Developing a quality culture , Total quality Management, “Quality planning and analysis”, Frank M. Gryna , McGraw-Hill, 2001

1. Developing a
Quality Culture
By:
Heba Zedan
Doaa Abouzeid

2. Contents
Overview
9.1 Technology and culture
9.2 Theories of Motivation
9.3 Corporate Culture
9.4 Quality culture
9.5 Provide quality goals and Measurements at all levels
9.6 Provide evidence of Management leadership
9.7 Provide for Self development and Empowerment
9.8 Provide participation as a means of inspiring action
9.9 Provide Recognition and Rewards

3. Overview
Quality Assessment Elements for the organization;
Quality Assessment
Cost of poor
quality
Standing in
the
Marketplace
Quality
culture
Operation of
quality system

4. 9.1 Technology and culture
The organization consists of two main systems; so to become superior in quality, we
must pursue two courses of action :
Technology touches the Head; Culture touches the heart .
Organization systems
The Technical system
Develop technologies that
meets customer needs
Culture and social system
Stimulate a ‘culture’
throughout the organization
that continually views quality
as a primary goal.

5. 9.1Technology and culture
What is the Quality Culture ?
Quality culture is the pattern of human
habits, beliefs, values, and behavior
concerning quality.

6. Organization culture
How can I identify organization
culture ?
9.2 Theory of Motivation

7. 9.2 Theory of Motivation
How can I identify and determine my organization culture ?
Hierarchy of human needs
Job dissatisfaction and satisfaction
Theory X and Theory Y

8. 9.2 Theory of Motivation_ Maslow’s theory of motivation
Maslow’s theory maintain that a person does not feel a higher need until the need of
current level have been satisfied.

9. 9.2 Theory of Motivation_ Job dissatisfaction and
satisfaction
Theory Job dissatisfaction and satisfaction by Frederick Herzberg 1959
It indicates that satisfaction and dissatisfaction are Not opposite
• Job dissatisfaction is a result of specific dislikes :
Example: the pay is low, the working condition is poor (hygienic factor)
it’s possible to eliminate these dislikes by
-Raising the pay,
-Change the working condition.
In contrast
• job satisfaction depends on the what the worker does , Satisfaction comes from doing
– Motivation comes from factors such as
-Job challenges
-Opportunities for creativity .

10. 9.2 Theory of Motivation_ Theory X and Theory Y
Described by Douglas McGregor (1906-1964) in 1985
Some evidence suggests that the theory Y approach makes for better human relations however some studies shown

11. 9.3 Corporate Culture
• Corporate culture refers to the shared habits, values, behavior, and beliefs that
characterize members of an organization and define its nature
• 8 primary values were identified by JG Miller 1984; which promote employee
loyalty.
1. Purpose: is the vision stated in terms of productor service and benefit to the
customer
2. Consensus: decision making style
3. Excellence: working environment which encourage the improvement
4. Unity: participation and ownership in work
5. Performance: rewards for individual and team work
6. Empiricism: management by fact and follow scientific method
7. Intimacy : sharing ideas, needs and feelings
8. Integrity : ethical practices.

12. 9.3 Corporate Culture
• Honeywell space systems identified seven dimensions of culture that were described by
Miletich 1997
Risk
orientation
Relationships
of people
Information Motivation leadership Organizational
structure
Organizational
focus

13. 9.3 Corporate Culture
• Mackin (1999)presents an organizational change curve that shows how the process of change
moves through time

14. 9.4 Quality Culture
• Quality culture is an integral part of corporate culture;
• There are two different quality culture:
Negative quality culture(hide the scrap scenario)
Positive quality culture(climb the ladder scenario)
• Cameron and sine (1999) discuss 4 different Quality cultures and its quality tools
i. Absence of quality emphasis
ii. Error detection
iii. Error prevention
iv. Creative quality
• knowing the quality culture enables us to implement a strategy in away that encourages
people to embrace the quality strategy and make it successful.

15. 9.4 Quality Culture
How to change quality culture?
To implement culture change you should set a clear action plan
which provide the critical success Paths which are;
leadership
Participation
Recognition
& Rewards
Self
development
&
Empowerment
Goals &
measurem
ents

16. 9.4 Quality Culture
How to change quality culture?
To achieve the a change in the quality culture, the 3 elements of
self control are prerequisite;
➢ Knowledge of what suppose to do
➢ Provide feedback on performance
➢ Provide a mean of regulating a capable process
leader
ship
Participa
tion
Recogni
tion &
Reward
s
Self
developm
ent &
Empower
ment
Goals

17. 9.5 Provide Quality Goals and Measurements at all levels
• To ensure action on quality; the starting point is to provide Quality Goals and
Measurements at all levels.
• Clear quality goals for individuals are important stimuli for inspiring superiority in quality.
• There are two different commitments:
1. External commitment management defines the goals for employees and task
required to achieve those goals.
2. Internal commitment management and employees jointly define the goals and the
employees define the task to achieve the goals.

18. 9.5 Provide Quality Goals and Measurements at all levels
• Two important issues in disseminating information on quality are language
used and content of information, so the organization shall established its
common language
• Upper management language on Money
•Middle management must be
bilingual
• Lower management and
non supervisors language
on product quality and job
security

19. 9.5 Provide Quality Goals and Measurements at all levels
Quality measurements as a continuous focus;
• The message on quality must be sustained through continuous reinforcement; one
form of reinforcement is quality measurement.
• Quality measurement is proposed for major functional activities i.e., product
development ,purchasing , manufacturing ,marketing ,and customer service ,and
administrative and support operations.
• These measurements become the vital signs that provide people with data not only to
perform their tasks but also to maintain a continuing awareness of quality .

20. 9.5 Provide Quality Goals and Measurements at all levels
Quality measurements as a continuous focus;
• Units of measure must be carefully defined to inspire a positive priority for quality.
• An example that does just the opposite is a poorly defined measure of productivity are
usually a ratio of product output to input resources. Some companies calculate
productivity using total output (instead of output meeting specifications) divided by
input resources. Although total out put must be measured, a single productivity
measure based only on total output sends a clear message that meeting goals and
specifications is not important .Changing such deadly measures to count only good
output provides continuing evidence that management sets a high priority on quality.

21. 9.5 Provide Quality Goals and Measurements at all levels
Quality measurements as a continuous focus;
• Maintaining an awareness of quality can draw upon an array of ideas and techniques.
• The distinction between management controllable and worker controllable causes
must be recognized. As when the problem is mostly management controllable (typical
case), management must clearly be responsible for taking actions.

22. 9.6 Provide evidence of Management leadership
• Management commitment is necessary but it is not sufficient . As the most important
element is management leadership on quality with the evidence to prove it.
• Upper management should establish, aligning, and developing quality goals and
strategies. In which Top Management must initiate and support a vision of total
quality culture.
• An evidence of leadership is that upper management spends time on quality related
activities as quality related activities take about 10% of managers time.
• Some upper management groups have chosen to be highly visible in the quality
process by leading quality training.

23. 9.6 Provide evidence of Management leadership
• Examples for roles of top management in Management leadership commitment to
quality;
➢ Rank xerox ltd “applying quality policy deployment process” using PDCA cycle.
➢ Manufacture of tires takes a policy decision to discontinue all sales of tires with
imperfections…
➢ A manufacture of small electronic products announced that no rework would be
permitted and non conforming product would be discarded…
Providing evidence of leadership may involve changes in the
way management interacts with employee “the style of leadership”

24. 9.6 Provide evidence of Management leadership
• Examples for roles of top management in Management leadership commitment to
quality;
➢ Manufacture of tires takes a policy decision to discontinue all sales of tires with
imperfections…
➢ A manufacture of small electronic products announced that no rework would be
permitted and non conforming product would be discarded…
Providing evidence of leadership may involve changes in the
way management interacts with employee “the style of leadership”

25. 9.7 Provide for Self development and Empowerment
Inspiring people to take positive steps on quality is greatly influenced by the nature of the
work performed by those people.
1. The Taylor system “Scientific Management”
➢ Based on the scientific analysis of work using knowledge and experimentation.
➢ Taylor’s remedy was to separate planning from execution.

26. 9.7 Provide for Self development and Empowerment
2. Self control and job design
➢ Recall the concept of self control as discussed in section 9.4 ; which strength on
Knowledge of what suppose to do
Provide feedback on performance
Provide a mean of regulating a capable process

27. 9.7 Provide for Self development and Empowerment
3. Job Characteristics
➢ Approaches to redesign of jobs include several forms of job enlargements;
➢ There are 5 job characteristics which provide satisfying job for workers.
Horizontal Enlargements Vertical Enlargements
Based on the idea that increasing job range will reduce
the repetitive nature of the job
Workers responsible for tasks previously performed by
others (Supervisors)
Increase Job scope
Workers perform large variety of tasks

28. 9.7 Provide for Self development and Empowerment
4. Self Managing teams
➢ A special form of job enlargement is applied to a group of workers, two elements
are emphasized:
1. Each worker is trained to have a variety of skills, permitting rotation of tasks.
2. Team is given formal authority to execute job ; planning and supervisory tasks

29. 9.7 Provide for Self development and Empowerment
5. Empowerment
➢ Is the process of delegating decision making authority to lower levels within the
organization.
➢ As the employee become more empowered, their feeling of ownership, responsibility
increases and it provides evidence of management’s trust.
➢ Note ,Under empowerment, how essential it is for management to provide employees
with information ,feedback, and means of regulating their work (self control).
➢ Empowerment requires employees to have the capability , the authority , the desire to
act.

30. 9.7 Provide for Self development and Empowerment
6. Performance Appraisal
➢ is the process by which the organization periodically evaluates an employees behavior
and accomplishments.
➢ Appraisal that is done only to rank employees for purpose of pay and advancement can
be destructive.
➢ An associated approach is 360 degree appraisal process, in which several individuals
who frequently interact with the employee participate in the worker appraisal

31. 9.7 Provide for Self development and Empowerment
7. Selection and training
➢ selection and training of personnel have an important influence on peoples
development.
➢ Some organizations are now making annual investment in training of about 2 percent of
sales income.
➢ At managerial level rotational assignments help to develop the individuals concern for
the company as whole.
➢ The Japanese conducted the best scenario in selection and training for employee.
Interviews and testing prior to employment assure compatibility of the candidate and
the job.

32. 9.8 Provide participation as a means of inspiring action
➢ It is tempting to believe that, to inspire action on quality ,we must start by changing
people attitudes; So we have first change peoples behavior.
➢ By personally participating in quality activities people acquire new knowledge ,See the
benefit of the quality disciplines ,and obtain a sense of accomplishment by solving the
problems .This participation leads to lasting changes in behavior.
➢ Participation at all levels is decisive in inspiring action on quality

33. 9.9 Provide recognition and rewards
➢ Recognition is public acknowledgement of superior performance of specific activities.
➢ Forms of recognition range from a simple verbal message for a job well done to modest
or token awards which may be tangible (e.g.; saving bond ,time off ,a dinner) or
intangible(sending a letter of praise ,sending an employee to a seminar or conference).
➢ Rewards are benefits (e.g. salary increases ,bonuses, and promotions) that are conferred
for generally superior performance against goals.
➢ Forms of rewards may include changes in base pay, merit increases, skill based wages
,stock plans.

34. 9.9 Provide recognition and rewards
➢ Recognition is public acknowledgement of superior performance of specific activities.
➢ Forms of recognition range from a simple verbal message for a job well done to modest
or token awards which may be tangible (e.g.; saving bond ,time off ,a dinner) or
intangible(sending a letter of praise ,sending an employee to a seminar or conference).
➢ Rewards are benefits (e.g. salary increases ,bonuses, and promotions) that are conferred
for generally superior performance against goals.
➢ Forms of rewards may include changes in base pay, merit increases, skill based wages
,stock plans.

35. •