Saturday, January 24, 2009
Friday, January 23, 2009
Who is the Customer?
Customers for an information system are many and varied. They include, of course, those individuals who directly use the system to perform their work tasks. These are the "users," and are normally easy to identify. For example, clerks in the Personnel and Accounting departments are users of a Payroll System. For TQM purposes, all users are customers.
Those in management who authorize, request, budget and approve information systems are customers. Without their participation, there would be no systems work to perform. These individuals are most often different from the users of the system. Many levels of management may need to review and approve the decision to implement a new Payroll System, and while they may never interact directly with the system, they certainly have requirements.
Many customers may receive outputs from an information system. These are indirect customers, and they may have very specific requirements. Employees receive their paychecks from a Payroll System. Government agencies have requirements for a Payroll System, as do banks, auditors and providers of employee benefits, to name just a few.
Those individuals who must operate and maintain a system are also customers and have specific requirements. These are internal customers whose requirements must be met if they, in turn, are to meet the requirements of their customers. The computer operator must be able to accurately print paychecks and payroll reports if the requirements of users and employees are to be met. Likewise, the maintenance programmer must be able to implement necessary changes over time if the Payroll System is to continue to meet the needs of other customers.
Those in management who authorize, request, budget and approve information systems are customers. Without their participation, there would be no systems work to perform. These individuals are most often different from the users of the system. Many levels of management may need to review and approve the decision to implement a new Payroll System, and while they may never interact directly with the system, they certainly have requirements.
Many customers may receive outputs from an information system. These are indirect customers, and they may have very specific requirements. Employees receive their paychecks from a Payroll System. Government agencies have requirements for a Payroll System, as do banks, auditors and providers of employee benefits, to name just a few.
Those individuals who must operate and maintain a system are also customers and have specific requirements. These are internal customers whose requirements must be met if they, in turn, are to meet the requirements of their customers. The computer operator must be able to accurately print paychecks and payroll reports if the requirements of users and employees are to be met. Likewise, the maintenance programmer must be able to implement necessary changes over time if the Payroll System is to continue to meet the needs of other customers.
Applying TQM to Information Systems
To successfully apply TQM to I.S., we must concentrate on three things:
- Identify all our customers, both internal and external.
- Define customer requirements and expectations.
- Deliver information products and services which meet, or exceed, defined requirements.
Limitation of Liability
1. TQM INTERNATIONAL CO. LTD makes no representations or warranty about the validity, accuracy, correctness, reliability, quality, stability, and/or other problems with the information, products and services provided except warranty expressly stated herein. We advised you to contact our sales department to get more about our warranty (if any) before you make purchase.
2. TQM INTERNATIONAL CO. LTD is not responsible for any delay in shipping the unit purchased/ordered. But we always help you to sort out any problem if it is under our control.
3. Customers are solely responsible for all of the terms and conditions of the transactions conducted on, through or as a result of use of the site, including, without limitation, terms regarding payment, returns, warranty, shipping, insurance, fees, taxes, title, licenses, fines, permits, handling, transportation and storage.
4. Under no circumstances shall TQM INTERNATIONAL CO. LTD be held liable for a delay or failure or disruption of the content or services delivered resulting directly or indirectly from acts of nature, forces or causes beyond its reasonable control, including without limitation, Internet failures, computer, telecommunications or any other equipment failures, electrical power failures, strikes, labor disputes, riots, insurrections, civil disturbances, shortages of labor or materials, fires, flood, storms, explosions, Acts of God, war, governmental actions, orders of domestic or foreign courts or tribunals or non-performance of third parties.
2. TQM INTERNATIONAL CO. LTD is not responsible for any delay in shipping the unit purchased/ordered. But we always help you to sort out any problem if it is under our control.
3. Customers are solely responsible for all of the terms and conditions of the transactions conducted on, through or as a result of use of the site, including, without limitation, terms regarding payment, returns, warranty, shipping, insurance, fees, taxes, title, licenses, fines, permits, handling, transportation and storage.
4. Under no circumstances shall TQM INTERNATIONAL CO. LTD be held liable for a delay or failure or disruption of the content or services delivered resulting directly or indirectly from acts of nature, forces or causes beyond its reasonable control, including without limitation, Internet failures, computer, telecommunications or any other equipment failures, electrical power failures, strikes, labor disputes, riots, insurrections, civil disturbances, shortages of labor or materials, fires, flood, storms, explosions, Acts of God, war, governmental actions, orders of domestic or foreign courts or tribunals or non-performance of third parties.
The value of TQM in improving classroom instruction
It is not difficult to find semantic links between teaching and total quality management. Almost every known strategy for teaching effectively cited in standard pedagogical references has counterparts on a list of TQM components compiled by Grandzol and Gershon (1997). Examples include writing instructional objectives (clarity of vision, strategic planning); student-centered instruction (customer focus, empowerment, driving out fear), collaborative or cooperative learning (adopting a new philosophy, teamwork), assessment (measurement, benchmarks, continuous improvement), and training and mentoring new faculty members (human resource development, employee training).
The question is, if effective teaching strategies are known and validated by extensive research (as they are), why not simply incorporate them into classroom instruction without an added layer of jargon? If all that is done is to choose a subset of TQM terms that map onto known effective teaching strategies and then apply the strategies in a single course—which is what most of the published studies in the education literature consist of—the TQM model adds no value. Perhaps more to the point, TQM is a collective strategy that has meaning only if it is agreed upon and implemented by the staff of an organization. Applying TQM terms to instruction in a single course by a single teacher may provide a good experience for the students, but it is not TQM.
The question is, if effective teaching strategies are known and validated by extensive research (as they are), why not simply incorporate them into classroom instruction without an added layer of jargon? If all that is done is to choose a subset of TQM terms that map onto known effective teaching strategies and then apply the strategies in a single course—which is what most of the published studies in the education literature consist of—the TQM model adds no value. Perhaps more to the point, TQM is a collective strategy that has meaning only if it is agreed upon and implemented by the staff of an organization. Applying TQM terms to instruction in a single course by a single teacher may provide a good experience for the students, but it is not TQM.
Prerequisites and Program Pre-Preparation
This program has prerequisites: A willingness to learn and withstand weeks of intensive training from Industry Experts.
This program is in English. The participant should understand spoken English. If you wish to study the program materials before the program these can be obtained by payment of half the program fee. Whenever you attend a deduction of this amount will be allowed from payable program fee. Please note this offer is available only to Corporate Customers.
This program is in English. The participant should understand spoken English. If you wish to study the program materials before the program these can be obtained by payment of half the program fee. Whenever you attend a deduction of this amount will be allowed from payable program fee. Please note this offer is available only to Corporate Customers.
What positive outcomes can be expected?
Is Deming's Management Method suitable for small business? Absolutely. While it requires time and effort to understand and embrace, the method can bring into a smaller enterprise enhanced employee relationships, more positive attitudes, improved customer service, smarter use of resources (due to constancy of purpose), and in general better business decisions.
In addition, through the use specific TQM techniques, small businesses can gain better understanding of their operations. While this may not necessarily lead to sizeable cost reductions, it can still save time and make jobs easier. In a small enterprise, where resources can be scarce, even small improvements are invaluable.
In addition, through the use specific TQM techniques, small businesses can gain better understanding of their operations. While this may not necessarily lead to sizeable cost reductions, it can still save time and make jobs easier. In a small enterprise, where resources can be scarce, even small improvements are invaluable.
Has Indian industry accepted that there is a link between TQM and healthy bottomlines?
There is certainly a correlation between the company's performance and the application of TQM. The essential purpose of TQM is to add value to the customer, which results in better product performance in the market hence adding to the company bottomline. If a company is able to increase productivity and efficiency while cutting down on costs with the help of DWM, profits are bound to go up.
How do you rate the progress of TQM in India?
The progress of the TQM movement in India has been very satisfactory. Most Indian companies in the cluster have taken lesser time in adapting to change than I had expected. If these cluster companies continue the TQM effort for a few more years, they will become eligible to secure international recognition of the kind brought by the Deming Prize and others. However, the movement needs to expand its scope to include a wider number of industries and sectors, to have any real impact. Not too many companies in the subcontinent are on the goal-pursuing path.
TQM or total quality management the tool for growing your business
TQM quality assurance and its implementation through various quality management systems including ISO9000, ISO 14000, business excellence, bs7799, investors in people etc is fully described within this TQM site.
The quality assurance series has been updated to the new ISO 9000-2000 standard. There will be one standard -ISO 9001:2000 with guidelines for implementation to be ISO 9004:2000. This site provides information about the updates to the standard and tips and hints for business owners and quality assurance managers on how to get the most from your quality system. Doing what you say you do is no longer enough, you must show how you plan and action improvements to you quality system.
The quality assurance series has been updated to the new ISO 9000-2000 standard. There will be one standard -ISO 9001:2000 with guidelines for implementation to be ISO 9004:2000. This site provides information about the updates to the standard and tips and hints for business owners and quality assurance managers on how to get the most from your quality system. Doing what you say you do is no longer enough, you must show how you plan and action improvements to you quality system.
Quality programmers typically include:
- Identifying and confirming customer requirements and identifying problems and opportunities in meeting these. Gain understanding in the concept of the internal customer and meeting their requirements
- Tools for understanding processes. For example, process modeling tools, How to build error prevention into work processes.
- Measurement tolls, including check sheets, run charts, sampling and data collection. The use of discreet or continuous data
- Calculating the “cost of quality” or “price of non conformance” which defines the cost saving opportunity.
- Problem solving techniques such as brainstorming, tree diagrams.
- Improvement planning though teams and planning tools such as Gantt charts and other project planning techniques.
- Controlling the work processes. The use of simple statistical process control techniques and control charts which can be used by shop floor personnel
- Communicate the result, recognize people who have been involved in success and incorporate improvements into the companies’ processes and systems.
Quality control and quality assurance
there is a difference between these two. Quality Control is an after event phenomenon (just like a post mortem exercise). It consists of a set of checks and inspections to be carried out after the mistake has occurred. For example, a patient visits the ophthalmic OPD for alleged refractive error problem. The doctor prescribes the suitable glasses. Patient wears the glasses but there is no improvement. Patient comes back and registers his grievances about the poor service by the hospital. Now, reasons need to be found out. So, hospital starts finding out the fault (note this is happening after the mistake has occurred). The likely reasons may be as hereunder:
1. Patient has not been checked up by the qualified ophthalmic assistant/ doctor.
2. There is no standard check list which may serve as guidelines for a thorough check-up.
3. If there is a checklist, the doctor/ophthalmic assistant has escaped one or more checks and the problem was not correctly diagnosed.
4. Doctor instead of carrying the complete check up, believed (what patient told) and concluded it to be refractive error problem but the root of the problem lies somewhere else.
5. If everything (as stated above) is in order, may be, the diagnostic equipment is not properly calibrated and it gives error and hence the wrong eye glass number.
1. Patient has not been checked up by the qualified ophthalmic assistant/ doctor.
2. There is no standard check list which may serve as guidelines for a thorough check-up.
3. If there is a checklist, the doctor/ophthalmic assistant has escaped one or more checks and the problem was not correctly diagnosed.
4. Doctor instead of carrying the complete check up, believed (what patient told) and concluded it to be refractive error problem but the root of the problem lies somewhere else.
5. If everything (as stated above) is in order, may be, the diagnostic equipment is not properly calibrated and it gives error and hence the wrong eye glass number.
TOTAL QUALITY MANAGEMENT IN THE LEGAL ENVIRONMENT
The law firm environment is the perfect forum for applying TQM because of the TQM focus on the client. TQM looks to the client to provide the definition of "quality" and then creates a management environment and organizational structure to meet client-defined expectations.
Of course, all businesses are client-centered in that they depend upon the goodwill and satisfaction of their clients to survive. The practice of law differs, however, in that lawyers are something more than simply providers of a service. They are counselors, business advisors, advocates, sometimes psychologists, and often mentors. The law firm client does not simply receive a standard service that the firm provides to all of its clients; the law firm client receives a service that is unique because every client's needs must be individually assessed and met. This type of service involves the client (or should involve the client) to a more intimate degree than most other businesses because the client and the client's specific needs and goals define the service to be rendered.
TQM teaches the lawyer how to relate to his/her client to determine what the client seeks to achieve and the kind of result the client desires to obtain. This prevents the lawyer from gathering the facts and forging ahead with his/her own agenda thinking that the client would want what the lawyer would want if the lawyer were in the client's shoes.
Of course, all businesses are client-centered in that they depend upon the goodwill and satisfaction of their clients to survive. The practice of law differs, however, in that lawyers are something more than simply providers of a service. They are counselors, business advisors, advocates, sometimes psychologists, and often mentors. The law firm client does not simply receive a standard service that the firm provides to all of its clients; the law firm client receives a service that is unique because every client's needs must be individually assessed and met. This type of service involves the client (or should involve the client) to a more intimate degree than most other businesses because the client and the client's specific needs and goals define the service to be rendered.
TQM teaches the lawyer how to relate to his/her client to determine what the client seeks to achieve and the kind of result the client desires to obtain. This prevents the lawyer from gathering the facts and forging ahead with his/her own agenda thinking that the client would want what the lawyer would want if the lawyer were in the client's shoes.
Cultural differences and implementation of TQM
In addition to Feigenbaum, Deming, Juran and Crosby, the “founding fathers” of the TQM movement were Japanese scholars and managers: Ishikawa, Kano, Imai, Mizuno and others (Costin 1994, 8). All principles listed above in fact are based on traditional Japanese culture. Knakal (1994) cites Pascale and Athos: “Japanese see each individual as having economic, psychological and spiritual needs, much as we do when we step back and think about it. But Japanese executives assume it is their task to attend too much more of the whole person, and not leave so much to other institutions (such as government, family, or religious ones).
And they believe it is only when the individual’s needs are well met within the subculture of a corporation that they can largely be freed for productive work that is in larger part outstanding” (Knakal 1994, 342).
Talking about sources of Japanese work ethics, Inazo Nitobe pointed out in Buddhism, Shinto, and the teachings of Confucius (Knakal 1994, 346). That rituals and services have to do with such values like discipline, respect to elder and pragmatism (in the sense of applying of what was learned). All that has to do with cultural values, or “building blocks” of culture, discovered by Hofstede.
And they believe it is only when the individual’s needs are well met within the subculture of a corporation that they can largely be freed for productive work that is in larger part outstanding” (Knakal 1994, 342).
Talking about sources of Japanese work ethics, Inazo Nitobe pointed out in Buddhism, Shinto, and the teachings of Confucius (Knakal 1994, 346). That rituals and services have to do with such values like discipline, respect to elder and pragmatism (in the sense of applying of what was learned). All that has to do with cultural values, or “building blocks” of culture, discovered by Hofstede.
What is the significance of this prize?
The Deming Application Prize is considered to be the highest award in the area of TQM. Total quality stands for not just quality of products and services, but also the processes and activities that are needed to achieve quality. In the world of quality awards, this prize is like a gold standard.
The prize was started in 1951 in memory of Edward Deming who was instrumental in teaching the concepts of quality to the Japanese. The Deming Application Prize tests the application of TQM within a company. The criteria include:
The prize was started in 1951 in memory of Edward Deming who was instrumental in teaching the concepts of quality to the Japanese. The Deming Application Prize tests the application of TQM within a company. The criteria include:
- Objectives and strategies of the company and whether they are challenging and customer-focused
- How TQM has been applied to achieve these objectives, and the thoroughness, consistency and depth of its application across the organisation
- The outstanding effects achieved as a result of the application of TQM
Principles of Good Product Development
Total Quality Management (TQM) is an approach to the art of management that has become steadily more popular in the West since the early 1980's. In a couple of sentences, Total Quality can be summarized as a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with things being done right first time, and defects and waste eradicated from operations. The key points of TQM include:
- customer-driven quality
- TQM leadership from top management
- continuous improvement
- fast response to customer requirements
- actions based on data and analysis
- participation by all employees
- a TQM culture
TQM has a customer-first orientation. Customer satisfaction is seen as the company's highest priority. This demands constant sensitivity to customers and fast response to their requirements. Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. Vendors are seen as partners in the process of providing customer satisfaction. Top management commitment and involvement is required in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. Such systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to employee remuneration.
Benefits achieved through TQM
- Increased focus on the customer
- Mindset of ‘continuous improvement ‘
- Better product quality
- Better systems and procedures
- Better cross functional teamwork
- Increased plant reliability Waste elimination in offices and factories
TQM activities / initiatives
CII-EXIM business excellence model: A self-assessment model to understand the strengths and weaknesses of a business in parameters such as leadership, policy and strategy, people satisfaction, customer satisfaction, processes, resources and partnerships, impact on society, business results, etc. A feedback report sent by assessors helps identify areas for improvement in all areas of the business.
Departmental purpose analysis (DPA): A workshop that identifies the critical tasks that have to be performed by supplier departments for internal customers.
Key business process (KBP): Cross-functional teams that work on improvement of processes that have the maximum impact on achieving the strategic objectives of the business.
Small-group activity (SGA): Teams appointed by the management to solve critical and recurring problems in a scientific and structured manner by using the seven-step problem-solving methodology.
Task force (TF): Small teams assigned well-defined tasks for implementation within a short and specified time-frame.
Departmental purpose analysis (DPA): A workshop that identifies the critical tasks that have to be performed by supplier departments for internal customers.
Key business process (KBP): Cross-functional teams that work on improvement of processes that have the maximum impact on achieving the strategic objectives of the business.
Small-group activity (SGA): Teams appointed by the management to solve critical and recurring problems in a scientific and structured manner by using the seven-step problem-solving methodology.
Task force (TF): Small teams assigned well-defined tasks for implementation within a short and specified time-frame.
Tuesday, January 13, 2009
How can MMEC implement Total Quality Management?
MMEC teaches you and your employees the techniques of TQM and walks you through the implementation process of TQM including problem solving techniques and the basic TQM tools for problem identification and analysis. Training covers TQM background, internal and external customer and supplier relationships, quality, process variation, and measurement. MMEC will customize the training to your needs using specific examples from within your company. We provide on-site implementation to get you started.MMEC teaches you and your employees the techniques of TQM and walks you through the implementation process of TQM including problem solving techniques and the basic .
Customer Satisfaction
Total Quality Management requires constant measuring of customer satisfaction. ARGE provides the following services for assessing customer satisfaction:
- Requests and expectations
- Products and services
- Confidence
- Company image
- Competitors
Advantage of TQM
- Continuous improvement with in the company.
- Continuous improvement on personal scale.
We are having technical analyst who are proficient in Total quality management techniques and can guide you various sectors like Service sector, Finance sector, Private institutions, Government organization and in various school, colleges and universities.
What is Root Cause Analysis about?
Root Cause Analysis, often wrongly referred to as 'Route' Cause Analysis, is a structured investigation that aims to identify the underlying cause of a defect or problem, and the countermeasures necessary to eliminate it.
Mistakes, errors, faults, waste and rework are diseases that infect every organisation reducing productivity and effectiveness while lowering morale throughout the workforce.
Underneath the 'cause' of a problem, the real cause is hidden.In every case we must dig up the real cause by asking why, why, why, why, why?
Often called the "hidden factory or office" which costs the organisation dear, management would like to track down the root causes for these problems and eliminate them entirely. Usually, individual members of staff are held to blame for these problems but it is often difficult to obtain good data on the types of error because people are frightened to offer information that they believe may be used against them.
Mistakes, errors, faults, waste and rework are diseases that infect every organisation reducing productivity and effectiveness while lowering morale throughout the workforce.
Underneath the 'cause' of a problem, the real cause is hidden.In every case we must dig up the real cause by asking why, why, why, why, why?
Often called the "hidden factory or office" which costs the organisation dear, management would like to track down the root causes for these problems and eliminate them entirely. Usually, individual members of staff are held to blame for these problems but it is often difficult to obtain good data on the types of error because people are frightened to offer information that they believe may be used against them.
How does TQM differ from the EQA model?
The European Quality Award model is used to assess business excellence. Business excellence is the result of adopting a TQM philosophy and realigning the organisation towards satisfying all stakeholders (customers, owners, shareholders, suppliers, employees and society). The quality award criterion offers measures of performance rather than a methodology.
What is the TQM philosophy?
There are several ways of expressing this philosophy. There are also several gurus whose influence on management thought in this area has been considerable, for example Deming, Juran, Crosby, Feigenbaum, Ishikawa and Imai. The wisdom of these gurus has been distilled into eight principles defined in ISO 9000:2000.
Continuous Process Improvement
Involvement from all employees is a necessity in implementing TQM. Our consultants will provide the education, support and coaching to gain enthusiasm from employees for continuous process improvement. We emphasize prevention activities and problem solving techniques and stress innovative thinking in order to identify the best possible solutions. With the appropriate support, encouragement, recognition and empowerment, employee creativity can be tapped, gaining improvements for the organization which are driven by the employees.
The TQM Magazine is indexed and abstracted in:
- Emerald Management Reviews
- Research Trends in Advanced Manufacturing
- Technical Education and Training Abstracts
- Cabell's Dictionary of Publishing Opportunities in Management and Marketing
- Scopus
What is a system?
The systems approach is guided by the model from engineering that observes that most physical and social systems can be "modeled" by using the "system" as an analytical device. In management systems, like TQM, work is seen as a series of processes. For example, the hiring process is a series of linked events that are coupled together to produce an outcome, in this case, hiring someone. A system is a series of linked processes, hiring, production, accounting, personnel, etc.
The essential elements of a system are presented below. It is important to see your agency and its work processes as parts of a system. The system concept focuses on the interrelated nature of the parts and the whole. Deming argued that systems speak to managers. The form of the conversation is statistical and is expressed as variance
The essential elements of a system are presented below. It is important to see your agency and its work processes as parts of a system. The system concept focuses on the interrelated nature of the parts and the whole. Deming argued that systems speak to managers. The form of the conversation is statistical and is expressed as variance
What is a work process?
Work is a series of processes. Problems or challenges usually involve understanding, measuring, and adjusting some element of a work process. Consequently, we will start by defining a work process. For example, the hiring process is a series of linked events that are coupled together to produce an outcome, in this case, hiring someone. Process mapping is using some tool to break down the elements of a process so that we can understand the steps involved in the process, and, how to improve that process. Again, a work system is a group of related (linked) work processes. Dr. W. Edwards Deming is among that management expert who argues that managers need to look to work systems, rather than individual performance, when organizational outputs are below desired levels of quality.
TQM is customer not specialist driven.
Users of products or services define what they want rather than have their needs defined by specialists. In TQM, customer needs and expectations, not agency established standards, define quality. No matter how good your products and services are by some "objective" standard, they cannot have total quality unless they meet your customers needs. A customer is anyone who receives or uses what you produce or whose service satisfaction depends upon your actions. There are two general types of customers in TQM internal and external. An internal customer is someone in your organization whose part in the work process comes after yours. An external customer is the ultimate recipient of your product or service. TQM cannot be implemented unless it is a top down organization. TQM reflects a different paradigm of management. e.g. The chain on the automobile line in Japan versus U.S.
What is Quality
Quality the ability to satisfy, or even exceed, the needs and expectations of the customers.
The following points must be kept in mind for successful working of TQM in any organization.
1) Establishment of corporate TQM steering committee and formation of TQM council at the unit level involving senior Mgt. staff. Even TQM center can be formed to plan, manage and train employees for implementing TQM.
2) Selection of proper TQM methods required for the organization on conducting required survey based on the need and the organizational climate.
3) Complete knowledge for implementation of TQM tools for problem solving.
4) In order to make TQM a success and powerful, quality culture must be put in place, which is all about culture change based on a desire to satisfy the customer and eliminate existing problems permanently.
5) Sustained and continuous effort must be made for company wide TQM activities and avoid it as one time activity/project.
2) Selection of proper TQM methods required for the organization on conducting required survey based on the need and the organizational climate.
3) Complete knowledge for implementation of TQM tools for problem solving.
4) In order to make TQM a success and powerful, quality culture must be put in place, which is all about culture change based on a desire to satisfy the customer and eliminate existing problems permanently.
5) Sustained and continuous effort must be made for company wide TQM activities and avoid it as one time activity/project.
How do I get certified?
The process of getting yourself certified is very simple. All you have to do is buy the Expert Rating Total Quality Management Certification for $49.99. Log in to your Expert Rating account using your password. Go through the TQM Courseware (which could take you from 1 week to a month depending upon how hard you work & your level of experience) and take the certification exam at your convenience. You can take the exam within 1 year of buying the certification. The result of the exam appears as soon as it is completed, and your certificate is mailed immediately.
An Easy Way To Get Started
- Key focus points
- The important steps of TQM
- Establishing a vision, mission and theme
- Identifying opportunities for improvement
- Sample customer satisfaction surveys
- Getting your suppliers to improve
- What is poor quality costing your company
- Setting reachable goals
- Measuring results
- Improving productivity
Why You Need TQM
- Proven best practices to increase profit
- Sample TQM programs you can use
- Your own action plan
- TQM terms you must understand
- Adapting TQM to construction
- Keys to success
- Becoming an excellent leader
The five component technologies in the five discipline model from senge are;
- System thinking (the integrative discipline that fuses the other 4into a coherent body of theory and practice).
- Personnel Mastery (people should approach life and work” as an artist would approach a work of art”.
- Metal model (deeply ingrained assumptions or metal images “that influence how we understand the world and how to take action”)
- Building shared vision (when there is a genuine vision” people excel and learn, not because they are told to, but because they want to “)
- Team learning (team member engaging in true dialogue with their assumption suspended.)
Tuesday, January 6, 2009
How does it work?
Although obvious, this potentially huge source of innovation was largely neglected in UK manufacturing until comparatively recently. It was only when the messages from Japan became hard to ignore that we began to realise that their success across a range of sectors was due in no small measure to a different approach to innovation. In addition to the traditional use of specialists, Japanese firms built on high involvement of the workforce in regular incremental innovation — a process called kaizen but which is more familiar to us as 'continuous improvement' (CI).
Continuous improvement (CI) is a generic name given to a range of activities designed to engage a high degree of involvement amongst the workforce in innovation. It is really an umbrella term for an organisational approach (high involvement) supported by a range of specific tools.
CI is about an approach to change which is high in involvement but which stresses incremental innovation as its key feature — a 'little and often' rather than a 'big bang' view. Since it is a philosophy it is often linked with more specific change programmes — for example, in business process re-engineering, total quality management or versions of the 'lean' concept. In each case the contribution of CI is to maintaining and extending progress through a regular stream of small improvements.
Continuous improvement (CI) is a generic name given to a range of activities designed to engage a high degree of involvement amongst the workforce in innovation. It is really an umbrella term for an organisational approach (high involvement) supported by a range of specific tools.
CI is about an approach to change which is high in involvement but which stresses incremental innovation as its key feature — a 'little and often' rather than a 'big bang' view. Since it is a philosophy it is often linked with more specific change programmes — for example, in business process re-engineering, total quality management or versions of the 'lean' concept. In each case the contribution of CI is to maintaining and extending progress through a regular stream of small improvements.
What is the differences between TQM and Six Sigma
- Six Sigma focuses on prioritizing and solving specific problems which are selected based on the strategic priorities of the company and the problems which are causing the most defects whereas TQM employs a more broad based application of quality measures to all of the company’s business processes.
- TQM tends to apply quality initiatives within specific departments whereas Six Sigma is cross functional meaning that in penetrates every department which is involved in a particular business process that is subject to a Six Sigma project.
- TQM provides less methodology in terms of the deployment process whereas Six Sigma’s DMAIC framework provides a stronger platform for deployment and execution. For example, Six Sigma has a much stronger focus on measurement and statistics which helps the company define and achieve specific objectives.
Supplier Partnerships for TQM
Quality is a basic but powerful idea. Quality is what our customers pay for, expect, and deserve. But quality is not a new idea. In a continuing search for quality, Management recognized we must adopt a continuous improvement philosophy to realize our goals. An integral part of that philosophy is a focus on total quality. Furthermore, TQM is an operating philosophy that promotes customer satisfaction through achieving the highest quality at the lowest possible cost. At the heart of TQM is customer satisfaction as the customer defines it.Like you, we want to delight our customers — so much that they keep coming back to us because we have gained a reputation for excellence and they can count on us.
The Differences and/or Similarities in TQM and ISO 9000
At first glance, one would think that TQM and ISO 9000 do not have much in common, other than the fact that they both deal with the topic of quality. One is a philosophy of what makes up a quality organization, and the other is a set of rules that a quality organization might undertake. However, they both do share a common defining characteristic that is critical to understanding both of these notions. That is, neither one will proscribe how quality is to be deployed in an organization, nor how to explicitly design a business process that is profitable while simultaneously satisfying the customer.
The difference is that TQM, through its 14 Points, provides guidance that an organization can reference when designing their processes and operations, while ISO 9000 does not provide process design guidance, but instead allows a firm to declare its operational practices and has a mechanism to confirm that the organization follows those declared processes.
The other point we like to bring up whenever a comparison to TQM is made, is that ISO 9000 could be considered a subset of TQM. In this instance, ISO 9000 would be covered by Deming's first point, "Create constancy of purpose ...” Deploying a process where your business processes are documented and audited would be one way that constancy could be implemented. That is not to say it is the only method available.
The difference is that TQM, through its 14 Points, provides guidance that an organization can reference when designing their processes and operations, while ISO 9000 does not provide process design guidance, but instead allows a firm to declare its operational practices and has a mechanism to confirm that the organization follows those declared processes.
The other point we like to bring up whenever a comparison to TQM is made, is that ISO 9000 could be considered a subset of TQM. In this instance, ISO 9000 would be covered by Deming's first point, "Create constancy of purpose ...” Deploying a process where your business processes are documented and audited would be one way that constancy could be implemented. That is not to say it is the only method available.
Why get involved with TQM?
TQM is a philosophy and system for continuously improving the services and/or products offered to customers. Now that the technologies of transportation and communication have replaced national economic systems with a global economy, nations and businesses that do not practice TQM can become globally non-competitive rather rapidly. This march towards non-competitiveness can be avoided if citizens are helped to become TQM practitioners. Therefore, the potential benefits of TQM in a school, district or college are very clear:
- TQM can help a school or college provide better service to its primary customers--students and employers.
- The continuous improvement focus of TQM is a fundamental way of fulfilling the accountability requirements common to educational reform.
- Operating a no-fear TQM system with a focus on continuous growth and improvement offers more excitement and challenge to students and teachers than a "good-enough" learning environment can provide. Therefore, the climate for learning is improved.
The benefits of Total Quality Management (TQM)
- Through the application of TQM, senior management will empower all levels of management, including self management at worker level, to manage quality systems.
- Outlined below are some advantages to be gained by a hotel, from the use of TQM. These are split into the five key areas of TQM.
- Continuous Improvement. People wish to improve themselves and get a better lifestyle. If the desire for individual improvement is transferred to systems within the workplace, then these systems will improve.
- Management can, at times, be a restraint to innovation through relying on historical systems. This will result in "always do what you have always done and you will always get what you have always got".
- A good chef will know how best to prepare and present food. If given the freedom to innovate then the standard of food will improve.
- When mistakes are made by staff, it is rarely through a desire to make a mistake. The system used is at fault. With departments constantly striving for improvement, hotel systems will improve, leading to reduced internal costs and a better service for customers.
- Multifunctional Teams. Within the hotel, departments are customers and suppliers for each other. A waiter is the chef's supplier giving information on what has been ordered from the menu including any special requests about how the food should be prepared (medium, well done etc). When the food is ready, the roles are reversed. The chef becomes the waiter's supplier providing the food.
- If the hotel's organisation is structured in such a way, that people in different departments work with each other to solve problems as a team, traditional inter departmental barriers will be removed. Inter departmental communication on a day to day basis is essential for effective management.
- Multifunctional teamwork allows the problems and requirements of each department to be passed on at worker level, throughout the hotel. This will lead to a better understanding of how the hotel systems work, by all employees.
- Individual will work with each other identifying causes of problems rather than blaming each other for the results of a problem. This will remove the blame culture.
The Ten Steps to TQM are as follows:
- Pursue New Strategic Thinking
- Know your Customers
- Set True Customer Requirements
- Concentrate on Prevention, Not Correction
- Reduce Chronic Waste
- Pursue a Continuous Improvement Strategy
- Use Structured Methodology for Process Improvement
- Reduce Variation
- Use a Balanced Approach
- Apply to All Functions
What do we Gain from Implementaing TQM?
TQM is the abbreviation of 'Total Quality Management'. However, the word TOM often leads to misunderstanding to many companies which think that TQM is only concerned with the quality of products or services they offer to their customers. Actually this is partly true because the utmost target of TQM is to satisfy customers. Hence TQM in this sense means the quality of management in the organization that every body in the organization must be concerned with, in order to make good products or services according to customers' requirements, both internal and external.
The important step before starting the implementation of TQM is the'TQM DIAGNOSIS' of the company. This is the prerequisite in order to know the existing situation of the company. You must know where you are before you can set the direction to go.
The important step before starting the implementation of TQM is the'TQM DIAGNOSIS' of the company. This is the prerequisite in order to know the existing situation of the company. You must know where you are before you can set the direction to go.
What is TQM useful?
In order to compete in a global economy, our products, systems and services must be of a higher quality than our competition. Increasing Total Quality is our number one priority here at Hewlett-Packard."
The Concept of Continuous Improvement by TQM
TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving results, in all aspects of work, as a result of continuously improving capabilities, people, processes, technology and machine capabilities.
Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process
Continuous improvement must deal not only with improving results, but more importantly with improving capabilities to produce better results in the future. The five major areas of focus for capability improvement are demand generation, supply generation, technology, operations and people capability.
A central principle of TQM is that mistakes may be made by people, but most of them are caused, or at least permitted, by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated, and repetition can be prevented by changing the process
Total Quality Management (TQMs) Finance Definition
A management philosophy that seeks to improve the quality of products and services by improving work processes in response to feedback from employees and customers. Early adopters of the TQM practices were Japanese corporations that were struggling to rebuild their manufacturing capabilities after World War II. The Japanese were early adherents to the teachings of W. Edwards Deming, a TQM consultant and pioneer. In the 1980s, TQM began to catch on in other countries, such as the U.S. TQM also places emphasis on detecting problems in the system or process, instead of leveling blame at an individual or department.
What is the difference between TQM and GTQM?
If TQM is Quality oriented, GTQM (Global Total Quality Management) is management oriented. This means that Quality is so important that is taken from granted in any process of the management. Every member of the organization is a GTQM expert or, if you prefer, a TQM expert. The most important one, the big boss. His main compromise has to be a life commitment with the GTQM. His main competence, a leadership in Quality, in Total Quality Management.
In a monastery all the monks are religious driven and every decision they take (or at least they should take) are inspired in their principles. The do not need a “Religion Department”. But they have had a previous period of training and awakening in a Seminar. In the same way, all the members of an organization should be Global TQM oriented and the Seminar of the new “organizational monks” could be a Global Total Quality Management Traning and Coaching Department
In a monastery all the monks are religious driven and every decision they take (or at least they should take) are inspired in their principles. The do not need a “Religion Department”. But they have had a previous period of training and awakening in a Seminar. In the same way, all the members of an organization should be Global TQM oriented and the Seminar of the new “organizational monks” could be a Global Total Quality Management Traning and Coaching Department
What are the difficulties of TQM
Total Quality Management can be difficult to achieve. Before implementing a TQM program a company must understand that
1. This is not a phase. It is permanent
2.If you fail, it can have long lasting damage to the employees morale
3.It may take up to 5 years to fully become a TQM company.
4.It requires full cooperation and commitment from all managers. This includes from the owner to all line managers
5.It is a culture change. The old ways of management disappear.
What are the barriers to implementing TQM?
- Lack of management commitment
- Company culture cannot change
- Plans are not well thought out.
- Poor measurement techniques
- Lack of teamwork.
- Focus on short term profits
- High employee turnover
- Lack of training. No one to lead the company through the process
- Management does not reward success
- Employees are fearful of losing their jobs.
How to get started
There are a few initial steps that are necessary and appropriate for any organization trying to get started on a quality-based improvement strategy. These are:
· introducing senior executives to quality management principles – and exposing key players to the achievements of other organizations using this approach, such as Baldrige winners
· conducting an initial assessment of the current management system (using Baldrige or similar criteria)
· building a consensus regarding what specific practices need to be improved
· developing detailed action plans that are sponsored by senior management and supported by appropriate methodology, tools and expertise.
· introducing senior executives to quality management principles – and exposing key players to the achievements of other organizations using this approach, such as Baldrige winners
· conducting an initial assessment of the current management system (using Baldrige or similar criteria)
· building a consensus regarding what specific practices need to be improved
· developing detailed action plans that are sponsored by senior management and supported by appropriate methodology, tools and expertise.
What are the principal of TQM.
1) Quality can and must be managed.
2) Everyone has a customer to delight.
3) Processes, not the people, are the problem.
4) Every employee is responsible for quality.
5) Problems must be prevented, not just fixed.
6) Quality must be measured so it can be controlled.
7) Quality improvements must be continuous.
8) Quality goals must be based on customer requirements.
2) Everyone has a customer to delight.
3) Processes, not the people, are the problem.
4) Every employee is responsible for quality.
5) Problems must be prevented, not just fixed.
6) Quality must be measured so it can be controlled.
7) Quality improvements must be continuous.
8) Quality goals must be based on customer requirements.
History of TQM
General Douglas McArthur realised the need for radical change and was responsible for the re-generation of the Japanese economy. Key to this was the dismissal of the old management and their systems, replacing them with men capable of making the changes needed to develop their economy. As a result the Union of Japanese Scientists and Engineers (JUSE) was formed, one of their first actions was to invite a well-known American statistician Dr. W. Edwards Deming, to present his ideas to them. Deming addressed the top business leaders in Japan, including managers from Companies which are now household names, Sony, Nissan, Mitsubishi and Toyota. They introduced new management methods, TQM being a key one. This led to Japan being the world leader in quality and productivity.
Deming had made a highly significant contribution during the war in increasing America's industrial efficiency. After the war was won, although well received by engineers and scientists, top management did not respond to his ideas. Industry went back to the old established ways of trying to meet consumer market opportunities.
Deming had made a highly significant contribution during the war in increasing America's industrial efficiency. After the war was won, although well received by engineers and scientists, top management did not respond to his ideas. Industry went back to the old established ways of trying to meet consumer market opportunities.
TQM Definition
Total Quality Management (TQM) is a management approach that aims for long-term success by focusing on customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, products, services, and the culture in which they work.
What are the elements Of TQM.
The Eight Elements Of TQM
- Ethics
- Integrity
- Trust
- Training
- Teamwork
- Leadership
- Recognition
- Communication
Why is TQM importants for engineers?
The University of Michigan Conference on Leadership for Technical Education and Training identified needs in areas...that help engineers prepare for
· managing projects, people, and resources in a global setting....
· enhancing leadership and communications skills and understanding markets, product realization, and finance....
· managing projects, people, and resources in a global setting....
· enhancing leadership and communications skills and understanding markets, product realization, and finance....
Why TQM
TQM refers to an integrated approach by management to focus all functions and levels of an organization on quality and continuous improvement. Over the years TQM has become very important for improving a firm's process capabilities in order to achieve fit and sustain competitive advantages. TQM focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization's hierarchy. TQM is not a complete solution formula as viewed by many – formulas can not solve managerial problems, but a lasting commitment to the process of continuous improvement.
What is TQM?
- Total organization using Quality thinking and methods to Manage.
- Doing the right things right, the first time and every time.
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