiss (Ch. 6)Gatiss (Ch. 6)