Total quality management in government

By

DR SATYANARAYANA DASH

EX-SECRETAY(HEAVY INDUSTRY), GOVERNMENT OF INDIA

What is Quality & Total Quality Management ? American National Standards Institute (ANSI) and

American Society for Quality (ASQ) define Quality as “The Totality of features and characteristics of a Product or Service that bears on its ability to satisfy given needs.”

Total Quality Management (TQM) consists of Organization wide efforts to install and make permanent a climate in which an Organization continuously improves its ability to deliver high quality products & services to Customers.

Total Quality Management–Historical Perspectives TQM drew upon tools and techniques of Quality

Control

Customer: Anyone who is impacted by the Product or Process delivered by an Organization. External Customers are end users or intermediate processors . Internal Customers are other Divisions of the Company/Organization that receive the partly processed product

Output : Final outcome of the Process carried out by the Organization. It may be Goods (Cars, Missiles) or Services (Banking, Insurance)

Total Quality Management–Historical Perspectives Customer Satisfaction : Achieved by Features of the

Product/Service or Freedom from Deficiencies.

Product Features : Refers to Quality of Design, Performance, Durability, Reliability, Ease of use, Esthetics.

Service Features : Accuracy, Timeliness , Friendliness, Courtesy, Knowledge of the Server

Freedom from Deficiencies : Refers to Quality of Conformance. Higher conformance results in higher Customer Satisfaction and Fewer Complaints

Why Quality Has Become Important? Competition : Today’s Market Demands High Quality

Products at Low Cost. Having “High Quality” Reputation is not enough .Hence Internal Cost of maintaining such reputation should be less.

Changing Customer Preferences : Customer is more Demanding about Quality & variations of Choice

Changing Product Mix : Shift from Low Volume, High Price to High Volume, Low Price. Need to Reduce Internal Cost

Quality Perspectives Organization Perspectives : Perfection , Consistency ,

Eliminating Waste, Speed of Delivery, Compliance with Policies & Procedures, Doing it Right the First Time, Delighting or Pleasing Customers

Judgmental Perspectives : Transcendental Definition of Quality—Absolute & Universally Recognizable a mark of uncompromising standards and High Achievements – Examples- Rolex Watches, Lexus Cars, iPhones

Quality Perspectives Product Based Perspectives : Function of a Specific,

measurable Variable and differences in Quality reflect differences in Quantity of some Product Attributes. Quality & Price Perceived Relationships

User Based Perspectives : Individuals have different needs and wants and hence different quality standards e.g. Cars sold in India sans safety features

Manufacturing based Perspectives : Desirable Outcomes of Engineering and Manufacturing Practice or conforms to specifications. E.g. Coca Cola, Quality is about manufacturing a Product

Quality Levels At Organizational Level :Which Products/Services

Meet Expectations?, Which Products/Services You need to get?.

Process Level : What Products/Services are important to External Customers? , What are the necessary Processes to produce those Products?, What are Key Inputs for those Processes?, Which Process has maximum importance to Organization’s Performance?

At Individual Job Level : What do the Customers want ? Can we Measure those Requirements ? What is Specific Standard for each Measure?

History of TQM To Know the Future, Know the Past

Before Industrial Revolution, Skilled Craftsmen served both manufacturers and inspectors, building Quality into Their Products through considerable pride in their workmanship.

Industrial Revolution changed this basic concept to interchangeable parts

Thomas Jefferson and F.W. Taylor brought in Scientific Management, emphasizing Production Efficiency and decomposed jobs to smaller work tasks, rejecting its Holistic Manufacturing nature.

History of TQM Statistical Approaches to TQM started at Western

Electric, separating out the Inspection Division

After World War II, General MacArthur was sent to Japan for Rebuilding Plan. W. Edwards Deming and Joseph M. Juran , Employees of Western Electric, were sent to Japan and introduced Statistical Quality Control there . They convinced Top Management there of the importance of Quality. Before that “Made in Japan” was synonymous with poor quality.

History of TQM For Next 20 years, while American Companies focused

on Quantity, Marketing & Financial Performance , Japanese concentrated on Quality. Customers started preferring Japanese Products

America woke up to Quality Revolution in 1980s.By then Deming was virtually unknown in USA, But Japanese had already instituted Deming Prize for Quality in 1950. Ford Motor Co had taken help of Deming to streamline its operations.

History of TQM Managers realized that “Quality of Management” is

more important than “Management of Quality”.

Early 1990s, Quality Management Principles found their way to Service Industry .

FedEx and Ritz-Carlton Hotel Company were pioneers.

Countries like Korea, India, Spain and Brazil are mounting efforts to increase Quality Awareness

William Edwards Deming (Oct 14th

1900-Dec 20 1993) Evolution of TQM Philosophies : Deming Philosophy :

A Product or Service Possesses Quality if it helps somebody and enjoys a good and sustainable market. Improvement in Quality decreases cost due to less rework, fewer mistakes. Productivity improves. Market is captured with better quality and reduced cost. Long Term Competitive Strength

Deming was an American Statistician & College Professor. He helped Production in USA in World War II, but better known for his work in Japan

Deming’s 14 Points for TQM(1) Create & Publish for all Employees a Statement of

the Aims & Purposes of the Company . The Management must Demonstrate their Commitment to this Statement

(2) Learn the New Philosophy

(3) Understand the Purpose of Inspection– to reduce the Cost and Improve the Processes

Deming’s 14 Points for TQM(4) End the Practice of awarding the Business on the

Basis of Price Tag alone

(5) Improve constantly and forever the system of Production & Service

(6) Institute Training

(7) Teach & Institute Leadership

(8) Drive out Fear . Create an environment of Innovation

Deming’s 14 Points for TQM(9) Optimize the Team Efforts towards the Aims and

Purposes of the Company

(10) Eliminate Exhortations to the Workforce

(11) Eliminate Numerical Quotas for Production

(12)Remove the Barriers that rob Pride of Workmanship

(13)Encourage Learning & Self-improvement

(14) Take Action to accomplish the Transformation

Deming’s Core Philosophy– Create a System of Profound Knowledge Appreciation for a System—A System is a Set of

Functions or Activities within an Organization that work together to achieve the Organizational Goals. Management’s Job is to optimize the System as a Whole, not in Parts

The System Requires Co-operation

Psychology– The Designers and Implementers of Decisions are People. Hence understanding their Psychology is Important

Deming’s Core Philosophy– Create a System of Profound Knowledge Understanding Process Variations is essential– A

Production Process contains many sources of Variation. Reduction in such Variation results in Improvement in Quality . There are Two types of Variation--- (1) Due to Common Causes (2) Due to Special Causes. Focus on Special Causes as Common Causes can be reduced by change of Technology

Management Decisions should be driven by Facts, Data and Justifiable Theories and not, Management Fads

Joseph Moses Juran (Dec 24, 1904-Feb 28, 2008) the Evangelist Quality Guru J.M.Juran was a 20th Century Management Consultant

& Quality Guru who has authored several Books relating to Quality

Juran Philosophy was to pursue Quality at Two Levels–the Mission for the Firm as a Whole to achieve High Product Quality and Mission at Individual Department Level

Quality should be talked about in a Language Senior Management Understands—i.e. Money (Cost of Poor Quality)

Juran Philosophy At Operational Level, Quality should be on conformance to

Specifications through elimination of Defects –Use of Statistical Methods

Quality Trilogy: (i) Quality Planning—Process of Preparing to meet Quality Goals . Involves understanding Customer Needs and Developing Product Features (ii) Quality Control—Meeting Quality through Control Parameters. Measuring Deviations for taking action (iii) Quality Improvement—Identify Improvement Areas and get Right People to bring the change. Break Through to unprecedented Levels of Performance. Aim for Zero Defects Regime and Observe Zero Defect Day

Philip Bayard Crosby (Jun 18, 1926-August 18, 2001)—The Missile Man P.B Crosby was a Businessman & Author who was a

Quality Management Practitioner . Initiated Zero Defects Program at Martin Company Plant, Orlando, Florida. AS Quality Control Manager of Pershing Missile Program, he reduced Rejection Rate by 25% and reduced Scrap Costs by 30%

Core Philosophy : Quality means conformance to requirements and not elegance

Crosby’s Quality Philosophy There is no such thing as Economics of Quality . It is

always Cheaper to do the job right the first time

The only Performance Measurement is the Cost of Quality, the cost of non-conformance

Basic Elements for Improvement: (i) Education : of Employees towards Zero Defect (ii)Determination: Commitment by Top Management (iii) Implementation: of the Organizational Processes towards Zero Defect

Kaoru Ishikawa-The Japanese Quality Guru

Kaoru Ishikawa (July 13, 1915-April 16, 1989) was a Professor of Engineering at University of Tokyo who is credited with assimilating Deming & Juran Quality Philosophies into Japanese Organizations . He is known World over for his Philosophy of Quality Circles, Cause & Effect Diagram(Fishbone Diagram) and Seven Statistical Quality Control Processes–Cause & Effect Diagram, Check Sheet, Control Chart, Histogram, Pareto Chart, Scatter Diagram & Stratification

Ishikawa’s Quality Philosophy Cause & Effect Diagram: Causes– 5 M’s-Machine,

Method, Material, Manpower, Measurement (Inspection) –additional 3M’s—Mother Nature , Management & Maintenance

7P’s of Service Marketing:- Product/Service, Price, Place, Promotion, People, Process, Physical Evidence

5S’s of Service Industry; Surroundings, Suppliers, Systems, Skills, Safety

TQM for Middle Management Process Management : Planning and Administering

the activities necessary to achieve High Quality in Business Processes. Identifying Opportunities for improving Quality and operational performance leading to Customer Satisfaction

Value Added Processes : Those Essential for Running the Business and Achieving Competitive Advantage for Internal Customer needs

Support Processes : Those important for value creation by External Customer needs

TQM for Middle Management Process must be repeatable and measurable. Process

owners should have Authority to manage the Process. Process Owners could range from High Level Executives to Shop floor workers. Assigning Owners will ensure Accountability

Process Control is the activity of ensuring the conformance to requirements and taking Corrective Action. Process Control is part of Daily Management. Short term Corrective Action by Process Owners, Long Term Improvement by Management

Process Control Methods Documented Procedures for all Key Processes

Clear understanding of appropriate Equipment and working environment

Methods of monitoring and controlling critical Quality Characteristics

Approval Processes for buying equipment

Criteria for workmanship, written standards , samples

Process Improvement Customer Loyalty is driven by Delivered Value

Delivered Value is created by Business Processes

Sustained Success in competitive markets require a Business to continuously improve Delivered Value

To continuously improve its value creation ability, a Business must continuously improve its value creation processes

Process Improvement Continuous Process Improvement is an old

management concept dating back to 1895.Those approaches were mostly Productivity related

Toyota in 1951 implemented JiT (Just in Time) concept which relies on Zero Defects and based on Continuous Improvement.

Japanese introduced the Concept of orderly continuous improvement over a long period of time with minimum financial investment with involvement of all, what is now known as Kaizen

Concept of Kaizen Improvement in all areas of Business serves to enhance

quality of the Firm

Three elements required for Kaizen: (i) Operating Practices (ii) Total Involvement and (iii) Training

Every Employee strives for improvement. Top Management supports Strategy. Middle Management establishes, maintains and upgrades Operating Standards. Workers engage in Small Group Activity and give suggestions for Improvement

Concept of Kaizen Middle Management can help create conducive

environment by improving cooperation amongst Departments and making Employees Conscious of their responsibilities for improvement

Supervisors direct their attention more on improvement than supervision which will facilitate communication

Kaizen Implementation– The Deming PDCA Cycle PDCA Cycle originally developed by Walter Shewart,

but used by Deming extensively in 1950’s

Plan—Study the current system, identify problems, testing theories of causes and develop solutions

Do—Implement on Trial Basis, Document Data

Check—See whether Trial Plan works by evaluation of results

Act—Standardize improvements and implement plan . Alternately, use Focus, Analyze, Develop & Execute (FADE) Cycle

Kaizen Implementation—Juran’sSequence Proof of the need

Project Identification

Two Paths of Organization for Breakthrough—Symptoms to Cause (Diagnostic) and Cause to Remedy (Remedial) Paths

Two Journeys– Diagnostic Journey & Remedial Journey

Holding of the Gains

Process Improvement– Seven Statistical Tools Flow Charts : Identifies Sequence of Activities in a

Process. Fixes Position of Employees in a Particular Activity. Pinpoint Places where Quality Measurements should be taken. Motorola used this to reduce manufacturing time for Pagers

Check Sheets: Data in Columnar or Tabular Form. Include information relating to specifications . Detect non-conforming Items, which may indicate Quality Deficiency

Process Improvement– Seven Statistical Tools Pareto Diagrams : Based on 85-15 Pareto Distribution and

helps in identifying Quality Focus Areas . Histogram of the Data from the Largest Frequency to smallest

Cause & Effect Diagrams (Fishbone Diagrams): Ishikawa Diagrams, identifies Root Cause of the Quality Failure

Scatter Diagrams: Regression Analysis stating relationships between different variables and their correlation coefficients

Run Charts/Control Charts: Measurement of a variable against time (Run Chart) and fixing Upper & Lower Limit of Control to Run Chart (Control Chart)

TQM for the Workforce or Shop floor Employees Quality Circles (QCs) : Kaoru Ishikawa : Group teams

of workers & supervisors to address work related problems involving quality and productivity

Lockheed Missiles and Space Division was leader in implementing QC Concept in USA in 1973 after studying the same in Japan

Typically small Day to Day Problems are given to QCs to deal with problems in routine tasks. Incentives are given to the QCs who solve problems

TQM for the Workforce or Shop floor Employees Kaizen Blitz : An Intense and rapid Improvement Process

in which a Team/Department throws all its resources into a project for short period of time. It is a Short Time Burst rather than a Long Range Simmer . The Blitz Group is authorized to implement changes on the spot.

Poka-Yoke : (Mistake Proofing): Approach to mistake proofing using Automatic Devices or Methods to avoid Human Errors. Developed by Shigeo Shingo, a Japanese Engineer working with Toyota. It Focuses on Two Aspects: Prediction of Defects and Detection of Defect to stop the Process. Robotic Devices in Automotive Assembly Lines is an Example.

Quality Management Standardization: ISO 9000:2000 Created by International Organization for

Standardization in 1946 for European Market. It Defines Quality Standards based on the premise that certain generic characteristics of management principles can be standardized and that a well designed, well implemented and well managed Quality System provides confidence that outputs will meet Customer Expectations and Requirements.

Quality Management Standardization: ISO 9000:2000 Recognized by 100 Countries including Japan & USA.

It applies to all types of Businesses including E Commerce Companies

Five Objectives: Achieve, maintain and seek to continuously improve product quality in relation to requirements, improve quality to meet customers’ and stakeholders’ needs, Provide confidence to Internal Management that Quality Requirements are met, Provide Confidence to Customers of meeting Quality Requirements and Provide Confidence that Quality System Requirements are being fulfilled

Quality Management Standardization: ISO 9000:2000 Consists of Three Documents: ISO 9000–

Fundamentals & Vocabulary; ISO9001– Requirements in Four Sections: Management Responsibility, Resource Management, Product Realization & Measurement, Analysis & Improvement; ISO 9004–Guidelines for Performance Improvements

Quality Management Principles : Customer Focus, Leadership, Involvement of People, Process Approach, Systems Approach for Management, Continual Improvement, Factual Approach to Decision Making, Mutually Beneficial Supplier Relationships

ISO 9000:2000 Registration Process It is a Third Party Accreditation Process

Independent Laboratory or a Certification Agency conducts the Audit

Recertification Required Every Three Years

Individual Sites and not Entire Company must achieve Registration individually

All Costs to be borne by the Applicant

A Registration Audit may Cost anywhere from US $10,000/- to US $ 50,000/-. Information at http://www.iso.ch

SIX SIGMA APPROACH Devised by Late Bill Smith, a reliability Engineer as a

Statistical Approach that equates 3.4 or fewer errors in million opportunities. Pioneered by Motorola and extensively used and promoted by Jack Welch, the legendary CEO of General Electric

Core Philosophy based on Key Concepts: Think in terms of Key Business Processes and Customer Requirements , Focus on Strategic Objectives , Focus on Corporate Sponsors for Championing Projects, Emphasize on Quantifiable measures as Defects per Million, Ensure proper metrics to ensure accountability, Provide Extensive Training, Create highly qualified Process Improvement Experts (Belts) & Set Stretch Objectives for Improvement

Comparison Between TQM & Six Sigma(SS) TQM is based largely on Worker Empowerment but SS

on Business Leader Champions

TQM is Process Based , but SS is truly Cross-functional

TQM Training is generally Limited to Simple improvement Tools & Concepts, but SS is rigorous with Advanced Statistical Methods

TQM has little Emphasis on Financial Accountability, SS requires verifiable Return on Investments and Focus on Bottom Line

TQM for Top Management—Strategic Quality Management Hoshin Kanri—Japanese for Management Cycle built around

Deming PDCA Cycle– Quality Policies Quality Goals Deployment of Goals Plans to meet such Goals Organizational Structure & Resources to meet such GoalsMeasurement & Feedback Review of Progress Training

Building Vision/Mission Statement: Take Everyone into Confidence. Be a Guide for Quality Journey Tie Quality to Business Goals Vision Statement is Inspirational , outlines what a Company wants to be and focuses on tomorrow and it should address three areas, People, Culture and Product/Service

Mission Statement : It outlines what the Company is now and identifies Customers, critical processes and states the Level of Performance

Preparing Vision/Mission Statement Vision is something to be pursued, while Mission is

something to be accomplished. Mission is what you do best everyday and vision is what the Future looks like because you do that Mission so exceedingly well

For Vision, Think with Inspiration & Courage, obsessed with future possibility. For Mission think managing with Greatness & untamed strength

Preparing Vision/Mission Statement Famous Vision Statement: “By the end of the Decade,

we will put a man on the Moon”– John F. Kennedy

Famous Mission Statement– “Crush Reebok” Nike

Preparation of Quality Policies: Preparation of Guidelines for Personnel to follow. E.g. For a Computer Manufacturer– “In selecting Suppliers , decision makers are responsible for choosing the best source, even if it is external”

Preparation of Quality Goals Goal is a Statement of Desired Result in a specified

Period, and aimed at Target. These Goals lead to Detailed Planning of Activities. Goals could be Tactical (Short Range, up to One Year) or Strategic(Long Range, say, Five Years).For an Inverter Company, the Quality Goal could be to increase the Life of the Battery from say Three years to Five Years. The Quality Goals always includes Quantified Data

Deployment of Quality Goals Divide and Subdivide the Goals till specific deeds to be

done are identified

Allocate Responsibility for such deeds and provide the needed Resource

Reasons for Failure of Strategic Quality Management (SQM):Lack of Leadership of Top Management, Lack of Infrastructure for Quality, Skepticism about the Quality Program among Employees, Failure to start small and learn from Pilot Programs, Reliance on Specific Techniques as Primary Means, Underestimation of Time & Resources required

Differentiation Between Products & Services– Properties of services Intangibility– Can not be touched , can be felt

Heterogeneity—Provided by People of different nature

Person dependent– Depends on Person Providing Service

Inseparability of Customer– e.g. Filling Application Form

Simultaneous Production & Consumption- Quality Fixing difficult during Production

Applying Quality Assurance to Services– Focus on Tangible Elements

Services can not be Stocked

Irreversibility

Dimensions of Service Delivery Tangibility

Reliability

Assurance

Responsiveness

Empathy

Sevottam Model : Citizens’ Charter+ Service Delivery+ Grievance Redressal Procedures

Quality Council Of India (QCI) has come up with Service Delivery Standard IS 15700:2005 for 10 Ministry/Departments. It is available in website darpg.gov.in.

IS15700:2005 Based on Eight Quality Management Principles—

Customer Focus, Leadership, Involvement of People, Process Approach, System Approach to Management, Continual Improvement, Factual Approach to Decision Making & Mutually Beneficial Supplier Relationships

IS 15700 Standard is a Powerful Tool available to Management of any Public Service Delivery Organization to significantly upgrade the Quality of Service . Implementation of Standard is not simply mechanical, but through Top Management Commitment with involvement of all employees. Training is essential to such involvement.

TQM in Government Services Prepare a Roadmap for TQM

Strategic Management Process– Strategic Planning (Mission, Objectives, Leadership & Training); Strategic Implementation– Applying Organizational Structure to improve Strategy

Organizational Philosophy:-- Organizational Philosophy defines relationship with Stakeholders by the values, beliefs and way of working and provides Guide to action for the employees

TQM in Government Services Elements of Organizational Philosophy (1) Quality

Consciousness (2) Personal Quality Standards–depends on Organizational Goals, sometimes we compromise due to lack of approval, time constraint or fatigue (3) Three C’s of Quality– Commitment, Competence and Communication (4) Organizational Goals should be agreed at all Levels and not dictated from Top.

Preparation of a Quality Manual(1) Create Mission Statement, (2) Determine Output (3)

Identify Customers (4) Define Customer Requirements (5) Develop Output Specifications (6) Define Group Work Process (7) Identified Measurement of Output (8) Define the Problem (9) Establish a Project Team (10) Measure Customer Satisfaction

TQM implementation Process Create Mission Statement of the Organization

Create Awareness– Make a SWOT Analysis

Orientation: Role expected from the employee

Develop Skills: Team Building, Customer Service, Empowerment

Do Stakeholder Analysis: Stakeholders are those having claim on Organization’s Attention, Resources or Output. It could be Customers , Suppliers, Employees or Government . Understand their Claims and assign priorities and Coordinate the Claim with the elements of the Mission of your Organization.

TQM implementation Process Do Stakeholder Analysis : Relationship with

Stakeholder, Objective Setting (Both Short Term & Long Term) & Strategy Formulation

Strategic Management Process: Quality is a Way of Life and never an Accident. It is the Result of High Conviction, Sincere and Systematic Efforts and Continuous Improvement through Innovation and Team work

Bureaucracy & New Challenges Competitiveness & Efficiency– Downsizing

Nature of Office: Flexibility of Time & Space

Technological Changes: Effect of IT

Competition from Private Sector

TQM in Malaysia/Indonesia: Accountability, Transparency, Citizen Friendly Government, Openness, Efficiency & Cost Effectiveness

Our Problem: Short Term Solutions, Malaria/Dengue, Mumbai Rains, our system of Governance

We need a Campaign Approach

Bureaucracy & New Challenges Approach for Solutions:

(1) Understand your Stakeholders Clearly

(2) Analyze the Root Cause of the Problem

(3) Create Good Work Standards

(4) Spend Time Planning

(5) Create the Synergy: Avoid repetition of Schemes

(6) Learn from Past Mistakes and improve

Bureaucracy & New Challenges(7)Break the Problem into smaller workable components

(8) Establish the Process Well

(9)Do Everything with the End in mind

(10) Establish the Gap between where we are and where we want to go

(11) Define the Interface Clearly with other Departments

Total Quality Approach In Government Quality is a Dynamic State associated with Products,

Services, People, Process and Environment that meets or exceeds Customer Expectations

Problem in Government: Long Time for Processing, Inefficiency, Too much Stress on Procedures. Effect of Poor Performance is Dissatisfaction, Cynicism, Loss of Faith

Total Quality Approach In Government Create Commitment among Employees

Bring in Cultural Change

Be an Effective Communicator

Empower the Workforce

Take Responsibility– Don’t try to Shift Blame on others

Be an Effective Leader

TQM Beliefs & Principles People are Untapped Resource in Organizations

People who do the work are in the Best Position to improve Organizational Processes

Continual improvement is possible in all Organizations. Organization as a whole gets involved

Values are important and critical to Success in Organizations

Prevention is Better than Detection

Reasons for Popularity of TQM TQM has a Proven Track Record– Examples– L & T,

TISCO, Bhilai Steel Plant, ITC, Citizens’ Charter in Government

TQM Combines Many Management Approaches–Scientific Management, Group Dynamics Approach

TQM is consistent with Values we admire– Collective & Collaborative Work

Key Elements in Total Quality Approach Unity of Purpose

Employee Involvement & Empowerment at all Levels

Approach is Strategically Based

Customer/Citizen Focus

Obsession with Quality

Scientific Approach

Long Term Commitment

Team Work

Key Elements in Total Quality Approach Continual Process Improvement

Education & Training of Workers

Freedom through Control

Key Elements in Motivation– Intrinsic Motivation from a Job Well Done, Extrinsic Motivation through Rewards/Recognition

Quality Perspectives– Information Perspectives, Service Delivery Perspectives, Accountability Perspectives & Efficiency Perspectives

Concept of Kaizen- 5S’s for Quality in Government SEIRI– Sorting out Papers in an organized way

SETON- Systematic Arrangement –Keeping Papers properly filed for Easy Retrievability

SEISO– Sanitizing– Keep Government Offices Neat & Clean

SEIKETSU– Standardization, Good Housekeeping

SHITSUKE—Self Discipline, Practice all above 4S’s continuously

Concept of Kaizen- 5S’s for Quality in Government Process of 5S Implementation– Identify your 5S

Status Identify Specific Weaknesses Determine Root Cause of Each Weakness Determine Solution Take Remedial Action Think & Look for Better Ideas Review Periodically Assign Responsibility Verify whether Actions are Effective Take Preventive Action

Advantages of 5S– Checklist & Notes, Clean Working Environment, Creation of a Working Environment managed by Observation

Citizens’ Charter & E- Governance Citizens’ Charter is real Backbone of Quality

It Fixes Accountability of Officers --ORPS Act, 2012

It fixes Standards of Services & Value for Money

Fulfils Basic Concepts of Democracy & Citizen Friendly Government

E- Governance assists in Efficient Delivery & Timely Services

With IT Enabled Services, interaction between Government & Citizens increases

Sevottam Model in India Sevottam Model in India has covered following

Departments/attached Offices:-(1)India Post (2) Central Board of Direct Taxes (3) Central

Board of Customs & Excise (4) Kendriya VidyalayaSangathan (KVS) (5) Department of Pension & Pensioners’ Welfare (6) EPFO (7) Ministry of Food Processing Industries (8) Registrar of Companies (9) HazratNizamuddin Railway Station (10) Passport Division, Ministry of External Affairs

Later it has been extended to M/O W & CD, Chemicals & Pharmaceuticals, New & Renewable Energy Sources, Textiles ,Department of Expenditure, Urban Development, Health & Family Welfare (CGHS) & Ministry of Telecommunications

TQM Activities (Sevottam) in Odisha Government of Odisha had selected Food, Civil

Supplies and Consumer Welfare Department and its vertical Chain of Service Delivery in Balipatna Block as a Pilot Project for implementing Sevottam Model in Khurdha District with Ration Shops in 12 villages under Gram Panchayat ,Somna. Pilot Project got completed in December 2010. Citizens’ Charter included fixed datelines for lifting Grains by Ration Shop Owners and fixed Date/Time for opening of Ration Shops. Online Grievance Redressal Machinery “Sanjog” opened. Review meetings have been conducted.

TQM Activities (Sevottam) in Odisha Sevottam Projects have been started on Pilot basis in States

of Karnataka, H.P., M.P. & Odisha and later extended to Assam, Meghalaya, Pondicherry.

Odisha SAMS (Student Academic Management System) for E- Admission and E- Administration had received Award from Department of Administrative Reforms, Government of India

Odisha Pisciculture Development Corporation Limited had got International State Award for Leadership in Quality by International State Leadership in Quality Selection Committee for QC100 TQM Model of BID (Business Initiative Director)

Pitfalls of TQM Implementation A Version to Change Lack of Faith & Support A Negative Attitude Lack of Interest Secretive Style of Functioning Apathy, Fear & Misunderstanding Unawareness of Techniques Non Participation of Workers Inadequacy of Management Vision Lack of Communication Resistance From Employees

THE END