Transcript Part One The Foundations – A Model for TQM
Part One The Foundations – A Model for TQM
Week # 3
Quality Gurus, Models, & Awards
Prepared by: Khalid Dahleez Faculty of Commerce – the Islamic University of Gaza
This material was collected from different sources Total Quality Management - Spring 2010 1
Guru’s of TQM
Walter. A. Shewhart - PDSA W. Edwards Deming- 14 Points & PDCA Joseph .M . Juran - Juran’s Trilogy A. Feiganbaum-Customer requirement, CWQC, Employee Involvement, TQC.
Kaoru Ishikawa-Disciple of Juran & Feigenbaum. TQC in Japan, SPC, Cause &Effect Diagram,QC.
Philips.B.Crosby. Four Absolutes-Quality-Req, Prevention of NC,Zero Defects & Measure of NC.
Taguchi.G-Loss Function.
Total Quality Management - Spring 2010 2
Walter A Shewhart
Pioneer of modern quality control “founder of the control chart” (e.g. X-bar and R chart).
originator of the plan-do-check-act cycle.
perhaps the first to successfully integrate statistics, engineering, and economics.
defined quality in terms of objective and subjective quality ◦ objective quality: quality of a thing independent of people.
◦ subjective quality: quality is relative to how people perceive it. (value) Total Quality Management - Spring 2010 3
W Edwards Deming (1900-1993)
the key to quality: reducing variation
regarded by the Japanese as the chief architect of their industrial success quality is about people, not products ◦ having a satisfied customer is not enough ◦ profit in business comes from ◦ repeat customers customers that boast about your product and service customers that bring friends with them necessary to anticipate customer needs Total Quality Management - Spring 2010 4
Deming
Reduction in process variability by extensive use of statistics will lead to improvement in quality and increase in productivity “all processes are vulnerable to loss of quality through variation: if levels of variation are managed, they can be decreased and quality raised” Talked about New Climate (organisational culture) ◦ Joy in work ◦ Innovation ◦ Co-operation Win-Win approach He proposed a 14 point TQM programme Total Quality Management - Spring 2010 5
Deming 14 Points
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W E Deming – PDCA Cycle
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The Deming Cycle or PDCA Cycle PLAN Plan
a change to the process. Predict the effect this change will have and plan how the effects will be measured
ACT Adopt the change as a permanent modification to the process, or abandon it.
DO Implement
the change on a small scale and measure the effects
STUDY Study the results to learn what effect the change had, if any.
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PDSA cycle- seven steps or phases
1.
2.
3.
4.
5.
6.
7.
Identify the opportunity Analyze the current process Develop the optimal solution(s) Implement changes Study the results Standardize the solution Plan for the future.
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Continuous Process Improvement cycle
Phase I Identify the Opportunity Phase 7 Plan for the future Phase 2 Analyze the process
Act Plan Study Do
Phase 6 Standardize the solution 5 Study the results Phase 3 Develop the optimal solution(s) Phase 4 Implementation Total Quality Management - Spring 2010 10
Deming - Seven Deadly Sins
2.
3.
4.
5.
1.
6.
7.
Lack of vision and mission as regards quality & process improvement Emphasis on short term profit Personal performance appraisal systems Mobility of management Running a company on visible figures alone Customer satisfaction level Employee morale Relationship with your vendors Confidence the market has in your company Excess non-productive expenditure Excessive cost of warranty Total Quality Management - Spring 2010 11
Deming’s System of Profound Knowledge
1.
◦ ◦ ◦ ◦ Appreciation for a system Most organizational processes are cross-functional Parts of a system must work together Every system must have a purpose Management must optimize the system as a whole 2.
◦ ◦ ◦ Understanding variation Many sources of uncontrollable variation exist in any process Excessive variation results in product failures, unhappy customers, and unnecessary costs Statistical methods can be used to identify and quantify variation to help understand it and lead to improvements Total Quality Management - Spring 2010 12
Deming’s System of Profound Knowledge
3.
◦ ◦ ◦ Theory of knowledge Knowledge is not possible without theory Experience alone does not establish a theory, it only describes Theory shows cause-and-effect relationships that can be used for prediction 4.
◦ ◦ ◦ Psychology People are motivated intrinsically and extrinsically Fear is demotivating Managers should develop pride and joy in work Total Quality Management - Spring 2010 13
Deming’s Chain Reaction Improve Quality Provide jobs and more jobs Cost decreases because of less rework, fewer mistakes, fewer delays, snags, better use of machine time and materials Stay in business Productivity improves Capture the market with better quality and lower price Total Quality Management - Spring 2010 14
Joseph Juran
structure CWQM concept: Company-Wide Quality Management essential for senior managers to ◦ ◦ ◦ ◦ involve themselves define the goals assign responsibilities measure progress Involvement of people within Quality ◦ Placed emphasis on training process supervision and operators ◦ Primary focus to reduce Cost of Quality Total Quality Management - Spring 2010 15
J M Juran
Quality does not just happen but has to be planned, Developed the idea of trilogy ◦ Quality Planning ◦ Quality Improvement ◦ Quality Control Conformance to specifications is necessary but not sufficient requirement of a product. Fitness for use by the consumer of the targeted market segment is an essential requirement in addition to conformance Total Quality Management - Spring 2010 16
J M Juran
Quality PLANNING consists of: ◦ ◦ ◦ ◦ Identifying customers and their needs Establishing optimum quality goals Creating measurements of quality Plan to meet quality goals under operating conditions ◦ Produce continuing results Juran suggests a 10 point plan Total Quality Management - Spring 2010 17
Juran’s 10 Points
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Build awareness of need and opportunities for improvement Set goals for improvement Organise the overall improvement programme Provide the training solve problems through project methodology Report progress Give recognition Communicate results Keep score Institutionalise the improvement process 18 Total Quality Management - Spring 2010
Philip Crosby
Do it right the first time Zero Defects First to popularize Quality for top management Absolutes of QM Quality is defined as conformance to requirements, not as 'goodness' or 'elegance' The system for causing quality is prevention, not appraisal – Quality is Free The performance standard must be Zero Defects, not "that's close enough" The measurement of quality is the Price of Non conformance. Cost of quality is only the measure of operational performance Total Quality Management - Spring 2010 19
1.
2.
3.
4.
Philip Crosby
Management Commitment: Top Management must be convinced of the need for quality and must clearly communicate this to the entire company by written policy, stating that the person is expected to person is expected to perform according to the requirement or cause the requirement to be officially changed to what the company and the customers really need.
Quality ImprovementTeam: form a team composed of departmental heads to oversee improvements in their departments and in the company as a whole.
Quality Measurement: Establish measurement s appropriate to every activity in order to identify areas in need of improvement.
Cost of Quality: Estimate the costs of quality in order to identify areas where improvements would be profitable.
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5.
6.
7.
8.
Philip Crosby
Quality awareness: raise quality awareness among employees. They must understand the importance of product conformance and the costs of non-conformance.
Corrective Action: Take corrective action as a result of steps 3 and 4.
Zero Defects Planning: Form a committee to plan a program appropriate to the company and its culture.
Supervisor’s Training: All levels of managements must be trained in how to implement their part of the quality improvement program.
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Philip Crosby
9.
10.
11.
12.
13.
14.
Zero Defects Day: Schedule a day as a signal to employees that the company has a new standard.
Goal Setting: Individuals must establish improvement goals for themselves and their groups.
Errors Cause Removal: Employees should be encouraged to inform management of any problem that prevents them from performing error free network.
Recognition.
Give public recognition, nonfinancial appreciation, to those who meet their quality goals or perform outstandingly.
Quality Councils.
Composed of Quality professional and team chairpersons, quality council should meet regularly to share experiences, problems and ideas.
Do It All Over Again: Repeat steps 1 to 13 in order to emphasize the never-ending process of quality improvement.
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Cost of Quality
Prevention Cost ◦ Cost associated with time spend in planning the quality system ◦ Consists of the following Process control costs Information systems costs Training Costs General Management cost Total Quality Management - Spring 2010 23
Cost of Quality
Appraisal Costs Cost incurred on measurement & analysis of data in order to detect & correct problems Consist of Cost of maintaining, testing & inspection Process control costs Internal Failure Cost Incurred due to non-conformance Include Scrap and rework costs Cost of corrective action Downgrading costs Total Quality Management - Spring 2010 24
Cost of Quality
External Failure Cost ◦ Occur when poor products reach customer ◦ Include Costs of customer complaints and returns Product recall costs Warranty claims costs Product liability costs Total Quality Management - Spring 2010 25
Feigenbaum
Build it in at an earlier stage of the process.
Armand Feigenbaum, like Deming and Juran, Achieved visibility through his work with the Japanese.
Unlike the latter two, he used a total quality control approach that may very well be the forerunner of today’s TQM.
He promoted a system for integrating efforts to develop, maintain, and improve quality by various groups in an organization.
To do otherwise, according to Feigebaum, would be to inspect for and control quality after the fact rather than Total Quality Management - Spring 2010 26
Ishikawa
Ishikawa is considered as Japan’s leading figure in the area of Total Quality Management. His inspiration came from the work of Deming and Juran and, to a lesser extent, Feigenbaum. He is well respected for the following contributions: 1.
2.
Quality Control Circles-he was the first to introduce this concept and to have put it into practice successfully; He is the originator of Fishbone Diagrams or Ishikawa Diagrams which are now used worldwide in continuous improvement to represent cause-effect analysis; 3.
Ishikawa has commented that Feigenbaum approach to Total Quality Control includes many non-specialists and therefore the input on quality problem solving may be limited.
Ishikawa
Developed several tools and techniques for application ◦ ◦ Ishikawa cause and effect diagram Defined the seven basic tools of quality management Simplified statistical techniques for QC Company wide quality control ◦
quality does not only mean the quality of product, but also of after sales service, quality of management, the company itself and the human life
QUALITY CIRCLES
A quality circle is a group of employees from the same work area and doing similar type of work voluntarily meet for an hour periodically either every week or fortnightly to identify and analyze a. Quality of work they perform b. Working conditions The common number of employees for a quality circle group is about 8-10 individuals.
Pre-Requisites for successful quality circles • • Members of Quality circles must have prior training in problem solving Top management support/attitude • Actual implementation to be pre-ceded by carefully developed plan for maximum returns.
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Quality Circles
Organization 8-10 members Same area Supervisor/moderator Presentation Implementation Monitoring Training Group processes Data collection Problem analysis Solution Problem results Problem Identification List alternatives Consensus Brainstorming Problem Analysis Cause and effect Data collection and analysis
Total Quality Management - Spring 2010 30
Cause and effect Diagram
The cause and effect diagram is an investigative tool. This is also called Ishikawa Diagram. Because of its shape, the diagram is also termed as Fishbone Diagram.
There is a systematic arrangement of all possible causes which give rise to the effect in Ishikawa diagram. Before taking up problem for a detailed study, it is necessary to list down all possible causes through a brainstorming session so that no important cause is missed. The causes are then divided into major sources or variables. Total Quality Management - Spring 2010 31
Ishikawa Diagram
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Cause-and-Effect Diagram
People Lack Training Wrong Jobs assigned Manual Work Method Price very high Fault in setting Price setting not proper Products not as per customer’s requirements Ill maintained Faulty material Material Machines Total Quality Management - Spring 2010 33
Cause-and-Effect Diagram
Measurement Faulty testing equipment Incorrect specifications Improper methods Human Poor supervision Machines Out of adjustment Lack of concentration Inadequate training Tooling problems Old / worn Inaccurate temperature control Dust and Dirt Defective from vendor Not to specifications Material handling problems Environment Materials Poor process design Ineffective quality management Deficiencies in product design Process Quality Problem
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Ishikawa Diagram
Diagrams which show the causes of a certain event Three sets of causes 6 M’s (Production) 1.
2.
3.
4.
5.
6.
Machine Method Maintenance Manpower Management Materials 5.
6.
7.
8.
1.
2.
3.
4.
8 Ps (Services) 4 Ss (Services) Price Promotion People Process Place/Plant Policies Procedures Product (or Service) 1.
2.
3.
4.
Surroundings Suppliers Systems Skills Total Quality Management - Spring 2010 35
Kaoru Ishikawa
(points 1-7 of 15)
1.
5.
6.
7.
2.
3.
4.
product quality is improved and becomes uniform. Defects are reduced reliability of goods is improved cost is reduced quantity of production is increased, rational production schedules are possible wasteful work and rework are reduced technique is established and improved inspection and testing costs are reduced Total Quality Management - Spring 2010 36
Kaoru Ishikawa (points 8-15 of 15)
8.
9.
rational contracts between vendor/vendee sales market is enlarged 10.
better relationships between departments 11.
false data and reports are reduced 12.
freer, more democratic discussions 13.
smoother operation of meetings 14.
more rational repairs and installation 15.
improved human relations Total Quality Management - Spring 2010 37
Taguchi
◦ ◦ ◦ Developed concept of the ‘Loss Function’ A quality product is a product that causes a minimal loss (expressed in money!) to society during it's entire life. The relation between this loss and the technical characteristics is expressed by the loss function Deviation from target value causes losses Internal - increased cost of manufacture, increased cost of supply External - Customer dissatisfaction, warranty costs, loss of reputation & ultimately loss of market Taguchi implies that Design has a vital Quality function His methodologies held ensure customer satisfaction Total Quality Management - Spring 2010 38
Imai
Known for the development of ‘Kaizen philosophy (1986) Focus of improvement activities to the factory shop floor
Shigeo Shingo
◦ ◦ ◦ ◦ “Fool-Proofing” or “Poke-Yoke” Source Inspection systems No statistical sampling is necessary Zero defects through good engineering and process investigation rather than slogans and exhortations Poka-Yoke: mistake-proofing ◦ ◦ identify errors before they become defects stop the process whenever a defect occurs, define the source and prevent recurrence 1967: source inspection + improved PY ◦ prevented the worker from making errors so that defects could not occur ◦
Zero Quality Control
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Yoshio Kondo (b.1924)
motivation of employees is important
◦ ◦ ◦ Emphasised inter-relationship between quality and people Creativity – joy of thinking Physical activity – joy of working Sociality – joy of sharing pleasure and pain with colleagues ◦ leadership is central to implementation of TQM Total Quality Management - Spring 2010 41
Yoshio Kondo
Four points of action to support motivation 1.
2.
3.
when giving work instruction, clarify the true aims of the work see that people have a strong sense of responsibility towards their work give time for the creation of ideas 4.
nurture ideas and bring them to fruition Total Quality Management - Spring 2010 42
Yoshio Kondo
Leaders must have ◦ a dream (vision and shared goals) ◦ strength of will and tenacity of purpose ◦ ability to win the support of followers ◦ ability to do more than their followers, without interfering when they can do it alone ◦ successes ◦ ability to give the right advice Total Quality Management - Spring 2010 43
Review of Main Ideas of the Quality Guru
W. E. Deming -
introduced concepts of variation to the Japanese and also a systematic approach to problem solving, which later became know as the Deming, PDCA or PDSA cycle. Also given 14 points and has summarized his 70 years experience in his System of Profound Knowledge.
Juran –
Quality does not happen by accident, it must be planned, and quality planning is part of the trilogy of planning, control and improvement. There is no shortcuts to quality Total Quality Management - Spring 2010 44
Review of Main Ideas of the Quality Guru
Philip Crosby –
‘DO it right first time’ and ‘Zero defects’. He based his quality improvement approach on four absolutes of quality management, the cost of quality and quality improvement process.
Kaoru Ishikawa’s – 1) 7 tools of Quality Control, 2) Company Wide Quality Control (CWQC), 3) Quality Circle Movement.
Shiegeo Shingo – ‘zero-defects’ in production by preventive measures.
Poka-Yoke system to ensure Total Quality Management - Spring 2010 45
Review of Main Ideas of the Quality Guru
Yoshio Kondo –
creative activity.
identifies that quality is more compatible with human nature than cost and productivity. He developed a four point approach to motivation which makes it possible for work to be reborn as a
Taiichi Ohno –
Manufacturing, Seven form of WASTE (MUDA) JIT (Just-in-time), Lean Total Quality Management - Spring 2010 46
Key Contributors to Quality Management
Quality
Contributor Deming Juran Feignbaum Crosby Ishikawa Taguchi Ohno and Shingo Known for 14 points; special & common causes of variation Quality is fitness for use; quality trilogy Quality is a total field Quality is free; zero defects Cause-and effect diagrams; quality circles Taguchi loss function Continuous improvenment
9-47
Quality Awards
Baldrige Award Deming Prize
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Malcolm Baldrige National Quality Award
MBNQA is given by United States National Institute of Standards and Technology Original stated purpose of the award were promote quality awareness recognise quality achievements of the US companies publicise successful quality strategies Current award criteria are stated To help improve organizational performance practices, capabilities and results To facilitate communication and sharing of the best practice information among US organizations of all types To serve as a working tool for understanding and managing performance and for guiding planning and opportunities for learning Total Quality Management - Spring 2010 49
Malcolm Baldrige National Quality Award Main Categories (Total 1000 points)
1.0 Leadership
(125 points)
2.0 Strategic Planning
(85 points)
3.0 Customer and Market Focus
(85 points)
4.0 Information and Analysis
(85 points)
5.0 Human Resource Focus
(85 points)
6.0 Process Management
(85 points)
7.0 Business Results
(450 points) Total Quality Management - Spring 2010 50
Benefits of Baldrige Competition
A primary goal of the Program is to encourage many organizations to improve on their own by equipping them with a standard template for measuring their performance and their progress toward performance excellence.
Financial success Winners share their knowledge The process motivates employees The process provides a well-designed quality system The process requires obtaining data The process provides feedback Total Quality Management - Spring 2010 51
The Baldrige Framework – A Systems Perspective
1 Leadership Organizational Profile: Environment, Relationships, and Challenges 2 Strategic Planning 5 Human Resource Focus 7 Business Results 3 Customer & Market Focus 6 Process Management 4 Information and Analysis
Total Quality Management - Spring 2010 52
MBNQA
Total Quality Management - Spring 2010 53
Deming’s Prize
Establish in 1950 originally for Japanese companies for major advances in quality improvement Deming’s Prize is given under Japanese Union of Scientists & Engineers Several categories including prizes for individuals, factories, small companies, and Deming application prize These days Deming’s Prize is awarded to non Japanese companies and even individuals 2001 – Sundram Brake Linings, the world’s first friction material company to win 2008 – Tata Steel is the first integrated steel plant in Asia to win Total Quality Management - Spring 2010 54
DEMING PRIZE
The Deming Prize examination
does not
require applicants to
conform to a model
provided by the Deming Prize Committee. Rather, the applicants are expected to understand their current situation establish their own themes and objectives, and improve and transform themselves company-wide
The Deming Prize Committee views the examination process as an opportunity for "mutual-development," rather than "examination
Every factor such as the
applicants' attitude toward executing Total Quality Management (TQM), their implementation status, and the resulting effects is taken into overall consideration
. In other words, the Deming Prize Committee does not specify what issues the applicants must address, rather the applicants themselves are responsible for identifying and addressing such issues, thus,
this process allows quality methodologies to be further developed.
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The Deming Prize Assessment Criteria
1. Policies 2. Organizations 3. Education and dissemination 4. Information and communication 5. Analysis 6. Standardization 7. Control and management 8. Quality assurance 9. Effects 10.Future plans Total Quality Management - Spring 2010 56
Comparison of the Deming Prize and Baldrige Award Topic
Definition of Quality Primary Focus Overall Approach Purpose
Baldrige Award
“customer-driven quality” it views quality as defined by the customer customer satisfaction and quality quality of management promote competitiveness through total quality management manufacturing, service and small business
Deming Prize
“conformance to specifications” it views quality as defined by the producers statistical quality control management of quality promote quality assurance through statistical techniques essentially private or public manufacturing Types of Organization Orientation Scoring Weight Consideration 60% result, 40% process different weight for each criteria less concern heavily concern 60% process, 40% results equal weight in 10 criteria concern in productivity, delivery, safety, and environment less concern Information Management Continuous of the award Winners Scope Applications Grading time First Award Sponsor N/A Maximum of two per category U.S. firms only $2500 and 75 pages packet six months 1987 National Institutes Standards and Technology Japan Quality Control Medal All firms meeting standard Firms for any country 1000 pages and one year working with consultant from the union of Japanese Scientist & Engineers one year 1951 Union of Japanese Scientists and Engineers Total Quality Management - Spring 2010 57
European Quality Award (EFQM)
• The European quality award model is being used by many companies for self-appraisal of their position against common criteria Prizes intended to identify role models 1.
2.
3.
4.
5.
Leadership Customer focus Corporate social responsibility People development and involvement Results orientation Total Quality Management - Spring 2010 58
The EFQM have taken a simple model ...
People Processes Results
Organisations achieve better results through the involvement of all employees (the people) in the continuous improvement of their processes Benefits of EFQM: Recognition of Quality as a Strategic Issue.
Integration of Quality into Business Operations Definition of World Class Model for Organisational Self Assessment Total Quality Management - Spring 2010 59
The EFQM Excellence Model
… Total Quality Management - Spring 2010 60
The European Quality Award (EFQM) Enablers:
Leadership – 10% People management – 9% Policy and strategy-8% Resources- 9% Processors- 14%
Enablers (total)- 50% Results
People satisfaction Customer satisfaction-20% Business result – Impact on society- 6%
Results (Total)
15%
–
– 9%
50%
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Quality Certification
ISO 9000 ◦ Set of international standards on quality management and quality assurance, critical to international business ISO 14000 ◦ A set of international standards for assessing a company’s environmental performance 9-62 Total Quality Management - Spring 2010
ISO 9000 Standards
Requirements:
System requirements Management Resource Realization Remedial Total Quality Management - Spring 2010 63
ISO 9000 Quality Management Principles 1.
2.
3.
4.
5.
6.
7.
8.
Customer focus Leadership People involvement Process approach A systems approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relationships Total Quality Management - Spring 2010 64
ISO 9000:2000
Quality system standards adopted by International Organization for Standardization in 1987; revised in 1994, 2000, & 2008 Technical specifications and criteria to be used as rules, guidelines, or definitions of characteristics to ensure that materials, products, processes, and services are fit for their purpose.
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Objectives of ISO Standards
(1 of 2)
Achieve, maintain, and continuously improve product quality
Improve quality of operations to continually meet customers’ and stakeholders’ needs
Provide confidence to internal management and other employees that quality requirements are being fulfilled
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Objectives of ISO Standards
(2 of 2)
Provide confidence to customers and other stakeholders that quality requirements are being achieved Provide confidence that quality system requirements are fulfilled
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(British Model)
TQM is the way of Managing the future, and is far wider in its application than just assuring product or service quality– it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally.
TQM, combined with effective leadership, results in an organization doing the right things, first time.
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PEOPLE CULTURE COMMUNICATION CUSTOMER / SUPPLIER SYSTEM PROCESSES COMMITMENT
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(British Model)
The core of TQM is the customer—supplier interface, both externally and internally, and at each interface lie a number of processes.
This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality.
These are the foundations of TQM, and are supported by the key management functions of people, processes and systems in the organization.
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TQM -
The Bridge to Total Quality
Quality and Continuous Improvement climate
Teams
Teams
Communication / Training
Culture change
VISION MISSION QUALITY as STRATEGY Total Quality Management - Spring 2010 71
TQM -
The Bridge to Total Quality
Quality and Continuous Improvement climate Doing the RIGHT THINGS “EFFECTIVENESS”
Teams
Teams
Communication / Training
Culture change Teams
Communication / Training
Supplier / Customer chains
VISION Roles, Responsibilities, MISSION Standards and Targets, QUALITY as STRATEGY Organisation structure, Key processes Total Quality Management - Spring 2010 72
TQM -
The Bridge to Total Quality
Quality and Continuous Improvement climate Doing the RIGHT THINGS Doing the “EFFECTIVENESS” RIGHT FIRST TIME “EFFICIENCY”
Teams Teams Communication / Training
Culture change
Teams
Teams
Teams Communication / Training
Supplier / Communication / Training
Opportunities for
Customer
Improvement
chains
VISION Roles, Responsibilities, MISSION Standards and Targets, QUALITY as STRATEGY Organisation structure, Key processes Problem identification Problem solving Quality Improvement Projects Total Quality Management - Spring 2010 73
TQM
Key 'Drivers' for TQM:
1.
2.
3.
4.
5.
6.
Believe in, foster and support
teamwork .
Be committed to the
problem-solving
use it and let
data
drive decisions.
process; Seek employee
input
before you make decisions.
Believe that the best way to improve the quality of work or service is to
ask
and to
listen to employees who are doing the work .
Strive to develop respect and trust among employees.
Have a customer orientation and focus towards employees and citizens.
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TQM
7.
8.
9.
10.
11.
12.
Manage on the behaviour of 95 percent of the employees, not the 5 percent who cause problems.
Improve systems and examine processes before blaming people.
Avoid top-down, power-oriented decision-making whenever possible.
Encourage creativity through risk-taking and be tolerant of honest mistakes.
Be a facilitator and coach. Develop an open atmosphere that encourages the provision and acceptance of feedback.
With teamwork, develop with employees agreed goals and a plan to achieve them.
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Summary Slide
The following Slides are for understanding only (subject to indirect Questions): “ 6,10,12,13,14,18,20,21,22,32,33,34,36,37, 55,57” Other slides are required and subjects to any types of Questions Total Quality Management - Spring 2010 76