A presentation that focuses on the relation between the Total Quality Management and Corporate Social Responsibility

1. CSR & TQM
Dr. Sherif Tehemar, BDS, MSc., PhD, FACOMS
Consultant, Dental Department Director
CSR /GLD Team Leader

2. Social
Risk
Initiatives Responsibility
Continuous
Global
Total
Corporate
ISO Improvement
Leadership
Supply Chain
DMAIC
Management
Joint Commission International Reporting
Environment
6 Sigma
PDCA
Chain
Australian Council on Healthcare Standards
Performance Supply Policies
Ethical Business
Quality
Engagement
Accountability
FOCUS
Triple Bottom Line
Sustainability

3. Improve
Implement
Insure

4. Better Quality of Life
& Sustainable Future

6. The Evolution of TQM
Quality
Inspection
Quality
Assurance
TQM

7. TQM Definition
TQM is an integrated management philosophy and set of practices that
emphasizes, among other things, Continuous improvement, Meeting
customers' requirements, Reducing rework, Long range thinking, Increased
employee involvement and teamwork, Process redesign, Competitive
benchmarking, Team-based problem-solving, Constant measurement of
results, and Closer relationships with suppliers (Ross, 1993)

8. TQM Strength
 Scientific evidence –based system
that take into consideration
human behavior.
 Well-established and adopted
worldwide
 Leadership Engagement
 Staff Involvement
 Continuous Improvement
 Risk Management

9. TQM Limitation
A product or service demonstrated good quality if its
production and use caused little to no harm to society.

10. TQM Limitation
The March 2008 Quality Progress Quick Poll indicated 82.8% of the respondents
agreed that social responsibility and environmental sustainability should be
considered a part of quality management.*
* Seeking Sustainable Success, ASQ (2009)

11. Additional Criteria

12. Additional Criteria
Management
ISO 9000/1
The Quality
Triple Bottom
Line
Societal
ISO 26000
Environmental
ISO 14000

14. The Evolution of CSR
Corporate social
Responsiveness/Business
ethics
Conventional Wisdom
Iron Law of Responsibility
Social Consciousness
Function of
Executive
Global reporting
Initiatives

15. What is CSR?

16. Definition of social responsibility by the
World Business Council for Sustainable Development
“Corporate Social Responsibility is the continuing commitment
by business to behave ethically and contribute to economic
development while improving the quality of life of the
workforce and their families as well as of the local community
and society at large"

17. ISO Definition
ISO 26000 defines social responsibility as the “responsibility of an organization for
the impacts of its decisions and activities on society and the environment, through
transparent and ethical behavior that:
 Contributes to sustainable development, including health and the welfare of
society;
 Takes into account the expectations of stakeholders;
 Is in compliance with applicable law and consistent with international norms of
behavior; and
 Is integrated throughout the organization and practiced in its relationships.

19. McKinsey Report (2009)
 66% of chief financial officers agree that environmental, social, and governance
programs create value for shareholders in typical times.
 66% of executives believe shareholder value created by environmental and
governance programs will increase in the next five years relative to their
contributions before the economic crisis.

20. CSR Report
 86 percent Of FTSE (U.S Top Corporate Index)
100 corporations issued CSR reports in 2007.
 French law requires ALL LARGE FIRMS listed on
the Paris stock exchange to integrate CSR data
into their financial reports.
 Number of GRI reports has gone from 12 in
1992 to 1500 in 2010
 80% in 2009-2010 of the Global Fortune 250
companies report versus 50% companies in
2007.

21. CSR in the Market

200% increase in brand recognition after year 1 (reference: Scandic)

Top performers: study showed that 95% of the top 100 best global brands
adopt best CSR practices

26% increase in employee loyalty

Brand recognition, reputation and loyalty, reflect on profits starting year 2

Awards & Recognition

23. Is TQM in Danger?
Corporate Sustainability Initiatives; The Next TQM (Fust & Walker,2007)
Is Sustainability the new Total Quality Management (Elkington, 2010)

25. Waste Reduction
Intersection With Quality Tools and Approaches
• Lean
• Just-in-time (JIT ) and kanban
• Statistical quality control and Six Sigma is one tool within this.
Waste reduction is often a catalyst for corporate CSR programs as the link to
cost reduction requires only minimal analysis.

26. Reactivity/Proactivity
Intersection With Quality Tools and Approaches
• Prevention and continuous improvement are more effective than
inspection. The system for causing quality is prevention, not appraisal.
Monitoring approaches when used alone for suppliers will fail to address
root causes for social and environmental challenges.

27. Worker Empowerment
Intersection With Quality Tools and Approaches
In the TQM framework, employees are expected to seek, identify, and
correct quality problems.
Workers are empowered by instilling quality management approaches and
are provided incentives and rewards for identifying quality problems for
both internal and external customers.
For CSR, inclusive models for ensuring the rights of workers in global supply
chains include secure communication channels, robust grievance systems,
and worker education and skills development. These are common attributes
for ensuring fair working conditions in the supply chain.
Worker empowerment tied to quality can be an easier sell to management
than a link to the broader sustainability agenda

28. Governance
Intersection With Quality Tools and Approaches
Use of quality control frameworks to build systems that lead to more informed
senior accountability.
For CSR, partnerships with quality departments to include CSR considerations,
emphasizing the “perceived quality” element of “design quality” aspects, is
important.

29. Health & Safety
Intersection With Quality Tools and Approaches
Approaches to modeling and mitigating disaster scenarios, such as the BP spill of
2010, include FMEA—a step-by-step approach for identifying all possible failures
in a product or service.
For CSR, when considering disasters, stakeholders may perceive it as
irresponsible (i.e., lack of CSR) to not have high quality when lives are at stake.

30. Internal Alignment
Intersection With Quality Tools and Approaches
Each department must see other departments as internal customers.
Barriers begin to fall when this is practiced.
Internal collaboration both vertically and horizontally are needed to identify and
manage CSR issues, which are inherently cross-functional.

32. Projects/Activities
Project/Activities
QRM
CSR Pillar
Nursing Empowerment
Staff Satisfaction
Workplace
Staff Retention
Staff Satisfaction
Workplace
Patient Education
Patient Satisfaction
Marketplace
Medication Reconciliation
Patient Safety
Marketplace
Attitude
Patient Satisfaction
Marketplace
Go Green
Environment
ISO
OHSAS
Patient education Activities
Education/Satisfaction
Community
Out-reach Program (Antiobesity Campaign)
Education
Community

34. Thank You…..