Post on 17-Dec-2015
transcript
Slide 4.1
Chapter 4
Managing for Quality and High Performance
TQM
Total Quality Management (TQM)– Is a total, company wide effort that
companies use to achieve customer satisfaction
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Core Principles of TQM
Focus on the customer Participation and teamwork Continuous improvement and learning
...supported by an integrated organizational infrastructure, a set of management practices,and a set of tools and techniques
TQ should be embodied in the culture of an organization
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Customer Focus
Customer is principal judge of quality Organizations must meet and exceed
customer expectations Strategic decisions must be
customer-driven Customers include employees, and
society at large
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Participation and Teamwork Employees know their jobs best and therefore, how
to improve them Management must encourage
participation and teamwork Empowerment better serves customers, and creates
trust and motivation Teamwork and partnerships must exist both
horizontally and vertically
Juran credits Japanese managers use of the entire workforce as one of the reasons for Japan’s rapid quality achievement
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Continuous Improvement and Learning
Integral part of management of all systems and processes
Refers to both incremental and breakthrough improvements
Learning is adapting to change, leading to new goals and approaches
Fredrick Taylor, the father of Scientific Management, believed that management had the responsibility to find the best way to do a job
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Infrastructure, Practices, and Tools
Leadership Strategic HRM Process Data and information Leadership Strategic HRM Process Data and information Planning mgt. managementPlanning mgt. management
Performance TrainingPerformance Training appraisalappraisal
Trend chartTrend chartToolsTools
PracticesPractices
InfrastructureInfrastructure
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TQM Infrastructure Leadership Strategic planning
– Who are our customers?– What is our mission?– What principles do we value?– What are our long-range and short-range goals?– How do we accomplish these goals?
Human resources management– Employee selection– Training– Determining employee satisfaction
Process management– Involves designing and developing the processes to deliver
products and services that meet and exceed customer needs Data and information management
– Operations performance– Market assessment– Supplier performance
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TQM and Traditional Practices (1 of 2)
Organizational structures
Role of people Definition of quality Goals and
objectives
Knowledge Management
systems Reward systems Management’s
role
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TQM and Traditional Practices (2 of 2)
Union-management relations
Teamwork Supplier
relationships
Control Customers Responsibility Motivation Competition
Malcolm Baldrige National Quality Award
The Baldrige award was established by congress and signed into law on August 20, 1987
Award was named after President Reagan’s Secretary of Commerce, who was killed in an accident
Very similar to Japan’s Deming Prize
The Baldrige award recognizes U.S. companies (small business, mfg, service) that excel in quality management practices and performance– Doesn’t exam the government entities
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Malcolm Baldrige National Quality Award
Helps improve quality in U.S. companies
Recognizes achievements of excellent firms and provide examples to others
Establishes criteria for evaluating quality efforts
Provides guidance for other American companies
Malcolm Baldrige, former U.S. Secretary
of Commerce
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MBNQA Categories
Leadership Strategic Planning Customer and Market Focus Information and Analysis Human Resource Development
and Management Process Management Business Results
Baldrige Award trophy
Self Assessment
A primary goal of the Baldrige programis to encourage many organizations toimprove on their own by equipping them with astandard template for measuring their performance and their progress toward performance excellence.
Boeing Airlift & Tanker Programs – 1998 winner
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Baldrige Award Criteria Framework
1Leadership
2StrategicPlanning
5Human Resource Development & Management 7
Business Results
3Customer andMarket Focus
6 ProcessManagement
4Information and Analysis
Customer and MarketFocused Strategy and Action Plans
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Evaluation Process
Receive applicationsReceive applications
First stage reviewFirst stage review (5-8 examiners)(5-8 examiners)
SelectSelect for consensusfor consensus review?review?
Consensus Consensus review (6-8review (6-8examiners)examiners)
SelectSelectfor site visitfor site visit ??
Site visitSite visit(5-8 examiners)(5-8 examiners)
RecommendRecommendwinners (judges)winners (judges)
Feedback reportno
yes
no
yes
Slide 4.17
Scoring Process
Bases upon the following three
dimensions:
1. Approach: methods used to achieve requirements in criteria
2. Deployment: extent to which approaches are applied to all relevant areas and activities
3. Results: outcomes and effects in achieving purposes addressed in criteria
Quality Awards Around the World
Programs in place
No programs
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Other Quality Award Programs
European Quality Award Canadian Awards for Business
Excellence Australian Business Excellence
Award
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Critics and Debate
““Quality Programs ShowQuality Programs Show Shoddy Results”Shoddy Results”
““TQM is as Dead as a pet rock”TQM is as Dead as a pet rock”
““TQM is AliveTQM is Alive and Well”and Well”
““TQM failures just prove that bad TQM failures just prove that bad management is alive and kicking”management is alive and kicking”