TQM IMPLEMENTATION

INTRODUCTION• THE TOP MANAGEMENT ALWAYS LEADS THE

IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT.• TQM IS BASED ON SELF-CONTROL , WHICH

SHOULD BE EMBEDDED IN EACH EMPLOYEE,TEAM,DIVISION , ETC.• PUSHING PROBLEM SOLVING AND DECISION

MAKING TO THE LOWER LEVELS OF THE ORGANIZATION ALLOWS EMPLOYEES TO BOTH MEASURE AND TAKE CORRECTIVE ACTION IN ORDER TO DELIVER A PRODUCT OR SERVICE THAT EXCEEDS CUSTOMER EXPECTATIONS.

TQM TOOLS AND TECHNIQUES

• TQM INVOLVES APPLICATION OF THE RIGHT TOOLS IN THE ORGANIZATION FOR THE CONTINUOUS IMPROVEMENT OF QUALITY.

TQM TOOLS AND TECHNIQUESTYPE TOOLS & TECHNIQUES

METHODOLOGIES SYSTEM

SPC, TAGUCHI METHODS- DOE,QFD,TPM ISO 9000

HUMAN RESOURCES TOTAL EMPLOYEE INVOLMENT (TPE) , PROACTIVE MANAGEMENT AND QUALITY CIRCLES

MOTIVATION QUALITY IMPROVEMENT AWARDS SUCH AS MALCOM BALDRIDGE, DEMING AWARD, EUROPEAN QUALITY AWARD, RAJIV GANDHI NATIONAL QUALITY AWARD, ETC.

CONTRIBUTION OF GURUS FOR TQMAREAS OF TQM GURUS

STATISTICAL GAUSS, PARETO , SHEWART , FISHER

MANAGEMENT JURAN, CROSSBY, FEIGENBAUM

EXECUTION(result of performance)

DEMING , TAGUCHI

Gauss

Pareto

Juran

Fisher Shewhart

PDSA TQM IMPLEMENTATION•SHEWART DEVELOP PLAN,DO,CHECK,ACT (PDCA) CYCLE FOR IMPROVEMENT OF PROCESS. DEMING MODIFIED IT AS PDSA CYCLE

•DEMING modified it as PDSA cycle.•There are four phases:

PlanDoStudy Act

PDSA CYCLE

ACT PLAN

STUDY DO

FIGURE 4.1

• PDSA typically involves the following:•The “ PLANNING” phases is the preparation phase where the actions proposed to be taken for implementation of TQM are determined and documented after a detailed analysis.

•The “ DO” phase involves implementation of the actions on a pilot basis.•The “STUDY” phase is where the results of pilot implementation are measured and analysed to see whether there is a real improvement. During this phase one has to understand which plan worked and which did not.

•This may either lead to confirming the new process in the “ACT” phase or modifying the plan and revising the cycle again. The PDSA cycle repeats itself for each improvement action proposed.

•The important actions taken during each phase of PDSA are given below:

Plan

•Establish objectives•Establish a plan that will facilitate achieving the goal.•Establish a measurement system.

Do

•Plan for implementation and measurements.• Implement the plan on pilot basis.

Study

•Compare the results with the objectives.• Identify gaps•Analyzed the causes for gaps and exceptional results, if any

Act

•Standardized the procedure that met or exceeded the goal.• If there were gaps, improve the plan and carry out PDSA again.

PLANNING PHASE OF TQM

•Before the planning phase, it is assumed that the organization after analyzing the pros and cons has decided to implement TQM.

ANNOUNCEMENT

•The CEO will be able to convince the workers and the junior employees about practicing TQM quite easily as they tend to have an open mind.

SELECT CONSULTANT

•Consultants having advantage of being independent, will be able to put forth the new ideas to change the organizational culture.

CORPORATE STRATEGIC PLANNING•The next step would be planning the strategy as to how the organization is going to get into TQM. So it has to carry out the strategic planning with the help of the senior management and consultant.

VISION STATEMENT

•Vision statement is the vision of the CEO about where the organization should be in the long run. It may not have any relation to the current status with regard to the products or services of the organization.

•Here are a few examples of vision statement:

•ETDC, CHENNAI

The Long-term objective of the center is to become a world-class calibration, testing

and quality education/management services organization.

•RANE BRAKE LINING LTD, CHENNAI

To remain marker leader in India and to become a global player, through superior,

environment friendly technology and people competence.

MISSION STATEMENT•The mission statement describes the purpose for which the organization is in the business and provides the strategies to achieve this purpose. The mission statement should communicate the guiding principles and values held common by the organization.

•Example of mission statement

•ETDC, CHENNAI

“Quality will not only be preached, but practiced in every activity of the centre

resulting in the Total Quality Management”.

•THE MISSION STATEMENT OF RANE BRAKE LINING LTD, CHENNAI

MISSION AND VALUE

• Provide superior products and services to our customers and maintain market leadership.• Evolve as an institution that serves the

best interest of all stakeholders.• Pursue excellence through Total Quality

Management.• Ensure the highest standards of ethics and

integrity in all actions.

Quality Policy

• The quality policy should clearly convey the views of the management on dealing with the customers and achieving customer satisfaction. The quality policy is aimed at improving the customers perceptions about the organization’s image. It should also be like a guide for each section of the organization for developing their own quality objectives.

PLAN FOR ESTABLISHING COMMUNICATIONS FRAMEWORK •As part of the strategic planning, the

organization should plan for a corporate-wide framework for communications. A typical framework for communications is given in Fig. 4.2 below:

Figure4.2Corporate-wideCommunicationsFramework

Vision Statement

Mission Statement

Quality Policy

Quality Manual

Quality Plan

General Procedure

Detailed Procedure

Work Instructions

Newsletter Circulars Notes Training programs Story Teller

PLAN FOR QUALITY COUNCIL (QC)

• The TQM project should be steered by a Quality Council. Depending on the size of the organization, there can be a one or two-tier quality council. The typical QC in a larger organization is given in Fig. 4.3

CEO

CEO-ChairmanDirectorsTQM Facilitator- Secretary

GM-ChairmanManagers

TQM Facilitator-Secretary

Figure 4.3 Quality council in a large organization

Steering QC

Division 1 Division 2

Division 1 QC Division 2 QC

•The apex quality council can be called the Steering Quality Council and the others the Divisional Quality Council. The Steering Quality Council consist of CEO and the Directors.•The Division Quality Council are for each division under General Managers in which TQM facilitators will also be a member.

•The QC are the corporate structures for implementation of TQM. While the chairman, members of the Quality council are ex-officio, the TQM facilitator is a full time employee working for the implementation of the TQM in the organization.

SELECTION OF TQM FACILITATOR• TQM facilitator should be an

independent person and he should not be made responsible for normal production.• The TQM facilitator should be a coach

and not a player. He should take on the responsibility for coordinating TQM implementation across the organization.

•The TQM facilitator has to provide continuity to the QC meetings and should be able to understand the entire operation in the organization.•The TQM facilitator and corporate quality council should be decided upon before the organization goes on to the next stage.

ROLE OF QUALITY COUNCIL• They should have personal commitment to

quality and TQM. The member of quality council should be convinced the continuous improvement is possible in the organization.• They should constitute the right teams,

which can be called as Process Improvement Team (PIT) for solving each problem. Since the abbreviation does not sound good, we will call them Process Action Teams (PAT).

• They should attend QC meetings after adequate preparation.• They should kept track of the step

taken by the teams towards improvement on a regular basis.• They my discuss with the customer

and suppliers to get first hand information about what is happening in the organization. Hence, it would be better to adopt Tom Peters’ MBWA to know the facts.

• They should facilitate training of the employees as well as the improvement of the team members.• They should be champions for quality in

the organization and should be wiling to sponsor the quality related initiatives.• They should always be on the look out for

related information and provide resources continuously for quality improvement.• Last, but not the least, they should walk to

talk, i.e. they should lead by example.

SRATEGIC QUALITY PLAN

•MBNQA advocates that the strategic business plan and quality plan should be integrated. The strategic business plan involves the proposed market share, goals, business value, profits, diversification of strategies to achieve TQM in the organization.

• Some strategies for TQM implementation are:

• Training for top management- members of quality council, senior management- executives, employees.• Forming improvement teams for specific

problems.• The consultant can train the quality

council members. The TQM facilitator can also undergo the training along with the quality council members.

EMPLOYEE INVOLVEMENT

• Improvement plans required a lot of detailed and intelligent work to be carried out. For carrying out such task, cross functional team, PATs will be formed by the QC. Each team should be assigned clear responsibilities and in particular specific deliverables by the teams be defined. They have to provide the resources for accomplishing the tasks.

CONSTITUTION OF PAT• The formal structure for TQM consists of

the QC, the TQM facilitator and the support staff. Improvement teams are formed for each improvement task. Therefore the management should plan for constituting PATs, empowering them and supporting them. The improvement teams will be formed for solving a given problem on part-time basis and will be dissolved as soon as the job has been completed.

IDENTIFY PROCESS

•The QC should plan to identify processes for improvement. Business process benchmarking helps in identification of the potential processes for improvement. The potential processes are those, which yield higher return on investment.

APPLY PDSA FOR IMROVEMENT

•We have come across two types of planning activities. The higher level of planning involves formulating policies, selection of a consultant, selection of a consultant, selection of TQM facilitator, constitution of QC, formulating plans and procedures for various activities and training of personnel in the organization.

DO PHASE OF TQM

•After successful planning, the DO phase starts. The first task in the DO phase is the meeting of the QC. In the first meeting, the various plans as given above should be authorized by the QC.

STUDY PHASE OF TQM

• In every meeting of the QC, the results achieved through the implementation of TQM should be studied. Whenever plans are o be change, they should be discussed and decisions taken.

ACT PHASE OF TQM

• In the act phase, the plans for implementing TQM should be confirmed. This PDSA cycle should be repeated continuously.

SELECT PROCESS FOR IMPROVEMENT

• THE IMPROVEMENT ACTIONS ARE AIMED AT ACHIEVING ONE OR MORE OF THE FOLLOWING GOALS:• Attaining technical excellence• Improving quality• Reducing defects• Increasing productivity• Reducing quality cost• Improving uptime of equipment• Reducing overhead costs• Reducing delivery time

PDSA FOR CONTINUOUS IMPROVEMENT

•We have two PDSA cycle, one for the TQM journey as a whole in the organization and the other for each improvement action as given in Fig. 4.4

Figure 4.4 PDSA WITHIN PDSA

ACT PLAN

STUDYDO

A P

S D

PLAN• THE IMPROVEMENT TEAM HAS TO MAKE

A PLAN ADDRESSING THE FOLLOWING POINTS, IN PARTICULAR:

•What is the current situation / level of performance?•What are the expected results/ level of

performance?• How do they propose to go ahead to find

out the best solution?

DO

•After the QC has given its seal of approval, the approved action plan has to be implemented in the DO phase on a pilot basis.

STUDY PHASE

•Once an improvement is implemented on a trial basis then the DO phase is completed and the study phase starts. In this phase, the improvement team members have to assess the effectiveness of the suggested solutions.