Chapter 4 TQM

TQM Implementation

In this chapter, we will learn about establishing the organizational framework and overview of strategies to be adopted for implementing TQM.

TQM Tools and TechniquesTQM involves application of the right tools

in the organization for the continuous improvement of quality.

TQM Tools and Techniques

Type Tools and Techniques

Methodologies SPC, JIT, Taguchi methods- DOE, QFD, TPM

System ISO 9000

Human Resources Total Employee Involvement (TPE), Proactive management

and Quality circles

Motivation Award, European Quality Award, Rajiv Gandhi National Quality

Award.

The Management may use the various suggestions given by the quality gurus for the benefit of their own organization.

Contribution of Gurus for TQMAreas of TQM Gurus

Statistical Gauss, Pareto, Shewhart, Fisher

Management Juran, Crossby, Feigenbaum

Execution Deming, Taguchi

PDSA TQM ImplementationDeming Modified the PDCA (Plan, Do, Check, Act) by

Shewhart as PDSA cycle. There are four phases Plan, Do, Study, Act.

The planning phase is the preparation phase where the actions proposed to betaken for implementation of TQM are determined and documented after a detailed analysis.

The ‘do’ phase involves implementation of the actions on a pilot basis.

The study phase is where the results of pilot implementation are measured and analyze to see whether there is a real improvement. During this place one has to understand which plan worked and which plan worked and which did not. This may either lead to confirming the new process in the act phase or modifying the plan and revising the cycle again.

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

Plan

- establish objectives

- establish a plan that will facilities achieving the goal

- establish a measurement systemDo

- Plan for implementation and measurements

- Implement the plan on pilot basis

Study

- compare the result with the objectives

- identify gaps

- analyze the causes for gaps and exceptional results, if any

Act

- standardize the procedure that met or exceeded the goal

- if there were gaps, improve the plan and carry out PDSA again

TQM Implementation

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

The CEO has to convey and convince all the employees in the organization about the importance of practicing TQM.

The CEO can announce the decision about practicing TQM in a meeting, where all the employees are present.

Select Consultant- a competent consultant can be hired for help in implementation of TQM.

CEO should select the right person personally because of the important role he is going to play. He should analyze the consultant past experience, credentials, values, outlook, abilities, communication skills and other attributes before selecting consultant.

Corporate Strategic Planning

The next step would be planning the strategy as to how the organization is going to get into TQM. It has to carry out the strategic planning without the help of the Senior Management and consultant. The important activities in the strategic planning are formulating vision, mission and objectives for the organization by the CEO

Essential Statement1. Vision Statement- is the vision of the CEO

about where the organization should be in the long-run

It should be concise so that it is easily comprehensible by all the employees.

It should be inspiring as well as challenging to employees also

2. Mission Statement It describes the purpose for which the

organization is in business and provides the strategy to achieve this purpose.

Continuation…..It should communicate the guiding principles and

values held common by the organization

Quality PolicyThe quality policy should clearly convey the views of

the management on dealing with the customers and achieving customer satisfaction.

It should also be like a guide for each section of the organization for developing their own quality objectives.

Plan for Establishing Communications Framework

Figure 4.2 Corporate –Wide Communication Framework

Vision Statement

Mission Statement

Quality Policy

Quality Manual

Quality Plan General Procedures Work

Instructions Detailed Procedures

News Letters Circulars Notes Training Prog. Story Teller

Figure 4.3 Quality Council in a large Organization

CEO TQM

Facilitator-Secretary

CEO-Chairman

DirectorsSteering QC

Division 2

Division 1

Division 1 QCDivision 2 QC

Selection Of TQM FacilitatorTQM Facilitator should be an independent

person and he should not be made responsible for normal production.

He should encourage ideas in group meetings, avoid expressing his own ideas and be tactful.

Role of Quality Council (QC)

- they should have personal commitment to quality and TQM.

- they should constitute the right teams, which can be called as process improvement teams (PIT) for solving problem.

- they should attend QC meetings after adequate preparation.

- they should keep track of the steps taken by the teams towards improvement on a regular basis.

- they may discuss with the customers and suppliers to get first hand information.

- they should facilitate training of the employees as well as the improvement of the team members.

- they should be champion for quality in the organization.

- they should always be on the look out for related information.

- they should walk the talk.

Strategic Quality Plan- advocates that the strategic business plan should be integrated.

Some strategies for TQM implementation:Training for top management.Forming improvement teams for specific problems.The consultant can train the quality council members.

Employee Involvement- improvement action has to be carefully considered and approved by the QC.

- employees should be encourage to give suggestions for improvement.

- improvement plan require a lot of detailed and intelligent work to be carried out.

- they have to provide the resources for accomplishing the tasks.

- the team members may like to give their opinion as to how to go about finding a solution.

Constitution of PAT- the management should plan for constituting PATs, empowering them and supporting them.

- improvement teams will be formed for solving a given problem on part-time basis and will be dissolved as soon as the job has been completed.

Identify process- business process benchmarking helps in identification of the potential processes for improvement.

Do Phase of TQMStudy Phase of TQMAct Phase of TQM

Improvement actions are aimed at achieving one or more of the ff. goals:

Attaining technical excellenceImproving qualityReducing defectsIncreasing productivityReducing quality costImproving uptime of equipmentReducing overhead costsReducing delivery time

PDSA for Continuous ImprovementOuter PDSA is for TQM for the whole organization. The

PDSA in the Do phase of TQM is that for each improvement project.

Plan- facilitating Plan for Improvement of org.Do- approved action plan has to be implemented.

Study Phase- the improvement team members have to assess the effectiveness of the suggested solutions.

Act Phase- procedures are modified and issued. New processes as are defined and implemented on a continuing basis in the Act phase.

Agenda for QC Meetings- process within an organization. Assessed for possible improvement.

Schedule for Improvement Actions- schedules are not only important for normal operations, but also for improvement activities.

Communicating Success Stories- definitely motivate the employees to improve.

Implementation Tips for Winning Organizations- According to Tom Peters

1.Total Quality Management

2.Reengineering

3.Leveraging knowledge

4.Curious cannibalistic corporation

5.Virtual organization

6.Empowerment

Getting Things Donesome of the points which will help in getting things done by

employees

1.Recognition- is a must in order to motivate the employees to bring out solutions to the problems in the organization. Required to distinguish between the performers and the non-performers.

2.Praise and Punish-

a. Authoritative

b. Authoritative and benevolent

c. Consultative

d. ParticipativeManagement is benevolent, which means it tries to fulfill the

aspirations of the employees at the same time.

3. 80 pr cent of Success will be due to Personal Contact

4. Accumulate Small Gains

5. Build Credibility- inside and outside

6. Persist

Barriers to TQM Implementation

Commonly found barriersLack of top management commitmentLack of employee involvementNon-cooperation of first line managers and middle

managementLack of clarity in visionLosing track of business performanceNot involving customers and suppliers

Belief that training leads to employee attritionResistance to change at all levelsIneffective TQM facilitatorsWrong consultantLack of consistency and persistence by the managementHaste and thereby wasteLooking for immediate gainsNot investing adequate resourcesQuick obsolescence of productsLoosing confidence in the middle of the journey due to

various reasonsWorking harder than smarterTough competition leading to frequent price warUnable to find champions within the organizationNot properly staffed-too many or too less number of

employees