tqm, cyber
DESCRIPTION
CYBERTRANSCRIPT
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Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective
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TQM
QA
QC
I
Inspection
Quality Control
Quality Assurance
TQM
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Q - QUALITY DEFINITIONS
Quality is customer satisfaction/delight Quality means conformance to specified requirements Quality means fitness for use Quality means value for money Quality means zero defects
Quality means guarantee of confidence Quality is efficiency and productivity Quality is a collective attitude of mind
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• Quality is a thought revolution in management• Quality is an investment for profitability• § Quality means on time delivery• § Quality is a systematic approach to
excellence• § Quality is the ultimate expression of
craftsmanship• § Quality is a never ending cycle of
improvement• § Quality means pride of ownership• § Quality means consistently producing
conforming products• § Quality means credibility• • QUALITY IS ALL OF THE ABOVE
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Quality dimensions of a service
Reliability
Tangibles Assurance
Empathy Q Access
Courtesy Communication
Responsiveness
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Company Values• Listen to, understand and satisfy the customer• Communicating and listening to the company’s
staff and stakeholders• Observing social and ethical values• Developing a win-win relationship with our
suppliers• The customer above all• Respect for the individual• Morals and integrity in business• Going beyond our customers’ expectations• Placing people at the centre of the company• Respecting general interests
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1 VISIONARY LEADERSHIP
Senior leaders should set directions Create a customer focus Clear and visible values and high
expectations Ensure the creation of strategies, systems
and methods for achieving excellence Stimulate innovation Build knowledge and capabilities
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Contd. VISIONARY LEADERSHIP Inspire and motivate entire workforce Encourage all employees to contribute, to
develop and learn Be responsible to the Governance body for
actions and performance Governance Body responsible ultimately to all
stakeholders for the ethics vision actions performance of the organization 7
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Contd. VISIONARY LEADERSHIP
Review of organizational performance Employee recognition
Serve as Role Models through - ethical behaviour, reinforcing values - personal involvement in planning, communication, coaching, development of future leaders
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2 Customer Driven Excellence
Take into account all product and service features & characteristics
Modes of customer access that add value to customers
Customer - acquisition satisfaction preference referral retention loyalty market share gain and growth
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Contd.. Customer Driven Excellence
Understanding today’s customer desires – current
Anticipating future customer desires and market potential
Help build relationships, trust, confidence and loyalty
Reducing defects, errors, meeting specifications, reducing customer complaints
Eliminating causes of dissatisfaction Recovering from defects & errors
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Contd.. Customer Driven Excellence
• New or modified offerings/products
• Multiple access mechanisms
• Rapid and flexible response to customer and market changes
• Special relationships
• Constant sensitivity to changing and emerging customer and market requirements
• Awareness of developments in technology and competitors’ offerings
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3 Organizational Learning and Personal Learning
Organizational Learning
Continuous improvement of existing approaches and adaptation to change
Learning - be a regular part of daily work
- practical at personal level, work unit level, organizational level
- Results in solving problems at the ‘root cause’ 12 8
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Contd. Organizational Learning and Personal Learning
- Focused on sharing knowledge throughout the organization
- Driven by opportunities to effect significant change
Sources for learning
- Formal and informal learning through employees’ ideas- R & D- Customers’ input- Best practice sharing and Benchmarking 9
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Contd. Organizational Learning and Personal Learning
Results of Organizational Learning
- Enhance value to customers through new and improved ideas
- Developing new business opportunities
- Reducing errors, defects, waste and failure costs
- Improving responsiveness and cycle time performance 14
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Contd. Organizational Learning and Personal Learning
- Increasing productivity and effectiveness in the use of all resources, through the organization
- Enhance performance in fulfilling social responsibilities
Personal Learning
- Education, training and continuing professional development
- Job rotation, on-the-job training
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Contd. Organizational Learning and Personal Learning
Results of Personal Learning
- More satisfied and versatile employees who
stay with the organization
- Cross functional learning
- Improved environment for innovation
- Market place sustainability and performance advantages
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4 Valuing Employees and Partners
Organizational Success depends on knowledge
- skills
- creativity
- motivation of employees and partners
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Contd. Valuing Employees and Partners
Valuing employees: Committing to their satisfaction, development and well being
• Demonstrate leaderships’ commitment to the employees’ success.
• Recognition that goes beyond the regular compensation system
• Development and progress within the organization
• Sharing organization’s knowledge with• Creating an environment that encourages risk taking
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Contd. Valuing Employees and Partners
Building internal partnerships
- Labour – management co-operation;
agreements with Unions
- High – performance work teams
- Creating network relationships among work
units to improve flexibility, responsiveness
and knowledge sharing
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5 AGILITY
Agility: A capacity for rapid change and flexibility
- rapid ,flexible and customized responses .
- Cross trained and empowered employees
- Ability for rapid change over from one process to another
- Design –to- introduction cycle time
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6 Focus on the Future
• Understanding the short and longer-term factors
that affect business and market place.
• A strong future orientation and willingness to
make long-term commitment to stakeholders
• Strategic objectives
• Resource allocation
• Developing employees and suppliers
• Creating opportunities for innovation• Anticipating public responsibilities 21
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7 Managing for Innovation
Innovation : making meaningful change to improve an organization’s products, services and processes to create new value for the stakeholders.
Innovation should become part of the culture and should be integrated into daily work..
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8 Management by Fact
Organization should measure and analyse their performance.
Performance measurement should include - customer
- product- service performance- competitive performance- supplier performance- employee performance- financial performance
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Contd. Management by Fact
Using data to determine trends, projections, cause and effect analysis etc.
Why analyse ? - for planning
- reviewing overall performance
- improving operations
- change management
- comparing with competitors
- ‘best practices’ benchmarks
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9 Social Responsibility
•Responsibilities to the public•Ethical behaviour
•Need to practice good citizenship
•Protection of public health, safety ,and environment through organization’s operations and also life cycles of products and services
•Resource conservation and waste reduction at the source•Disposal of products•Meet all local laws and regulatory requirements 25
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Contd. Social Responsibility
Practicing good citizenship (within the limits of organization’s resources)
Improving educationImproving healthcareImproving environmental excellenceImproving resource conservationImproving community serviceImproving best practicesSharing non-proprietary information
Influencing other organizations to partner for these purposes – leading or participating in efforts to help others. 26
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10 Systems Perspective
Synthesis : looking at your organization as a whole
Alignment : using the key linkages among requirements
Integration : individual components of your performance, management
system operate in a fully interconnected manner.