Tqm implementation

TQM IMPLEMENTATION

Reference Book : Total Quality Management

– Subburaj Ramasamy

CONTENTS

IntroductionTQM Tools and

Techniques

PDSA TQM Implementation

BeginningPhase of TQM

Apply PDSA for Involvement

INTRODUCTION

• The top management always leads the implementation of

TQM.

• TQM is based on self control, which should be embedded

in each employee, team, division, etc.

• The framework for TQM implementation should facilitate

this and involve every employee.

• Most organizations establish a quality council or a steering

committee for systematic transfer of responsibility for

improvement.

• This committee is assisted by a separate cell established

for coordination of implementing TQM with TQM facilitator.

INTRODUCTION

• The most important requirement for TQM to function in any

organization is 100 per cent commitment by the top

management.

•There is no way to push TQM if the top management is not

convinced, committed or determined to implement it.

TQM TOOLS AND TECHNIQUES

TYPE Tools & Techniques

Methodologies SPC, JIT, Taguchi methods – DOE, QFD,

TPM

System ISO 9000

Human Resources Total Employee Involvement (TPE),

Proactive management and quality circles

Motivation Quality improvement awards such as

Malcolm Baldridge, Deming Award,

European Quality Award, Rajiv Gandhi

National Quality Award, etc.

Table 4.1 TQM Tools and Techniques

TQM TOOLS AND TECHNIQUES

AREAS OF TQM Gurus

Statistical Gauss, Pareto, Shewhart, Fisher

Management Juran, Crossby, Feigenbaum

Execution Deming, Taguchi

Table 4.2 Contributions of Gurus for TQM

PDSA TQM IMPLEMENTATION

Shewhart developed a Plan, Do, Check, Act (PDCA) cycle for improvement

process. Deming modified it as PDSA. There are four phases – Plan, Do,

Study and Act shown in Fig. 4.1as follows:

ACT PLAN

DOSTUDY

Fig. 4.1 PDSA CYCLE

PDSA TQM IMPLEMENTATION

PLAN

• Establish objectives

• Establish a plan that will facilitate achieving goal

• Establish a measurement system

DO

• Plan for implementation

• Implement the plan on pilot basis

STUDY

• Compare the results with the objectives

• Identify gaps

• Analyze the causes for gaps and exeptional 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.

BEGINNING PHASE OF TQM

The organization has decided to implement TQM after

analyzing the pros and cons. The CEO is prepared to

commit his time and resources, and therefore there

should not be any reconsideration whether TQM or not at

this stage.

The prerequisite for the planning phase is that the

organization has set its goal to achieve TQM for long-

term success.


1. Announcement

The CEO will be able to convince the workers and junior employees about

practicing TQM quite easily, but he may have problems in convincing the first

line managers and senior managers.

The CEO has to convey and convince all the employees about the

importance of practicing TQM. He can announce the decision in a meeting

where all employees are present.

The CEO should also:

bring out the advantages of TQM

highlight the hard work the organization put in to practice TQM

be honest

explain what the organization and staff stand to gain

highlight that adopting TQM means “not working harder, but working smarter”

Employees will be more satisfied, customers will be equally as happy and the

organization is bound to grow and prosper.


2. Select Consultant

Consultants have the advantage of being independent, putting forth new

ideas to change organizational culture. His ideas could easily find

acceptance amongst the employees. The CEO should select him personally

because of the important role he is going to play.

The consultant will not do all the jobs himself, but will only put forth the ideas

to the employees. He knows what will and what will not work, and he will

advise the employees and management about what should and should not

be done.

3. Corporate Strategic Planning

Planning the strategy as to how the organization is going to get into TQM,

with the help of the senior management and consultant.

The three important activities in strategic planning are formulating vision,

mission and objectives for the organization by the CEO.


3.1. Vision Statement

It is the vision of the CEO about where the organization

should be in the long run. It states what the organization

should be capable of in the future. It is an achievable

dream of the top management, and is the long-term goal

of the organization.

BEGINNING PHASE OF TQMThe vision statement should also:

• Be concise

• Be inspiring

• Be challenging

• Appeal to all the stakeholders (the employees, customers, suppliers,

shareholders, and the society) Examples of Vision Statements

Oxfam

“A just world without poverty”

Kenny Rogers’ Roasters

“To be the preferred choice for delicious and healthy

chicken meals.”

Palafox Associates

“We envision a social and environmental renaissance through our innovative,

sustainable, and exemplary practice of architecture, planning, engineering

and design.”


3.2. Mission Statement

It describes the purpose for which the organization is in business and

provides the strategies to achieve this purpose. It should

communicate the guiding principles and values held common by the

organization.

The mission statement should also:

Be concise

Clearly convey the expectation of the top management about the

quality of product/service, and from employees

Be a tool for decision making in the organization

Examples of Mission Statements

Starbucks

“Our mission: to inspire and nurture the human spirit – one

person, one cup and one neighborhood at a time.”


McDonald’s

“McDonald's brand mission is to be our customers'

favorite place and way to eat and drink. Our worldwide

operations are aligned around a global strategy called the

Plan to Win, which center on an exceptional customer

experience – People, Products, Place, Price and

Promotion. We are committed to continuously improving

our operations and enhancing our customers'

experience.”

Google

“Google’s mission is to organize the world’s

information and make it universally accessible and

useful.”


3.3. Quality Policy

It should clearly convey the views of the management on

dealing with customers and achieving customer

satisfaction. It is aimed at improving the customers’

perceptions about the organization and thereby improving

the organization’s image.

The quality policy should also be:

• Like a guide for each section of the organization in

developing their own quality objectives

• Ambitious

• Clear and unambiguous


There should be a link between the vision, mission and

policy. They should not contradict each other, rather they

should aid each other. The CEO should formulate these

statements and circulate to the employees under his

signature.

As soon as these are finalized, it is unlikely that all

employees will understand the statements, even if it is

signed by the CEO and they are advised to read it. The

management should try to coach the employees on the

need for understanding and achieving the vision of the

CEO.


Plan for establishing communications framework

As part of the strategic planning, the organization should

plan for a corporate-wide framework for communications.

The communications framework starts from the vision,

mission and policy statements as finalized by the CEO.



Quality Manual

Important document for communications within the

organization

Says what is to be done

Quality Plan

Says how it is to be done

Process Documents

Based on the quality manual and quality plan

May consist of general procedures, which cut across the

entire organization, involving one or more processes, and

the documents specific to particular process, such as

detailed procedures and work instructions


In addition to this, the organization should:

• Plan for periodic newsletters

• Communicate through circulars, notes, minutes

of meetings, etc.

• Effectively use information technology

• Use story programs like Story Teller or

PowerPoint

Training programs

BEGINNING PHASE OF TQMPlan for Quality Council

The TQM project should be steered by a Quality Council. Depending

on the size of the organization, there can be a one or two-tier quality

council. The QC are the corporate structures for the implementation of

TQM.

Steering Quality Council

Apex quality council

Consists of the CEO and the Directors

TQM facilitator will act as secretary

Division Quality Council

Headed by General Managers

TQM facilitator will also be a member

In a smaller organization, there would only be one QC chaired by the

CEO, with the managers and TQM facilitator as members. While the

Chairman and members of the QC are ex-officio, the TQM facilitator is

a full time employee working for the implementation of TQM in the

organization.


Division 1 QC

Division 2

Division 2 QC


Selection of TQM Facilitator

•Independent person

•Not be made responsible for normal production

•A coach, not a player

•His is not a one-time job, but a continuous one

•Provides continuity to the QC meetings

•Right at the planning stage of TQM implementation, the

management should select the TQM facilitator and assign

him clear responsibilities.

•Should understand the entire operation in the organization

•Nodal person for all improvement and related matters

The TQM facilitator and corporate quality council should be

decided upon before the organization goes on to the next

stage.

BEGINNING PHASE OF TQMRole of Quality Council

The following are the roles and responsibilities of the QC members:

• They should have personal commitment to quality and TQM

•They should constitute the right teams (Process Improvement

Teams/Process Action Teams)

•They should attend QC meetings

•They should keep track of the steps taken toward improvement on a

regular basis

•They may discuss with the customers and suppliers (adopt MBWA)

•They should facilitate training of the employees and improvement of

team members

•They should be champions of quality in the organization, and should

be willing to sponsor quality related initiatives

•They should always be on the lookout for related information and

provide resources continuously for quality improvement

•They should walk the talk (i.e. lead by example)

BEGINNING PHASE OF TQMStrategic Quality Plan

The Strategic business plan involves the proposed market share,

goals, business value, profits, diversification to new areas of business,

investment thereof, etc.

The strategic quality planning is the formulation of strategies to

achieve TQM in the organization.

Some strategies for TQM implementation are:

• Training for top management – members of quality council, senior

management - executives, employees.

• Forming improvement teams for specific problems.

• The consultants can train the quality council members.


Employee Involvement

• Every improvement action has to be carefully considered and

approved by the QC.

• Employees should be encouraged to give suggestions for

improvement.

• Ideas will be discussed in the QC meeting and it will decide

whether a suggestion has to be considered or not.

• The QC, no doubt should create a sense of urgency, but they

have to give adequate time for the completion of each job.

• It is the responsibility of the TQM facilitator and members of the

QC to guide & facilitate them, so that they can complete the job

confidently.

• The QC members should give a patient hearing to this

suggestions and advise the team members appropriately.

• The QC plays a nodal role in implementing continuous

improvement program.


Constitution of PAT

The formal structure for TQM consists of the QC, the TQM

facilitator and the support staff. Improvement teams are formed for

each improvement tasks. Therefore, the management should plan

for constituting PATs, empowering them and supporting them.

Identify Process

The QC should plan to identify process for improvement.

Business process benchmarking helps in identification of the

potential processes for improvement. The potential processes are

those, which yield higher return on investment.

APPLY PDSA FOR IMPROVEMENT

• We have two types of planning activities.

1. The higher level of planning involves formulating

policies, selection of a consultant, selection of TQM

facilitator, constitution of QC, formulating plans and

procedures for various activities and training of personnel

in the organization. This can be called overall planning or

corporate-wide strategic planning before entering into

TQM.

2. The lower level, planning is encountered when the

organization has to decide where to improve, or what

steps to improvement have to be taken.


PDSA cycle

Do Phase of TQM – After successful planning, the Do

Phase Starts. The first task in the Do phase is the

meeting of the QC.

Study Phase of TQM – In every meeting of the QC, the

results achieved through the implementation of TQM

should be studied.

Act Phase of TQM – In the Act phase, the plans for

implementing TQM should be confirmed


PDSA cycle

Do Phase of TQM – After successful planning, the Do

Phase Starts. The first task in the Do phase is the

meeting of the QC.

Study Phase of TQM – In every meeting of the QC, the

results achieved through the implementation of TQM

should be studied.

Act Phase of TQM – In the Act phase, the plans for

implementing TQM should be confirmed

SELECT PROCESS FOR IMPROVEMENT

As a first step, TQM needs the establishment of a documented

system for quality in the organization. This could be the system

established for the purpose of meeting the ISO 9000 standards.

The goals for improvement actions:

• Improving quality

• Reducing defects

• Increasing productivity

• Reducing quality cost

• Reducing delivery time

The triggers for improvement may come for many sources. Some of

the known sources are internal quality auditing, management review,

MBWA, employee feedback, customer feedback, supplier feedback,

in-process data and field failure data.

PDSA for Continuous Improvement

Plan – The improvement team has to make a plan addressing the

following points, in particular:

~ What is the current situation/level of performance?

~ What are they expected results/level of performance?

~ How do they propose to go ahead to find out the best solution?

Do – After the QC has given its seal of approval, the approved action

plan has to be implemented in the Do phase on a pilot basis.

Study Phase – Once an improvement action is implemented on a

trial basis then the Do phase is completed and the study phase

starts. In this phase, the improvement team members have to assess

the effectiveness of the suggested solutions.

Act phase – If the QC is convinced that the process has been

improved and expected results are achieved, then the Act phase

commences. In this phase procedures are modified and issued.

Schedules for Improvement Actions

- Schedules are not only important for normal operations, but

also for improvement activities. At the planning stage for each

improvement action, a detailed report should be formulated by

the improvement team indicating the time schedule for finding

out solutions, putting into practice, assessment, and

confirmation.

Communicating Success Stories

- Appreciation of the CEO or the QC will definitely motivate the

employees to improve. Such motivation may only stay for a

while; the permanent motivation can come only through

employees coming to know of success stories due to the TQM

program in their organization.

Implementation Tips for Winning Organizations –

According to Tom Peters, the following are the requirements

of winning organization:

1. Total Quality Management

2. Reengineering

3. Leveraging knowledge (sharing information rather than

hoarding it)

4. Curious cannibalistic corporation (adventurous and bold)

5. Virtual organization

6. Empowerment

Table 4.3 Total Quality ManagementIt indicates what TQM is and what is not.

Table 4.4 TQM Company versus othersThe differences between organization practicing TQM and others.