This document provides an overview of a 5-day training program on Total Quality Management (TQM) being conducted by Dr. Ibrahim Alhariri in London from November 21-25, 2016. It includes an agenda covering quality management principles, TQM, ISO 9001 standards, implementing a strategic quality framework, and an 8-system model for TQM. The schedule, expectations, rules and objectives of the workshop are outlined. Historical approaches to quality management from Deming, Juran and Crosby are also summarized.
5. Rules of The Workshop…
Attendance is a must.
Participation is required.
Freedom of speech & expression.
Mobiles should be kept silent during training.
No smoking in the conference room.
Tea/coffee is allowed during training activities.
Distribution of Certificate of Attendance.
Let’s enjoy our program together and “Learn by
Fun”!
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6. Expectations
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Objectives:
At the end of this course trainees will be able:
Acknowledge a quality strategic frame work
Find out how to put management IN TQM
Master the eight systems to implement TQM
Know TQM
Who should attend?
The Nominees for this course is all department, preferably:
Quality department employees
QHSSE personnel
senior management in all departments
6
7. Agenda
Day One
Quality Management
Defining Quality.
Policy on Quality.
Quality Statement.
Absolutes of Quality.
Four Pillars of Quality.
3 P Equations.
Quality Triangles.
Role & Responsibilities.
Grey Areas in Quality System -
Guarding Services.
Treatment of Grey Areas.
Day Two
Total Quality Management
Basic Principles
Customers and Suppliers
Continual Process
Improvement
Team Driven
Measurement
Implementation
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8. Agenda
Day Three
ISO 9001:2000 -AWARENESS
PROGRAMME
Introduction to ISO
What Is Quality?
The Triple Role
Process Approach
Focus Areas
Quality Policy
Quality Objectives
Training
Internal Quality Audits
Control Of Non-Conformances
Day Four
Putting the Management in
Total Quality Management:
Creating A Strategic
Framework
The Strategic-Framework Process
Mission And Vision
Key Results Areas
Key Results Measures
Improvement Strategies, Projects, And
Action Plans
Monitoring The Framework
Strategic-Framework Document
Conclusion
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9. Agenda
Day Five
The Eight-System Model for
Implementing Total Quality
Management
These Eight Systems Are:
Leadership
Structure
Quality Planning
Training
Rewards And Recognition
Quality Measurement
Communication
Quality-Improvement Activities
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13. What is Quality?
Doing things right the first time
Working efficiently and in compliance with
regulatory bodies
Satisfying customer needs
Supporting the company’s Quality Policy
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14. Why Quality?
Reasons for quality becoming a cardinal priority for
most organizations:
Competition – Today’s market demand high quality
products at low cost. Having `high quality’ reputation
is not enough! Internal cost of maintaining the
reputation should be less.
Changing customer – The new customer is not only
commanding priority based on volume but is more
demanding about the “quality system.”
Changing product mix – The shift from low volume,
high price to high volume, low price have resulted in a
need to reduce the internal cost of poor quality.
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15. Why Quality?
Product complexity – As systems have become more
complex, the reliability requirements for suppliers of
components have become more stringent.
Higher levels of customer satisfaction – Higher
customers expectations are getting spawned by
increasing competition.
Relatively simpler approaches to quality viz. product
inspection for quality control and incorporation of
internal cost of poor quality into the selling price,
might not work for today’s complex market
environment.
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16. Quality perspectives
Everyone defines Quality based on their own perspective
of it. Typical responses about the definition of quality
would include:
Perfection
Consistency
Eliminating waste
Speed of delivery
Compliance with policies and procedures
Doing it right the first time
Delighting or pleasing customers
Total customer satisfaction and service
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17. Quality perspectives
Judgmental perspective “goodness of a product.”
Shewhart’s transcendental definition of quality –
“absolute and universally recognizable, a mark of
uncompromising standards and high achievement.”
Examples of products attributing to this image: Rolex
watches, Lexus cars.
Product-based perspective
“function of a specific, measurable variable and that
differences in quality reflect differences in quantity of
some product attributes.”
Example: Quality and price perceived relationship.
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18. Quality perspectives
User-based perspective “fitness for intended use.”
Individuals have different needs and wants, and hence
different quality standards.
Example – Nissan offering ‘dud’ models in US markets
under the brand name Datson which the US customer
didn’t prefer.
Value-based perspective “quality product is the one
that is as useful as competing products and is sold at a
lesser price.”
US auto market – Incentives offered by the Big Three
are perceived to be compensation for lower quality.
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19. Quality perspectives
Manufacturing-based perspective “the desirable
outcome of a engineering and manufacturing
practice, or conformance to specification.”
Engineering specifications are the key!
Example: Coca-cola – “quality is about
manufacturing a product that people can depend
on every time they reach for it.”
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20. Quality levels
At organizational level, we need to ask following
questions:
Which products and services meet your expectations?
Which products and services you need that you are not
currently receiving?
At process level, we need to ask:
What products and services are most important to the
external customer?
What processes produce those products and services?
What are the key inputs to those processes?
Which processes have most significant effects on the
organization’s performance standards?
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21. Quality levels
At the individual job level, we should ask:
What is required by the customer?
How can the requirements be measured?
What is the specific standard for each measure?
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22. History of quality management
…To know the future, know the past!
Before Industrial Revolution, skilled craftsmen served
both as manufacturers and inspectors, building quality
into their products through their considerable pride in
their workmanship.
Industrial Revolution changed this basic concept to
interchangeable parts. Likes of Thomas Jefferson and
F. W. Taylor (“scientific management” fame)
emphasized on production efficiency and decomposed
jobs into smaller work tasks. Holistic nature of
manufacturing rejected!
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23. History of quality management
Statistical approaches to quality control started at
Western Electric with the separation of inspection
division. Pioneers like Walter Shewhart, George
Edwards, W. Edwards Deming and Joseph M. Juran
were all employees of Western Electric.
After World War II, under General MacArthur's Japan
rebuilding plan, Deming and Juran went to Japan.
Deming and Juran introduced statistical quality
control theory to Japanese industry.
The difference between approaches to quality in USA
and Japan: Deming and Juran were able to convince
the top managers the importance of quality.
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24. History of quality management
Next 20 odd years, when top managers in USA focused
on marketing, production quantity and financial
performance, Japanese managers improved quality at
an unprecedented rate.
Market started preferring Japanese products and
American companies suffered immensely.
America woke up to the quality revolution in early
1980s. Ford Motor Company consulted Dr. Deming to
help transform its operations.
(By then, 80-year-old Deming was virtually unknown
in USA. Whereas Japanese government had instituted
The Deming Prize for Quality in 1950.)
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25. History of quality management
Managers started to realize that “quality of
management” is more important than “management of
quality.” Birth of the term Total Quality Management
(TQM).
TQM – Integration of quality principles into
organization’s management systems.
Early 1990s: Quality management principles started
finding their way in service industry. FedEx, The Ritz-
Carton Hotel Company were the quality leaders.
TQM recognized worldwide: Countries like Korea,
India, Spain and Brazil are mounting efforts to increase
quality awareness.
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26. History of quality management
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27. 27
History of TQM philosophies
-1988 - Reengineering
Kaizen – Imai 1986
1980- -TQM-Quality Circles
1970–Crosby-Zero Defect
1960–Tallchi Ohno- Japan Quality Revolution
1950 - Ishikawa – Rebuild Quality
1940– - Deming –Statistical Pholisophy
1920– Tylor - Time and Motion Study
1990 - Educated Organization
1992–Balanced Scorecard
19936
Taiichi
Ohno
Kaora Ishikawa
Juran
Deming
Crosby
Kaplan and Norton
Drucker
Walter J. Shewhart
1930 - Shewhart- PDCA
2014L6
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Frederick Taylor (1856–1915), leading
proponent of scientific managemen
29. (1891-1967)
Walter J. Shewhart
” father of statistical quality control .."
PDCA :
1.Plan the improvement
2. Do and start the change
3. Check the results of improvement
4. Act to hold the gain or start again.
30. Evolution of TQM philosophies
The Deming Philosophy
Definition of quality, “A product or a service
possesses quality if it helps somebody and enjoys a
good and sustainable market.”
30
Improve quality Decrease cost because
of less rework, fewer
mistakes.
Productivity improves
Capture the market
with better quality
and reduced cost.
Stay in
business
Long-term
competitive
strength
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31. The Deming philosophy
William Edwards Deming (October 14, 1900–
December 20, 1993) was an American statistician,
college professor, author, lecturer, and consultant.
Deming is widely credited with improving
production in the United States during World War
II, although he is perhaps best known for his work
in Japan.
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32. The Deming philosophy
14 points for management:
1. Create and publish to all employees a statement of
the aims and 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.
4. End the practice of awarding business on the basis of
price tag alone.
5. Improve constantly and forever the system of
production and service.
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33. The Deming philosophy
6. Institute training
7. Teach and institute leadership.
8. Drive out fear. Create an environment of innovation.
9. Optimize the team efforts towards the aims and
purposes of the company.
10. Eliminate exhortations for the workforce.
11. Eliminate numerical quotas for production.
12. Remove the barriers that rob pride of workmanship.
13. Encourage learning and self-improvement.
14. Take action to accomplish the transformation.
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34. The Deming philosophy
“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 organizational goals.
Management’s job is to optimize the system. (not
parts of system, but the whole!). System requires
co-operation.
Psychology – The designers and implementers of
decisions are people. Hence understanding their
psychology is important.
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35. The Deming philosophy
Understanding process variation – A production
process contains many sources of variation.
Reduction in variation improves quality. Two types
of variations- common causes and special causes.
Focus on the special causes. Common causes can
be reduced only by change of technology.
Theory of knowledge – Management decisions
should be driven by facts, data and justifiable
theories. Don’t follow the managements fads!
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36. The Juran philosophy
Joseph Moses Juran (December 24, 1904 –
February 28, 2008) was a 20th century
management consultant who is principally
remembered as an evangelist for quality and
quality management, writing several influential
books on these subjects.
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37. The Juran philosophy
Pursue quality on two levels:
The mission of the firm as a whole is to achieve high
product quality.
The mission of each individual department is to
achieve high production quality.
Quality should be talked about in a language senior
management understands: money (cost of poor
quality).
At operational level, focus should be on conformance to
specifications through elimination of defects- use of
statistical methods.
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39. The Juran philosophy
Quality Trilogy –
Quality planning: Process of preparing to meet
quality goals. Involves understanding customer
needs and developing product features.
Quality control: Process of meeting quality goals
during operations. Control parameters. Measuring
the deviation and taking action.
Quality improvement: Process for breaking
through to unprecedented levels of performance.
Identify areas of improvement and get the right
people to bring about the change.
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40. The Crosby philosophy
Philip Bayard "Phil" Crosby, (June 18, 1926–
August 18, 2001) was a businessman and author
who contributed to management theory and
quality management practices.
Crosby initiated the Zero Defects program at the
Martin Company Orlando, Florida plant. As the
quality control manager of the Pershing missile
program, Crosby was credited with a 25 percent
reduction in the overall rejection rate and a 30
percent reduction in scrap costs.
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41. The Crosby philosophy
Absolute’s of Management
Quality means conformance to requirements not elegance.
There is no such thing as quality problem.
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 of Improvement
Determination (commitment by the top management)
Education (of the employees towards Zero Defects (ZD))
Implementation (of the organizational processes towards
ZD)
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43. Kaora Ishikawa
Kaoru Ishikawa was a Japanese organizational theorist,
Professor at the Faculty of Engineering at The University of
Tokyo, noted for his quality management
innovations. Wikipedia
Born: July 13, 1915, Tokyo, Japan
Died: April 16, 1989, Japan
Education: University of Tokyo
Awards: Shewhart Medal
Fields: Quality, Chemical Engineering
(QC Circle Koryo and How to Operate QC Circle Activities),
Ishikawa played a major role in the growth of quality circles.
Toyota had 6000 QC’s in 1960
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45. Kaizen – Imai 1986
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Masaaki Imai (born, 1930)
is a Japanese organizational theorist and management
consultant, known for his work on quality management,
specifically on Kaizen
46. Kaizen – Imai 1986
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Kaizen, 改善, is Japanese for
"improvement". When used in the
business sense and applied to the
workplace, kaizen refers to activities
that continuously improve all functions
and involve all employees from
the CEO to the assembly line workers. It
also applies to processes, such as
purchasing and logistics, that cross
organizational boundaries into
the supply chain.[1] It has been applied
in healthcare,[2] psychotherapy,[3] life-
coaching, government, banking, fantasy
hockey, and other industries.
49. Kaplan and Norton
1992
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The balanced scorecard (BSC) is a strategy performance
management tool – a semi-standard structured report, supported by
design methods and automation tools, that can be used by managers to
keep track of the execution of activities by the staff within their control
and to monitor the consequences arising from these actions.[1]
The phrase 'balanced scorecard' is commonly used in two broad forms:
As individual scorecards that contain measures to manage performance,
those scorecards may be operational or have a more strategic intent; and
As a Strategic Management System, as originally defined by Kaplan &
Norton.
The critical characteristics that define a balanced scorecard are:[2]
it focus on the strategic agenda of the organization concerned
the selection of a small number of data items to monitor
a mix of financial and non-financial data items.
55. Lean 6 Sigma-2014
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Lean Six Sigma is a methodology that relies on a collaborative
team effort to improve performance by systematically removing
waste,[1] combining lean manufacturing/lean enterprise and Six
Sigma to eliminate the eight kinds of waste (muda):
Transportation, Inventory, Motion, Waiting, Over production, Over
processing, Defects, and Skills (abbreviated as 'TIMWOODS').
63. Ibrahim Alhariri philosophy
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TQM
Zero
Time
Zero
Balance
Zero
Defect
Zero
Damage
Zero
Conflict
Zero
Services
Zero
Paper
Zero
Risk
64. Company Quality Policy
The company is committed to customer
satisfaction and product quality through strong
supplier partnerships and by focusing on
continuous improvement of its products and
services.
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65. The Quality Function Deliverables
Manage complaints handling, Corrective and
preventive action (CAPA ), supplier management
system and ensuring compliance with regulatory
requirements from training, 'standard operating
procedure (SOP) , inspections, audits, labels,
others
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66. Quality Objectives
1. Prepare the company for any FDA audit by ensuring
that all complaints are documented and closed
2. Maintain the CAPA and supplier management system
3. Train suppliers and others on Quality Management
System (QMS)
4. Prepare to perform quality audits in both offices and
suppliers sites
5. Identify other improvement programs and support
management metrics with the goal of efficient
workflow from across the organization and supplier
sites
6. Perform other data analysis and investigations to
streamline operations and ensure product quality
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67. What is quality?
Dictionary has many definitions: “Essential
characteristic,” “Superior,” etc.
Some definitions that have gained wide acceptance
in various organizations: “Quality is customer
satisfaction,” “Quality is Fitness for Use.”
The American National Standards Institute (ANSI)
and the 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.”
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68. Policy on Quality
Company policy on quality is to supply and deliver
products based on the concepts of "Quality,
Tradition and Professional Knowledge".
Our products must be considered to be among the
best on the market.
We seek to motivate our employees through
regular training, and to promote professional
competence, quality consciousness and job
satisfaction at the workplace.
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69. Policy on Quality
In order to achieve this, we must have a management
that:
Takes active steps to ensure that the policy on
quality and other objectives are understood and
put into practice at all levels in the company.
Allocates resources for setting up and operating an
appropriate quality assurance system.
Increases commitment to implementing the quality
assurance system among employees and suppliers.
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70. Policy on Quality
We must have employees who:
React to deviations from quality and take the
initiative for improvements in their own work.
Assume responsibility for satisfying customers'
requirements and expectations.
Know and understand Company objectives and
policy on quality.
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71. Quality statements
Vision statement – a short declaration of what
the organization hopes to be tomorrow.
Mission statement – a statement of purpose –
who we are, who are our customers, what we do ,
and how we do it.
Quality policy – is a guide for everyone in the
organization ,how they should provide products
and services to the customers.
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72. Absolutes of Quality Management
Absolutes answer four questions
What is quality?
What system is needed to cause quality?
What performance standard should be used?
What measurement system is required?
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73. First Absolute
The definition of quality is conformance to
requirements
Quality means conformance, not elegance or
goodness
“Do It Right the First Time (DIRFT)”
Management has 3 tasks related to this:
Clearly establish requirements
Supply means to meet requirements
Spend time helping employees meet requirements
In software—invest in quality requirements
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74. Quality Requirements
Software requirements must conform to the
requirements for software requirements:
Correct
Complete
Unambiguous
Consistent
Traceable
Modifiable
Verifiable
Prioritized
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75. The Second Absolute
The system of quality is prevention
The system for causing quality is prevention, not
appraisal.
An error that does not exist can’t be missed.
Secret of prevention is to look at process and
identify opportunities for error
Prevention in software engineering is the result of a
good process including early inspections, reviews,
testing
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76. The Third Absolute
The performance standard is zero defects
Not a “motivational” program. It is a management
standard tells people what is expected of them.
Employees perform to the standards of the leaders.
Mistakes caused by two factors:
Lack of knowledge. Knowledge can be measured in deficiencies
corrected through tried-and-true means.
Lack of attention. Must be corrected by the person himself or
herself. An attitude problem.
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77. The Fourth Absolute
The measurement of quality is the price of
nonconformance
Traditional quality measurements are technical in
nature, however, they need to be converted to
numbers that management understands.
Price of Conformance. All expenses necessary to
make things right. Quality functions, prevention
efforts, quality education.
Price of Nonconformance. All expenses involved in
doing things wrong. Cost of fixing problems,
correcting orders, correcting products, warranties.
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78. Four Pillars for Making quality certain
Management participation and attitude
Overcome traditional definition of quality
Professional quality management
Must be at same level as other departments
Original programs
Numerous programs at unit level
Takes 4-5 years for concepts to take hold
Recognition
Shining star of the entire integrity system
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79. Grey Areas
Grey areas. Actions that are not “illegal” but which,
under particular circumstances, could be
inconsistent with a firm’s values are sometimes
difficult to address because they are often
dependent on facts and circumstances.
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80. Grey Areas
Those on the front lines are often called upon to
exercise their discretion in fulfilling customer
requests; these decisions are sometimes complex,
and can vary across business lines. Under these
circumstances, it is difficult to make a priori
determinations on the best course of action or to
draw bright lines. Firms need to develop
frameworks to address these questions in a
consistent manner.
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81. Grey Areas
Visible institutional leadership in resolving and
sanctioning weak management of conduct risk will
be important.
Engaging business lines in cooperative approaches
to identifying conduct risk such as “reporting in the
public interest” may help overcome limitations of
“whistleblowing” approaches, which risk implying
putting employees and the institution on opposite
sides.
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82. Grey Areas
It was however noted that there was a significant
amount of regulation and case law in existence
which should help to give firms clarity on what
constituted a breach of regulation or law.
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83. Treatment of Grey Areas
Developing best practices. Several industry
representatives see a need for the international
community to develop best practices to support
consistent treatment of “grey areas”.
Given that supervisors and regulators see a range
of practices across firms, they are best placed to
develop such guidance.
For instance, Japan provides examples of best
practices based on on-site exams, and also
publishes examples of bad practices.
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85. Introduction
Total Quality Management (TQM) is enhancement to
the traditional way of doing business.
Total:- Made up of whole or Involvement of all
levels in the organization
Quality:-Degree of excellence a product or service
provides or Conformance to agreed upon
requirements
Management:- Act, art or manner of handling,
controlling, directing
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86. Introduction
TQM is defined as both philosophy and a set of
guiding principles that represent the foundation of
a continuously improving organization.
It is the application of quantitative methods and
human resources to improve all the processes
within an organization and exceeds customer
needs now and in future.
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87. Introduction
Total Quality Management means that the
organization's culture is defined by and supports
the constant attainment of customer satisfaction
through an integrated system of tools, techniques,
and training.
This involves the continuous improvement of
organizational processes, resulting in high quality
products and services.
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88. Introduction
What is a customer?
Anyone who is impacted by the product or process delivered
by an organization.
External customer: The end user as well as intermediate
processors. Other external customers may not be
purchasers but may have some connection with the product.
Internal customer: Other divisions of the company that
receive the processed product.
What is a product?
The output of the process carried out by the organization. It
may be goods (e.g. automobiles, missile), software (e.g. a
computer code, a report) or service (e.g. banking,
insurance)
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89. Introduction
How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from
deficiencies.
Product features – Refers to quality of design.
Examples in manufacturing industry: Performance,
Reliability, Durability, Ease of use, Esthetics etc.
Examples in service industry: Accuracy, Timeliness,
Friendliness and courtesy, Knowledge of server etc.
Freedom from deficiencies – Refers to quality of
conformance.
Higher conformance means fewer complaints and
increased customer satisfaction.
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90. Definition of TQM
Systematic activities of operating the whole units of a
company effectively and efficiently to supply goods and
services of quality satisfactory to customers at right
time and at right price, thus contributing to attaining
Business Purposes.
TQM is integrated organisational approach in
delighting customers (both internal and external) by
meeting their expectations on a continuous basis
through everyone involved in the organisation, working
on continuous improvement in all products, services,
and processes along with proper problem solving
methodology.
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91. Definition of TQM
Total Quality Management means that the
organization's culture is defined by and supports
the constant attainment of customer satisfaction
through an integrated system of tools, techniques,
and training. This involves the continuous
improvement of organizational processes, resulting
in high quality products and services.
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92. Definition of TQM
"TQM is a management approach for an
organization, centered on quality, based on the
participation of all its members and aiming at long-
term success through customer satisfaction, and
benefits to all members of the organization and to
society.”
Total Quality Management (TQM) is a
management strategy aimed at embedding
awareness of quality in all organizational
processes.
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93. What’s the goal of TQM?
“Do the right things right
the first time, every time.”
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94. Pillars of TQM
1- Customer Focus: Studying customer
needs, gathering customer requirements, and
measuring and managing customer satisfaction.
Customer satisfaction is seen as the company's
highest priority. The company believes that it will
only be successful if its customers are satisfied.
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95. Pillars of TQM
2- Process Management: Develop a
production process that reduce the product
variations. Applying the same process; the same
product should be produces with the same level of
quality every time.
Teams are process-oriented, and interact with their
internal customers to deliver the required results.
Management's focus is on controlling the overall
process, and rewarding teamwork.
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96. Pillars of TQM
3- Employee Empowerment (Human
side of Quality): TQM environment requires a
committed and well-trained work force that
participates fully in quality improvement activities.
On-going education and training of all employees
supports the drive for quality.
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97. Pillars of TQM
4- Continuous Improvement: TQM
recognizes that product quality is the result of
process quality. As a result, there is a focus on
continuous improvement of the company's
processes.
This will lead to an improvement in process
quality. In turn this will lead to an improvement in
product quality. Measurement and analysis id the
tool that has been used for that.
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98. Continuous Improvement
(through measurement and analysis)
Customer
Focus
Process
Management
Employee Training
& Empowerment
T. Q. M.
• Reduce rework activities (Cost reduction)
• Shorter development cycle (Cost reduction)
• Increased customer satisfaction (Quality improvement)
Pillars of TQM
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99. TQM six basic Concepts
1. Management commitment to TQM principles and
methods & long term Quality plans for the
Organization
2. Focus on customers
3. Quality at all levels of the work force.
4. Continuous improvement of the
production/business process.
5. Treating suppliers as partners
6. Establish performance measures for the
processes.
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102. Flow charts
Process map identifies the sequence of activities or
the flow in a process.
Objectively provides a picture of the steps needed
to accomplish a task.
Helps all employees understand how they fit into
the process and who are their suppliers and
customers.
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103. Flow charts
Can also pinpoint places where quality-related
measurements should be taken.
Also called process mapping and analysis.
Very successfully implemented in various
organizations. e.g. Motorola reduced
manufacturing time for pagers using flow charts.
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105. Check sheets
Special types of data collection forms in which the
results may be interpreted on the form directly without
additional processing.
Data sheets use simple columnar or tabular forms to
record data. However, to generate useful information
from raw data, further processing generally is
necessary.
Additionally, including information such as
specification limits makes the number of
nonconforming items easily observable and provides
an immediate indication of the quality of the process.
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107. Pareto diagrams
Based on the 85-15
Pareto distribution.
Helpful in
identifying the
quality focus areas.
Popularized by
Juran.
It is a histogram of
the data from the
largest frequency
to the smallest.
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108. Cause-effect diagrams
Also called fishbone diagrams (because of their
shape) or Ishikawa diagrams.
Helps in identifying root causes of the quality
failure. (Helps in the diagnostic journey.)
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110. Scatter diagrams
Graphical components of the regression analysis.
Often used to point out relationship between
variables. Statistical correlation analysis used to
interpret scatter diagrams.
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111. Run charts and Control charts
Run chart: Measurement against progression of
time.
Control chart: Add Upper Control Limit and Lower
Control Limit to the run chart.
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116. Two of the Most Important Objectives in
the Revision of the ISO 9000- Standard
To develop a simplified set of standards that will be
equally applicable to small as well as medium and
large organizations
For the amount and detail of documentation
required to be more relevant to the desired results
of the organization’s process activities
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117. ISO 9001:2000
Significantly reduces documentation requirements
Is much less prescriptive
Allows more flexibility in choice of documentation
system
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118. ISO 9001:2000
Enables each organization to develop the minimum
amount of documentation needed in order to
demonstrate the effective planning, operation and
control of its processes and the implementation
and continual improvement of the effectiveness of
its quality management system
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119. What Is a Document?
Communication of information
Evidence of conformity
Knowledge sharing
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120. Communication of Information
The type and extent of the documentation will
depend on the nature of the organization’s
products and processes
The degree of formality of communication systems
The level of communication skills
The organizational structure
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121. Evidence of Conformity
Provision of evidence that what was planned has
actually been done.
Say what you do, do what you say and prove it.
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122. Knowledge Sharing
In order to disseminate and preserve the
organization’s experiences.
Example: a technical specification, which can be
used as a base for design and development of a new
product.
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123. Document Mediums
Paper
Magnetic
Electronic
Photographic
Master Sample
Other
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124. Clause 4.1, General Requirements
Documented statements of quality policy and
quality objectives
A quality manual
Documented procedures required by the
international standard
Documents needed by the organization to ensure
effective planning, operation and control of its
processes
Records required by the international standard
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125. Documented Statements of Quality Policy
(1 of 2)
Defined in Clause 5.3
Appropriate to the purpose of the organization
Includes a commitment to comply with
requirements and continually improve the
effectiveness of the Quality Management System
A framework for establishing and quality objectives
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126. Documented Statements of Quality Policy
(2 of 2)
Defined in Clause 5.3
Is communicated and understood within the
organization
Is reviewed for continuing suitability
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127. Documented Statements of Quality
Objectives
Defined in Clause 5.4.1
Includes those needed to meet requirements for
product [Clause 7.1]
Are established at relevant functions and levels
within the organization
Are measurable and consistent with Quality Policy
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128. Quality Manual
Minimum content specified in Clause 4.2.2
Scope of the Quality Management System,
including details of and justification for any
exclusions
Documented procedures established for the QMS,
or references to them
Description of the interaction between processes of
the QMS
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129. Quality Manual-Structure
Structure of the manual is a decision for the
organization based on:
Organization’s size
Organization’s complexity
Organization’s culture
Controlled in accordance with the requirements of
Clause 4.2.3
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130. Documented Procedures
Required by ISO 9001:2000
Control of documents (Clause 4.2.3)
Control of records (Clause 4.2.4)
Internal Audit (Clause 8.2.2)
Control of nonconforming product (Clause 8.3)
Corrective action (Clause 8.5.2)
Preventive Action (Clause 8.5.3)
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131. Documents Needed by the Organization
Specifically referenced in ISO 9001:2000
Quality policy (Clause 4.2.1a)
Quality objectives (Clause 4.2.1a)
Quality Manual (Clause 4.2.1b)
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132. Additional Documentation
There are several requirements of ISO 9001:2000
where an organization could add value to its
Quality Management System and demonstrate
conformity by the preparation of other documents
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133. Additional Documentation
Process maps, process flow charts,and/or process
descriptions
Organization charts
Specifications
Work and/or test instructions
Production schedules
Approved suppliers lists
Test and inspection plans
Quality plans
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134. Documented Procedures
Controlled in accordance with Clause 4.2.3
May combine the procedure for several activities
into one document
May require more than one document for a single
procedure
May require additional procedures in order to
implement an effective QMS
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135. Records
Requirements for control of records are different
from those for other documents
All records have to be controlled in accordance
with the requirements of Clause 4.2.4
Organization are free to develop records that may
be needed to demonstrate conformity of their
processes, products, and QMS
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136. Required Records (1 0f 2)
Management reviews
(5.6.1)
Education, training, skills
and experience (6.2.2e)
Evidence that the
realization processes and
resulting product fulfill
requirements (7.1d)
Design and development
inputs (7.3.2)
Results of design and
development reviews
(7.3.4)
Results of design and
development
verification
Results of design and
development validation
Results of review of
design and
development changes
(7.3.7)
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137. Required Records (2 of 2)
Results of supplier
evaluations (7.4.1)
To demonstrate process
validity where output
cannot be measured
(7.5.2d)
The unique
identification of a
product (7.5.3)
Customer property
(7.5.4)
Basis for calibration of
measuring equipment (7.6a)
Results of calibration (7.6)
Internal audits (8.2.2)
Release of product (8.2.2)
Nonconforming product
(8.3)
Results of corrective action
(8.5.2)
Results of preventive action
(8.5.3)
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138. Preparing to Implement a QMS
Process approach
Identify the processes necessary for effective
implementation
Understand interactions between these processes
Document the processes to assure effective
operation and control
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140. Process Analysis
Should be driving force for defining amount of
documentation, taking into account the
requirements of ISO 9001:2000
Should not be the documentation that drives the
processes
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141. Demonstrating Conformity With ISO
9001:2000
May not need extensive documentation
Must be able to provide objective evidence of
effectiveness of processes and quality management
system
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142. Objective Evidence
Data supporting the existence or verity of
something (Clause 3.8.1 of ISO 9000:2000)
May be obtained through observation,
measurement, test or other means
Does not necessarily depend on documented
procedures, records or other documents except
where specifically required by ISO 9001:2000
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143. Objective Evidence
Where the organization has no specific procedure
for a particular activity, and this is not required by
specification, it is acceptable for this activity to be
conducted using as a basis the relevant clause of
ISO 9001:2000
Example: Internal and external audits
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144. Terms and Definitions
Document - information and its supporting medium
(ISO 9000:2000 Clause 3.7.2)
Procedure – Specified way to carry out an activity
(3.7.4)
Quality Manual – Document specifying the quality
management system of an organization
Quality Plan – document specifying which procedures
and associated resources shall be applied, by whom
and when to a specific project (3.7.5)
Record – document stating results achieved or
providing evidence of activities performed (3.7.6)
Specification – document stating requirements
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145. Putting the Management in Total Quality
Management
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150. What is vision statement?
Your VISION defines how you want your business
to be seen externally — by clients, suppliers,
investors and even competitors. It's what you
constantly strive to attain, and it becomes your
reason for being.
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151. How to write vision statement?
Take your time when writing a Vision Statement. Its a hard
but very important task, learning how to write a Vision
Statement takes time! It needs to be positive and
inspirational
Get the 'feel' of Vision Statements by checking out the
samples and examples of Vision Statements of some big
companies and small establishments
Make separate lists of the following:
Services - What you do and how well you do it!
Technology - Your use of Technology
People involved in your establishment
People who attend your establishment
People who are involved in your establishment
The Community
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152. Contd..
Your Values and Philosophy
Your Vision - future plans with aims and objectives
Pick out the most important points
Obtain input from other people
List some positive words - words of aspiration and
inspiration for Vision statements
Select your most important words and combine in one
sentence or put your most important sentences
together which must be combined in one short
paragraph
You will now be in an excellent position and know how
to write Vision statement
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153. Examples
GM :- GM’s vision is to be the world leader in
transportation products and related services. We will
earn our customers’ enthusiasm through continuous
improvement driven by the integrity, teamwork, and
innovation
of GM people.
DHL :- Customers trust DHL as the preferred global
express and logistics partner, leading the industry in
terms of quality, profitability and market share.
McDonald:-McDonald's vision is to be the world's
best quick service restaurant experience. Being the best
means providing outstanding quality, service,
cleanliness, and value, so that we make every customer
in every restaurant smile
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155. What is mission statement?
Your MISSION is what you intend to become or
accomplish. It should be challenging but
achievable. A well-written mission statement
demonstrates that you understand your business,
have defined your unique focus, and can articulate
your objectives concisely to yourself and others.
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156. How to write Mission statement?
A Mission Statement should be short, concise,
clear, vivid and inspiring.
The most effective way to write a Mission
Statement is to avoid jargon, complicated words or
concepts - remember you are writing this for the
public, not just employees of the company.
A company Mission Statement should be included
in documents such as Business Plans and Staff
Handbooks. A Mission Statement can be described
as a cross between a company slogan, or tagline,
and an executive summary!
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157. Example
Bank of America:- We believe, very simply, that it is
the actions of individuals working together that build
strong communities ... and that business has an
obligation to support those actions in the communities
it serves
Wal-Mart :-Our mission is to enhance and integrate
our supplier diversity programs into all of our
procurement practices and to be an advocate for
minority- and women-owned businesses
Microsoft :- At Microsoft, we work to help people and
businesses throughout the world realize their full
potential. This is our mission. Everything we do reflects
this mission and the values that make it possible
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158. Thomas Edison dreamed of a lamp that could be
operated by electricity, began where he stood to put
his dream into action, and despite more than ten
thousand failures, he stood by that dream until he
made it a physical reality. Practical dreamers do not
quit!
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159. Key Results Areas
KRA's is the set of activities on which
performances are rated.
KRA's are Key Result Areas which are the main
objectives of the employee in an organization.
Key Result Areas or KRA's refer to general areas of
outcomes or outputs for which a role is
responsible.
KRA's are also known as key work outputs
(KWO's).
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160. Process
Individual determine the KRAs of their roles :
They list their main day to day responsibilities/
activities.
They review the answers to their “why” questions,
looking for common themes or areas.
For each activity, they ask “Why do I do this?”
They identify their KRA’s from these themes.
They share their KRA’s, preferably with those they
report to, those they work along with, and those who
report to them.
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161. Key Results Areas
KRA or Key Results Areas are the things which are
critical for an organization or employee to achieve.
You need to identify what are the things that are
most critical for an employee to be successful. You
have to consider a lot of things in order to
determine this.
One of which is identifying "who are the employees
customers" and asking "how can I best serve them"
Common KRA's for an individual level are
Quantity, Quality and Use of Time.
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162. Key Results Areas
Once you have identified what are those Key
Results Areas, next thing to do is putting a
quantifiable measure.
This is where KPI's come into play.
Key Performance Indicators normally written in
numbers, percentages, units and/or observable
indicators.
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163. Key Results Areas
Below are some samples of cascaded KRA:
Company level - Increase Net Profit by 20%
Department level (Sales dept.) - Increase market
share by 35%
Make sure that employee's KRA are aligned with
the departmental objectives.
If the company uses Balance Scorecard KRA must
be aligned with the 4 perspectives.
KRA are the results while KPI are the measures of
results.
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164. KRA’s prepared should be
Specific – KRA’s should be specific
and should make sense.
Measurable – KRA’s should be
measurable.
Achievable – KRA’s framed
should be Achievable.
Related to Job – KRA’s should be
Related to job.
Time Bound – KRA’s framed
should be DEFINED FOR A
SPECIFIC PERIOD. S
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165. Last theory :KRA’s prepared should be
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166. Action Plans
Specify steps or actions required to attain an
objective.
Designate who will be held accountable for seeing
the each step or action is completed.
Define when these steps or actions will be carried
out.
Define resources needed to be allocated in order to
carry out the required steps or actions.
Define feedback mechanisms needed to monitor
progress within each action step.
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167. The Eight-System Model for Implementing
Total Quality Management
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169. The Eight Elements of T. Q. M.
I.- FOUNDATION
TQM is built on a foundation of ethics, integrity
and trust.
It fosters openness, fairness and sincerity and
allows involvement by everyone.
This is the key to unlocking the ultimate potential
of TQM.
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170. The Eight Elements of T. Q. M.
1.- ETHICS
Ethics is the discipline concerned with good and
bad in any situation.
It is a two-faceted subject represented by
organizational and individual ethics.
Organizational ethics establish a business code of
ethics that outlines guidelines that all employees
are to adhere to in the performance of their work.
Individual ethics include personal rights or wrongs.
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171. The Eight Elements of T. Q. M.
2.- INTEGRITY
Integrity implies honesty, morals, values, fairness,
and adherence to the facts and sincerity.
The characteristic is what customers (internal or
external) expect and deserve to receive.
People see the opposite of integrity as duplicity.
TQM will not work in an atmosphere of duplicity.
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172. The Eight Elements of T. Q. M.
3.- TRUST
Trust is a by-product of integrity and ethical
conduct.
Without trust, the framework of TQM cannot be
built.
Trust fosters full participation of all members.
It allows empowerment that encourages pride
ownership and it encourages commitment.
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173. The Eight Elements of T. Q. M.
3.- TRUST
It allows decision making at appropriate levels in
the organization, fosters individual risk-taking for
continuous improvement and helps to ensure that
measurements focus on improvement of process
and are not used to contend people.
Trust is essential to ensure customer satisfaction.
So, trust builds the cooperative environment
essential for TQM.
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174. The Eight Elements of T. Q. M.
II. Bricks
Basing on the strong foundation of trust, ethics and
integrity, bricks are placed to reach the roof of
recognition. It includes:
1. Training
2. Teamwork
3. Leadership
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175. The Eight Elements of T. Q. M.
4.- TRAINING
Training is very important for employees to be
highly productive.
Supervisors are solely responsible for
implementing TQM within their departments, and
teaching their employees the philosophies of TQM.
Training that employees require are: interpersonal
skills, the ability to function within teams, problem
solving, decision making, job management,
performance analysis and improvement, business
economics and technical skills.
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176. The Eight Elements of T. Q. M.
5.- TEAMWORK
To become successful in business, teamwork is also
a key element of TQM.
With the use of teams, the business will receive
quicker and better solutions to problems.
Teams also provide more permanent
improvements in processes and operations.
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177. The Eight Elements of T. Q. M.
5.- TEAMWORK
In teams, people feel more comfortable bringing up
problems that may occur, and can get help from
other workers to find a solution and put into place.
There are mainly three types of teams that TQM
organizations adopt:
A. Quality Improvement Teams or Excellence
Teams (QITS)
B. Problem Solving Teams (PST)
C. Natural Work Teams (NWT)
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178. The Eight Elements of T. Q. M.
5.- TEAMWORK
A. Quality Improvement Teams or Excellence
Teams (QITS) –
These are temporary teams with the purpose of
dealing with specific problems that often re-occur.
These teams are set up for period of three to twelve
months.
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179. The Eight Elements of T. Q. M.
5.- TEAMWORK
B. Problem Solving Teams (PST) –
These are temporary teams to solve certain
problems and also to identify and overcome causes
of problems.
They generally last from one week to three months.
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180. The Eight Elements of T. Q. M.
5.- TEAMWORK
C. Natural Work Teams (NWT) –
These teams consist of small groups of skilled
workers who share tasks and responsibilities.
These teams use concepts such as employee
involvement teams, self-managing teams and
quality circles.
These teams generally work for one to two hours a
week.
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181. The Eight Elements of T. Q. M.
6.- LEADERSHIP
It is possibly the most important element in TQM.
It appears everywhere in an organization.
Leadership in TQM requires the manager to
provide an inspiring vision, make strategic
directions that are understood by all and to instill
values that guide subordinates.
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182. The Eight Elements of T. Q. M.
6.- LEADERSHIP
For TQM to be successful in the business, the
supervisor must be committed in leading his
employees.
A supervisor must understand TQM, believe in it
and then demonstrate their belief and
commitment through their daily practices of TQM.
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183. The Eight Elements of T. Q. M.
III.- BINDING MORTAR
7. Communication – It binds everything together.
Starting from foundation to roof of the TQM house,
everything is bound by strong mortar of
communication.
It acts as a vital link between all elements of TQM.
Communication means a common understanding
of ideas between the sender and the receiver.
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184. The Eight Elements of T. Q. M.
7.- COMMUNICATION
The success of TQM demands communication
with and among all the organization members,
suppliers and customers.
Supervisors must keep open airways where
employees can send and receive information about
the TQM process.
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185. The Eight Elements of T. Q. M.
7.- COMMUNICATION
There are different ways of communication such as:
A. Downward communication –
This is the dominant form of communication in an
organization.
Presentations and discussions basically do it.
By this the supervisors are able to make the
employees clear about TQM.
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186. The Eight Elements of T. Q. M.
7.- COMMUNICATION
B. Upward communication
By this the lower level of employees are able to
provide suggestions to upper management of the
affects of TQM.
As employees provide insight and constructive
criticism, supervisors must listen effectively to
correct the situation that comes about through the
use of TQM.
This forms a level of trust between supervisors and
employees.
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187. The Eight Elements of T. Q. M.
7.- COMMUNICATION
C. Sideways communication
This type of communication is important because it
breaks down barriers between departments.
It also allows dealing with customers and suppliers
in a more professional manner.
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188. The Eight Elements of T. Q. M.
IV. ROOF
8. Recognition is the last and final element in the
entire system.
It should be provided for both suggestions and
achievements for teams as well as individuals.
Employees strive to receive recognition for
themselves and their teams.
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189. The Eight Elements of T. Q. M.
8.- RECOGNITION
Detecting and recognizing contributors is the most
important job of a supervisor.
As people are recognized, there can be huge
changes in self-esteem, productivity, quality and
the amount of effort exhorted to the task at hand.
Recognition comes in its best form when it is
immediately following an action that an employee
has performed.
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190. The Eight Elements of T. Q. M.
8.- RECOGNITION
Recognition comes in different ways, places and
time such as, Ways - It can be by way of personal
letter from top management.
Also by award banquets, plaques, trophies etc.
Places - Good performers can be recognized in
front of departments, on performance boards and
also in front of top management.
Time - Recognition can given at any time like in
staff meeting, annual award banquets, etc.
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191. Conclusion
We can conclude that these eight elements are key
in ensuring the success of TQM in an organization
and that the supervisor is a huge part in developing
these elements in the work place.
Without these elements, the business entities
cannot be successful TQM implementers.
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192. Conclusion
It is very clear from the above discussion that TQM
without involving integrity, ethics and trust would
be a great remiss, in fact it would be incomplete.
Training is the key by which the organization
creates a TQM environment.
Leadership and teamwork go hand in hand.
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193. Conclusion
Lack of COMMUNICATION between departments,
supervisors and employees create a burden on the
whole TQM process.
Last but not the least, RECOGNITION should be
given to people who contributed to the overall
completed task.
Hence, lead by example, train employees to
provide a quality product, create an environment
where there is no fear to share knowledge, and give
credit where credit is due.
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195. WHAT IS BRAINSTORMING?
Brainstorming is a group activity
technique.It is designed to generate lots of
ideas for solution of a problem. The
underlying principle is that the greater the
number of ideas generated,the possibility
that a quality solution will be found.
Brainstorming is a commonly used tool by
academics researchers and business teams.
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196. RULES
There are four basic rules in
brainstorming.
1)Focus on quantity:If lots of ideas
are generated it will be easy to
produce a radical and effective
solution.
2)Reserve criticism:Don’t comment
on any ideas.First accept all,at a later
stage judge.
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197. RULES
3)Welcome unusual ideas:To get a
good and long list of ideas,unusual
ideas are welcomed.
4)Combine and improve
ideas:Good ideas may be
combined to form a single better
idea.
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198. Procedure
Decide on the question or topic that you will
present to the group during brainstorming.
Give yourself a time limit.
Choose the participants from five to twelve.
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199. Procedure
Plan how you will record the results of
brainstorming session.
Describe what you will do with the data.
Go through all the ideas and make sure that the
meaning of idea is clear.
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200. Technıques
1) Freewrıtıng
When you freewrite,you write down whatever
comes into your mind.You don’t judge the quality
of writing and don’t worry about style, spelling,
grammar or punctuation.
When you have finished your writing and have
reached your goal,read back over the text, decide
the solution.
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201. Technıques
2) nomınal group technıque
Participants are asked to write
their ideas anonymously.
Then the moderator collects
the ideas and each is voted on
by the group.The best idea is
chosen.
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202. Technıques
3) group passıng technıque
Each person in a circular group
writes down one idea,and then passes
the piece of paper to the next person
in a clockwise direction,who adds
some thoughts.
This continues until everybody gets
his or her original piece of paper
back.By this time,participants will
have examined each idea in detail.
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203. Technıques
4) team ıdea mappıng method
This technique may improve collaboration
and increase the quantity of ideas,and is
designed so that all attendees participate
and no ideas are rejected.
The process begins with a well-defined
topic.Each participant brainstorms
individually,then all the ideas are merged
onto one large idea map.
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204. Technıques
5) ındıvıdual braınstormıng
It typically includes such techniques
as free writing, free speaking, word
association,and drawing a mind
map,which people diagram their
thoughts.
Individual brainstorming is useful
method in creative wiriting.
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205. Technıques
6) questıon braınstormıng
This process involves brainstorming the
questions,rather than trying to come up
with immediate answers and short term
solutions.
Questions are important in that
tecnique.
We need a list of questions to reach to
the best solution in an orderly way.
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206. Advantages & Dısadvantages of
Braınstormıng
Advantages
Many ideas can be generated in a
short time.
Requires few material resources.
The results can be used immediately
or for possible use in other projects.
Is a “democratic” way of generating
ideas.
The concept of brainstorming is easy
to understand.
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207. Advantages & Dısadvantages of
Braınstormıng
Disadvantages
Requires an experienced and
sensitive faciliator who
understands the social psychology
of small groups.
Requires a dedication to quantity
rather than quality.
Shy people can have difficulties in
participating.
May not be appropriate for some
business or international cultures.
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209. Brainstorming
What is it?
Why do we need it?
A gathering of ideas from your brain onto paper.
The variety of ideas and the use of your imagination assist
you in producing a lot of material with which to work.
It’s the best way to collect your thoughts.
It’s helpful for organization.
It ensures only quality ideas are used in the essay.
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210. Brainstorming Technique
Number One
Freewriting
What is it?
Think about the topic. Then write, write, write. Whatever
comes into your brain – even if it doesn’t have to do with the
topic. Example:
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211. Number One
Freewriting
"This paper is supposed to be on the politics of tobacco production
but even though I went to all the lectures and read the book I can't
think of what to say and I've felt this way for four minutes now and I
have 11 minutes left and I wonder if I'll keep thinking nothing during
every minute but I'm not sure if it matters that I am babbling and I
don't know what else to say about this topic and it is rainy today
and I never noticed the number of cracks in that wall before and
those cracks remind me of the walls in my grandfather's study and
he smoked and he farmed and I wonder why he didn't farm
tobacco..."
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212. Number One
Freewriting
Options:
Write for a specific time period
Write for a specific amount of paper
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213. Number One
Freewriting
When is it helpful?
When you have NO ideas about a topic
When you have TOO MANY ideas about a topic
Maybe I could say
this or maybe I
could say that…
hmmm
???
???
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214. Number Two
Making a Cube
What is it?
Imagine a cube. It has six sides. On each side, you have a
different task regarding the topic.
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215. Number Two
Making a Cube
Describe
Side One: Describe the topic.
Side Two: Compare the topic.
Side Three: Associate the topic.
Side Four: Analyze the topic.
Side Five: Apply the topic.
Side Six: Argue for or against the topic.
CompareAssociateAnalyzeApplyArgue
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216. Number Three
Clustering
What is it?
When you write down words or concepts associated with
the topic – any ideas that come into your mind
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217. Number Three
Clustering
Draw a bubble.
And write the topic above it.
Brainstorm!
Now look for words that connect with each other.
Circle the words and connect them with lines.
Global Warming
rainforestsdisappearing
extinction emissions dangerous
dying animals toxic world wide
Cars/SUVs factories
landscape changes no icebergs
expensive to fix? hurricanes
Reversible?
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218. Number Four
Listing or Bulleting
What is it?
Create a list of terms/ideas/concepts about the topic. Create
multiple lists depending on the purpose.
Global Warming
Toxic fumes
SUVs/Cars
Extinction
Belief/Disbelief
Kyoto Agreement
Belief/Disbelief
Scientists disagree
Average American
China/USA
Normal occurrence
or abnormal event?
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219. Number Five
Venn Diagram
What is it?
Draw two circles that connect, like this:
List two topics above the circles.
Brainstorm about the topics – what do they have in common
and what is unique about each one.
Cities
Eiffel
Tower
Capital
Became
Paris in 400
A.D.
francophone
County seat
Anglophone
Founded in
1839
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220. Number Five
Venn Diagram
When is it used?
When you are writing a comparison or contrast essay.
Cities
Eiffel Tower
Capital
Became Paris in
400 A.D.
francophone
County seat
anglophone
Founded in 1839
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221. Number Six
Tree Diagram
What is it?
This diagram has a central idea to which you add branches
that focus on details.
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222. Number Six
Tree Diagram
When do you use it?
This type of diagram is helpful in classification essays.
Media
Print Visual
Audio
Newspaper magazine booklet
television webpage movie
cd mp3 cassette
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223. Number Seven
Act like a Journalist
What is it?
Using the question words in English to explore the topic.
Who?
What?
When?Where?
Why?
How?
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224. Number Seven
Act like a Journalist
When is it useful?
Use this technique when you want to write a narrative.
Who?
When?
What?
Where?
Why?
How?
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225. Number Eight
T-Diagram
What is it?
Using a T shape, list a category that you want to compare or
contrast about a specific topic or topics. Do this for a variety
of categories.
Paris,FranceandParisTexas
location
Europe
Northern France
North America
Northern Texas
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226. Number Eight
T-Diagram
When is it useful?
This technique helps when you are writing a contrast or
comparison essay.
Paris,FranceandParisTexas
location
Europe
Northern France
North America
Northern Texas
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227. Number Nine
Spoke Diagram
What is it?
Write the topic in a circle. Then think of about causes and
effects. Write these around the circle like spokes on a wheel.
Global Warming
too many people
cars/suvs not recycling
chopping down trees
Crazy weather
Loss of polar ice caps
dying animals
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228. Number Nine
Spoke Diagram
When is it useful?
Use this technique when you want to explore cause and
effect. too many people
cars/suvs not recycling
chopping down trees
Global Warming
Crazy weather
loss of polar ice caps
dying animals
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229. Questions & Comments ????
Many thanks for your attendance & participation
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