Transcript Quality Management Slides

MGMT 19105
Quality
Management
Geoff
Higgins
MGMT 19105
Quality Management
The Course – Assignment 2
2000 words; 20% of Course Mark.
 You are the new manager of a call centre. You
report to the CEO (who is also the owner) who has
minimal active involvement, but firm expectations
about how the call centre will be managed.
 The CEO has given you twelve months to
successfully implement total quality management.
He has instructed you to prepare a short report
that describes how the organisation will implement
total quality management.
Geoff
Higgins
MGMT 19105
Quality Management
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The Course – Assignment 2
You are to:
1. Write an Action Plan that lists the steps in
implementing Total Quality Management at
the call centre.
2. Describe each of the steps by stating in
plain English what will be done and why.
3. Describe how you will prove to the owner
that you have successfully implemented
Geoff
Total Quality
Higgins
MGMT 19105
4. Management
Quality Management
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The Course – Assignment 2
Notes:

You are not to use the process on pages 776-782 in
Goetsch and Davis (2006) –
find a process published elsewhere (with considerably
less steps than the textbook).

The organisation is fictitious. You can invent information
about the organisation. Do not be elaborate in what you
make up, and try to keep it realistic.

Always remember that the purpose of the report is to
demonstrate what you know about quality management
and about the implementation of Total Quality
Management.
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Higgins
MGMT 19105
Quality Management
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The Course – Assignment 2
• Write a ‘short report’ (see Guide for Students, p 90-1).
• Use the organisation as a way to demonstrate your
knowledge of the course content, including the textbook
and additional reading you have done. This involves
extensive referencing of theory available from these
sources.
• Provide an executive summary, introduction, conclusion
and recommendations.
• Use appropriate headings.
• Use at least 8 references from the course materials and
your own reading.
• Use minimal direct quotes. Instead, using your own
words to describe your sources’ content.
• Use in text referencing and a reference list. Including
Geoff references to any marketing materials and websites you
Higgins
use.
MGMT 19105
Quality Management
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The Course – Assignment 2
(Out of 4 marks) Question 1 – Write an Action Plan that lists the steps in
implementing Total Quality Management at the call centre – this
is a simple list of sequential steps, supported by appropriate
references.
(Out of 6 marks) Question 2 – Describe each of the steps by stating in plain
English what will be done and why – it should be clear to the
reader what the step involves, and the ‘why’ should be
supported by appropriate references.
(Out of 6 marks) Question 4 – Describe how you will prove to the owner
that you have successfully implemented Total Quality
Management. The proof must be able to be observed or
measured. This should be supported by appropriate references.
(Out of 4 marks) Clarity of expression and presentation – including the
orderly and logical presentation of information, referencing,
neatness, and the inclusion of an executive summary,
introduction and conclusion.
Geoff
Higgins
TOTAL: 20 Marks
MGMT 19105
Quality Management
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Week 5 – Focus on Customers
Tom Peters
“customer obsession”
Thriving On Chaos (1987)
“Total Customer Responsiveness”
Tom Peters and Robert Waterman In Search of Excellence
(1982) – no.2 of the eight basic principles:
Geoff
Higgins
MGMT 19105
Quality Management
‘Staying close to the customer –
learning his preferences and
catering to them.’
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Week 5 – Identifying Needs
1. Speculate about the results.

How ‘in touch’ are we with our customers?

Could our assumptions has negatively influenced
our product/service offerings?
2. Plan how to gather the information.

Be systematic.

Get as close to the customer as possible – face-toface?

Use a variety of methods – for cross-confirmation.
Geoff 
Higgins
Make it efficient enough to do regularly.
MGMT 19105
Quality Management
(Scholte’s Six-step Strategy for Identifying Customer Needs,
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Week 5 – Identifying Needs
3. Gather the information.

Conduct a pilot first (to check the method and the
questions).

Consider involving ‘operations’ people in information
gathering.
4. Analyse the results.

Be analytical and objective.

Represent the findings graphically where possible.

Look for positives and negatives and trends.
Geoff 
Higgins
Test the findings against your initial speculation.
MGMT 19105
Quality Management
(Scholte’s Six-step Strategy for Identifying Customer Needs,
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Week 5 – Identifying Needs
5. Check the validity of your conclusions.

Draw conclusions from the analysis.

Go back to customers and check the conclusions
with them.
6. Take action as indicated.

Plan relevant actions – including who, what, when,
where, how and why.

Do something with the information. Otherwise you
have wasted your time, and the time of your
customers.
Geoff
Higgins
MGMT 19105
Quality Management
(Scholte’s Six-step Strategy for Identifying Customer Needs,
10
Week 5 – Internal Customers

Only a small number of employees in a total
quality management organisation spend
considerable amounts of time with customers.
What about the rest of us?

Our customers are inside the organisation!

Everything we have discussed here is relevant
to the internal customer.
Geoff
Higgins
MGMT 19105
Quality Management
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Week 6
Empowerment &
Team Building
Geoff
Higgins
MGMT 19105
Quality Management
The Inaugural CQU Quality
Management Class
High Speed Artistic Structure
Competition 2006
The objective: to design and build an
artistic structure very quickly.
 Rules: You have 10 minutes to design,
build and name your structure.

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Higgins
MGMT 19105
Quality Management
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Team Discussion
1.
2.
3.
How well did you operate as a team?
What team-y sorts of things did you do?
What non-team-y things did you do?
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Higgins
MGMT 19105
Quality Management
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Module Objectives
1. Define the terms ‘employee empowerment’ and
‘teamwork’;
2. Describe the inhibitors of empowerment;
3. Discuss what experience employees may have
as organisations move beyond empowerment;
4. Describe the critical behaviours of team
leaders and team members;
5. Describe how setting an example and providing
recognition can contribute to teamwork; and
6. Briefly describe the relationship between
empowerment, teamwork and quality.
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Higgins
MGMT 19105
Quality Management
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Readings
Study Guide Module 6
Textbook
Goetsch & Davis (2006)
Chapter 8. Employee Empowerment &
Chapter 10. Team Building & Teamwork
Electronic journal articles


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Geisler, D 2005, ‘The next level in employee empowerment’,
Quality Progress, vol. 38, no. 6.
Scarnati, JT and Scarnati, BJ 2002, ‘Empowerment: The key to
quality’, The TQM Magazine, vol. 14, no. 2.
Gregg, L 2005, ‘Lessons learned from the brink of disaster’, The
Journal for Quality and Participation, vol. 28, no. 1.
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Higgins
MGMT 19105
Quality Management
(Available on Proquest)
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Definition
Small Group
From your life experience, answer the
following questions:

What is your understanding of the
meaning of the word ‘empowerment’?

Why is employee empowerment
important in ensuring that customers
receive a quality product or service?
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Higgins
MGMT 19105
Quality Management
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Empowerment – Definitions

“Empowered employees are given ownership
of the processes they are responsible for,
and the products or services generated by
those processes.”
(Goetsch & Davis 2006)

“Empowerment requires individuals to make
appropriate and reasonable decisions that
result in an improved process or product.”
(Scarnati & Scarnati 2002)
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Higgins
MGMT 19105
Quality Management
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Definitions
Small Group
Now we know what
empowerment is…
1.
How can we empower
employees?
2.
What risks do we take
when we empower
employees?
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Higgins
MGMT 19105
Quality Management
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How to Empower? (1)

Assess ‘workforce readiness’:
Critical thinking
 Knowledge of decision making processes
 ‘Big picture’ knowledge of the organisation


Do the basics:
Involve employees.
 Give ownership of success or failure.
 Allow employees to make decisions.
 Encourage initiative and risk-taking.

Geoff
Higgins
MGMT 19105
Quality Management
Goetsch & Davis (2006)
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How to Empower? (2)

Create a supportive environment:





Management must suspend their egos.
Handover access to knowledge.
Have ‘people oriented’ managers.
De-layer the organisation.
Use vehicles such as:



MBWA (Management by Walking/Wandering Around)
Brainstorming
Quality Circles (or similar, eg Six Sigma Projects)
Geoff
Higgins
MGMT 19105
Quality Management
Goetsch & Davis (2006)
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Concerns About Empowerment (1)

Restricting Employees (Geisler 2005)
Empowerment has been practiced so that
individuals cannot achieve their own potential.
 Employees already have power.
 Instead of employee empowerment, we need
“employee self-determination”.
 Self-determination involves employees using
their innate power to achieve unique levels of
excellence.

Geoff
Higgins
MGMT 19105
Quality Management
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Concerns About Empowerment (2)

Abdication (Goetsch & Davis 2006)
Traditional managers (& employees) often
see empowerment as abdication.
 Abdication means giving away power or
responsibility. This also means not taking any
ongoing responsibility.
 Empowerment is not abdication when the
manager continues to take an interest in what
is being done, and provides ongoing support.

Geoff
Higgins
MGMT 19105
Quality Management
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Actions
Small Group

How do empowered
employees act?
Geoff
Higgins
MGMT 19105
Quality Management
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How Empowered Employees Act
Take initiative.
 Identify opportunities.
 Think critically.
 Build consensus.

Goetsch & Davis (2006) page 245

Also they:
Work with minimal supervision.
 Recognise their own successes.
 Build supportive, capable networks.

Geoff
Higgins
MGMT 19105
Quality Management
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Definition
Small Group
From your life experience, answer the
following questions:

What is your understanding of the
meaning of the word ‘teamwork’?

Why are teams relevant to
achieving quality outcomes?
Geoff
Higgins
MGMT 19105
Quality Management
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Teamwork – Definition

Working together with others to achieve a
shared goal.
According to Goetsch & Davis (2006),
a team exists when:
Agreement exists as to the team’s mission.
 Members adhere to team ground rules.
 Responsibility and authority are fairly
distributed.
 People adapt to change.

Geoff
Higgins
MGMT 19105
Quality Management
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Creating a Team
Small Group
Now you know what teamwork is…

How would you get a group of
people to work as a team?
Geoff
Higgins
MGMT 19105
Quality Management
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The Team Development Lifecycle
Performing
Team Cohesion
& Productivity
Norming
Storming
Forming
Geoff
Higgins
MGMT 19105
Quality Management
Time
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Forming
People in new groups initially orient
themselves through testing.
 This helps to identify boundaries with
regard to interpersonal relationships and
individual tasks.
 At the same time, they are establishing
becoming dependent on leaders, other
group members, or pre-existing standards.

Geoff
Higgins
MGMT 19105
Quality Management
(Adapted from Tuckman, BW 1965 ‘Developmental sequence in
small groups’, Psychological Bulletin, issue 63, pp. 384-399.
Reprinted in Group Facilitation: A Research and Applications
30
Journal, issue 3, Spring 2001.)
Storming
Forming is followed by conflict and
polarisation around interpersonal issues,
and involves emotional attachment to
ways of completing individual tasks.
 Individuals will resist conforming to leader
and group expectations.

Geoff
Higgins
MGMT 19105
Quality Management
(Adapted from Tuckman, BW 1965 ‘Developmental sequence in
small groups’, Psychological Bulletin, issue 63, pp. 384-399.
Reprinted in Group Facilitation: A Research and Applications
31
Journal, issue 3, Spring 2001.)
Norming
Resistance is overcome as group identity
and cohesiveness develop, new standards
evolve, and new roles are adopted.
 With regard to tasks, intimate, personal
opinions are expressed.

Geoff
Higgins
MGMT 19105
Quality Management
(Adapted from Tuckman, BW 1965 ‘Developmental sequence in
small groups’, Psychological Bulletin, issue 63, pp. 384-399.
Reprinted in Group Facilitation: A Research and Applications
32
Journal, issue 3, Spring 2001.)
Performing
In the final stage, the group structure
reflects the work to be done.
 Roles become flexible and functional, and
group energy is channeled into the task.
 Structural issues have been resolved, and
structure supports task performance.

Geoff
Higgins
MGMT 19105
Quality Management
(Adapted from Tuckman, BW 1965 ‘Developmental sequence in
small groups’, Psychological Bulletin, issue 63, pp. 384-399.
Reprinted in Group Facilitation: A Research and Applications
33
Journal, issue 3, Spring 2001.)
The Team Development Lifecycle
Geoff
Higgins
MGMT 19105
Quality Management
(Source: Smith MK 2005,
http://www.infed.org/thinkers/tuckman.htm)
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Creating a Team (1)
1. The best way for a new team (or new members of an
existing team) to learn to work together is to work
together. Team-building exercises and events, although
they have some "getting to know you" value, do not build
the level of trust needed for high performance.
2. Focus first on the "what" before you worry about the
"how." If you allow time for the group to arrive at a
shared vision, the supporting processes will develop
relatively quickly.
3. Commit time and resources to structured continuing
education and cross-training. This investment will pay off
in the team's improved ability to function despite
changes in leadership and membership.
Geoff
Higgins
MGMT 19105
Quality Management
(Gregg 2005, page unknown)
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Creating a Team (2)
4. As soon as possible, get the team up to speed on
strategic alignment and measurement. These are difficult
concepts, especially for knowledge workers. The sooner
they learn how to identify and measure key performance
indicators, the sooner you can demonstrate value to the
organization no matter who is on the team.
5. Stay the course in the face of distractions and conflict. It
helps to have one or more skilled facilitators on the
team.
6. Insist that everyone at any given time either lead, follow,
or get out of the way. To maintain high performance in a
constantly changing environment, team members need
role clarity-even as their roles shift from day to day or
project to project.
Geoff
Higgins
MGMT 19105
Quality Management
(Gregg 2005, page unknown)
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Teamwork Issues (1)

A group of people is not necessarily a
team…
People may be working in the same physical
space but not working together (whether they
working to achieve the same goals or not).
 People may be working together, but trying to
achieve different goals.
 People’s goals may actually be in conflict with
each other.

Geoff
Higgins
MGMT 19105
Quality Management
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Teamwork Issues (2)
Goetsch and Davis (2006, p. 321) present
‘the example issue’:
When competition and conflict are
demonstrated by senior managers; while
employees lower down the organisational
hierarchy are expected to demonstrate
cooperation and sharing.
 This is doomed to fail.

Geoff
Higgins
MGMT 19105
Quality Management
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Empowerment & Teamwork
Small Group

What is the link between
empowerment and teamwork?
Geoff
Higgins
MGMT 19105
Quality Management
39
Empowerment & Teamwork



According to Scarnati 2001 (cited in Scarnati &
Scarnati 2002), ‘teamwork and empowerment
are essential elements of quality’.
To focus on quality ‘a synergetic teamwork
philosophy, a group empowerment process, and
a "can-do" attitude … must be embraced by the
entire organization’ (Scarnati & Scarnati 2002).
Successful teams have empowered team
members – empowered people are good
contributors when they work in teams.
Geoff
Higgins
MGMT 19105
Quality Management
40
Conclusion










Geoff
Higgins

Recap of Module 5
Module Introduction
Empowerment Definitions
How to Empower
Concerns about Empowerment
How Empowered Employees Act
Teamwork Definition
The Team Development Lifecycle
Creating a Team
Teamwork Issues
Empowerment & Teamwork
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Quality Management
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Next Week (week after next)
Week 7
“Quality Through ISO9000”.
 Study Guide
 Goetsch & Davis (2006)


Chapter 14. ISO9000 and Total Quality: The
Relationship
Three (3) electronic journal articles (Proquest)
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Higgins
MGMT 19105
Quality Management
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Questions?
Geoff
Higgins
MGMT 19105
Quality Management
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