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Core Values and Concepts Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Social responsibility Focus on results and creating value Systems perspective

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TQM

QA

QC

I

Inspection

Quality Control

Quality Assurance

TQM

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Q - QUALITY DEFINITIONS  

      Quality is customer satisfaction/delight Quality means conformance to specified requirements       Quality means fitness for use       Quality means value for money       Quality means zero defects

       Quality means guarantee of confidence       Quality is efficiency and productivity              Quality is a collective attitude of mind

      

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• Quality is a thought revolution in management• Quality is an investment for profitability• §       Quality means on time delivery• §       Quality is a systematic approach to

excellence• §       Quality is the ultimate expression of

craftsmanship• §       Quality is a never ending cycle of

improvement• §       Quality means pride of ownership• §       Quality means consistently producing

conforming products• §       Quality means credibility•  • QUALITY IS ALL OF THE ABOVE

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Quality dimensions of a service

Reliability

Tangibles Assurance

Empathy Q Access

Courtesy Communication

Responsiveness

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Company Values• Listen to, understand and satisfy the customer• Communicating and listening to the company’s

staff and stakeholders• Observing social and ethical values• Developing a win-win relationship with our

suppliers• The customer above all• Respect for the individual• Morals and integrity in business• Going beyond our customers’ expectations• Placing people at the centre of the company• Respecting general interests

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1 VISIONARY LEADERSHIP

Senior leaders should set directions Create a customer focus Clear and visible values and high

expectations Ensure the creation of strategies, systems

and methods for achieving excellence Stimulate innovation Build knowledge and capabilities

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Contd. VISIONARY LEADERSHIP Inspire and motivate entire workforce Encourage all employees to contribute, to

develop and learn Be responsible to the Governance body for

actions and performance Governance Body responsible ultimately to all

stakeholders for the ethics vision actions performance of the organization 7

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Contd. VISIONARY LEADERSHIP

Review of organizational performance Employee recognition

Serve as Role Models through - ethical behaviour, reinforcing values - personal involvement in planning, communication, coaching, development of future leaders

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2 Customer Driven Excellence

Take into account all product and service features & characteristics

Modes of customer access that add value to customers

Customer - acquisition satisfaction preference referral retention loyalty market share gain and growth

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Contd.. Customer Driven Excellence

Understanding today’s customer desires – current

Anticipating future customer desires and market potential

Help build relationships, trust, confidence and loyalty

Reducing defects, errors, meeting specifications, reducing customer complaints

Eliminating causes of dissatisfaction Recovering from defects & errors

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Contd.. Customer Driven Excellence

• New or modified offerings/products

• Multiple access mechanisms

• Rapid and flexible response to customer and market changes

• Special relationships

• Constant sensitivity to changing and emerging customer and market requirements

• Awareness of developments in technology and competitors’ offerings

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3 Organizational Learning and Personal Learning

Organizational Learning

Continuous improvement of existing approaches and adaptation to change

Learning - be a regular part of daily work

- practical at personal level, work unit level, organizational level

- Results in solving problems at the ‘root cause’ 12 8

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Contd. Organizational Learning and Personal Learning

- Focused on sharing knowledge throughout the organization

- Driven by opportunities to effect significant change

Sources for learning

- Formal and informal learning through employees’ ideas- R & D- Customers’ input- Best practice sharing and Benchmarking 9

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Contd. Organizational Learning and Personal Learning

Results of Organizational Learning

- Enhance value to customers through new and improved ideas

- Developing new business opportunities

- Reducing errors, defects, waste and failure costs

- Improving responsiveness and cycle time performance 14

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Contd. Organizational Learning and Personal Learning

- Increasing productivity and effectiveness in the use of all resources, through the organization

- Enhance performance in fulfilling social responsibilities

Personal Learning

- Education, training and continuing professional development

- Job rotation, on-the-job training

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Contd. Organizational Learning and Personal Learning

Results of Personal Learning

- More satisfied and versatile employees who

stay with the organization

- Cross functional learning

- Improved environment for innovation

- Market place sustainability and performance advantages

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4 Valuing Employees and Partners

Organizational Success depends on knowledge

- skills

- creativity

- motivation of employees and partners

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Contd. Valuing Employees and Partners

Valuing employees: Committing to their satisfaction, development and well being

• Demonstrate leaderships’ commitment to the employees’ success.

• Recognition that goes beyond the regular compensation system

• Development and progress within the organization

• Sharing organization’s knowledge with• Creating an environment that encourages risk taking

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Contd. Valuing Employees and Partners

Building internal partnerships

- Labour – management co-operation;

agreements with Unions

- High – performance work teams

- Creating network relationships among work

units to improve flexibility, responsiveness

and knowledge sharing

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5 AGILITY

Agility: A capacity for rapid change and flexibility

- rapid ,flexible and customized responses .

- Cross trained and empowered employees

- Ability for rapid change over from one process to another

- Design –to- introduction cycle time

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6 Focus on the Future

• Understanding the short and longer-term factors

that affect business and market place.

• A strong future orientation and willingness to

make long-term commitment to stakeholders

• Strategic objectives

• Resource allocation

• Developing employees and suppliers

• Creating opportunities for innovation• Anticipating public responsibilities 21

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7 Managing for Innovation

Innovation : making meaningful change to improve an organization’s products, services and processes to create new value for the stakeholders.

Innovation should become part of the culture and should be integrated into daily work..

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8 Management by Fact

Organization should measure and analyse their performance.

Performance measurement should include - customer

- product- service performance- competitive performance- supplier performance- employee performance- financial performance

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Contd. Management by Fact

Using data to determine trends, projections, cause and effect analysis etc.

Why analyse ? - for planning

- reviewing overall performance

- improving operations

- change management

- comparing with competitors

- ‘best practices’ benchmarks

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9 Social Responsibility

•Responsibilities to the public•Ethical behaviour

•Need to practice good citizenship

•Protection of public health, safety ,and environment through organization’s operations and also life cycles of products and services

•Resource conservation and waste reduction at the source•Disposal of products•Meet all local laws and regulatory requirements 25

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Contd. Social Responsibility

Practicing good citizenship (within the limits of organization’s resources)

Improving educationImproving healthcareImproving environmental excellenceImproving resource conservationImproving community serviceImproving best practicesSharing non-proprietary information

Influencing other organizations to partner for these purposes – leading or participating in efforts to help others. 26

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10 Systems Perspective

Synthesis : looking at your organization as a whole

Alignment : using the key linkages among requirements

Integration : individual components of your performance, management

system operate in a fully interconnected manner.