TQM Principles and TQM Principles and PracticesPractices
Mohd Fathullah GhazaliMohd Fathullah Ghazali
Topics coveredTopics covered
Continuous improvement,Continuous improvement, Employee empowerment,Employee empowerment, Leadership and changeLeadership and change Teamwork in industrial practices. Teamwork in industrial practices.
Continuous Improvement (Kaizen)Continuous Improvement (Kaizen)
It is a fundamental of Total QualityIt is a fundamental of Total Quality ““Competing in a global marketplace Competing in a global marketplace
is like running in an Olympics” is like running in an Olympics” – – – must keep running and last year must keep running and last year
record is to be broken this year.record is to be broken this year.– Athletes who don’t improve continually Athletes who don’t improve continually
will not remain long in winner’s circlewill not remain long in winner’s circle– Same goes to the companySame goes to the company
Essential improvement activitiesEssential improvement activities Quality expert recommends 5 activities as a crucial to continuous Quality expert recommends 5 activities as a crucial to continuous
improvement. There are in Figure 19-1;improvement. There are in Figure 19-1;
1.1. Maintain communication.Maintain communication.– It is important to share information before, during and It is important to share information before, during and
after attempting to make improvements.after attempting to make improvements.
2.2. Correct obvious problemsCorrect obvious problems– Should be corrected immediately.Should be corrected immediately.
3.3. Look upstreamLook upstream– Look for causes, not symptoms.Look for causes, not symptoms.
4.4. Document problems and progressDocument problems and progress– Take time to write it down. It is uncommon to continue Take time to write it down. It is uncommon to continue
solving the same problem over and over again.solving the same problem over and over again.
5.5. Monitor changesMonitor changes– Solution may solved or partially solved. For this reason, it Solution may solved or partially solved. For this reason, it
is important to monitor changes that have been made.is important to monitor changes that have been made.– Make sure the pride of ownership does not interfere the Make sure the pride of ownership does not interfere the
objective of monitoring the performance.objective of monitoring the performance.
Identification of improvement needsIdentification of improvement needs
Every organization has limited resourcesEvery organization has limited resources Therefore, they should be managed and Therefore, they should be managed and
optimized to give most benefit.optimized to give most benefit. There are 4 strategies for identifying There are 4 strategies for identifying
improvement needsimprovement needs– Apply multivoting (Brainstorming to develop a Apply multivoting (Brainstorming to develop a
list of potential improvement project)list of potential improvement project)– Identify customer needsIdentify customer needs– Study the use of time.Study the use of time.– Localize problems (pinpoint specifically where Localize problems (pinpoint specifically where
and when it happens)and when it happens)
Standard Process Improvement Standard Process Improvement StrategiesStrategies
Describethe process
Standardizethe process
Eliminate errors
the process
Simplifythe process
Reduce sources of variation
Bringthe process under SPC
Improve the design
the process
KaizenKaizen
Kaizen strategy is the most Kaizen strategy is the most important concept in Japanese important concept in Japanese Management.Management.
Kaizen means ‘on-going Kaizen means ‘on-going improvement involving everyone.improvement involving everyone.
Involve top management, managers Involve top management, managers and workers.and workers.
Elements of KaizenElements of Kaizen
Figure 19-4Figure 19-4
Kaizen implementation toolsKaizen implementation tools
Some additional tools instead of Some additional tools instead of quality tools explained in this course.quality tools explained in this course.
Kaizen Tools are;Kaizen Tools are;1.1. Kaizen checklistKaizen checklist
2.2. Kaizen Five-Step plan (5S)Kaizen Five-Step plan (5S)
3.3. Five W’s and One HFive W’s and One H
4.4. Five-M checklistFive-M checklist
Kaizen ChecklistKaizen Checklist
Using checklist that focuses attention Using checklist that focuses attention of employees on those factors that of employees on those factors that are most likely in need of are most likely in need of improvement.improvement.– E.g; work methods, facilities, software E.g; work methods, facilities, software
tools etctools etc
Figure 19-5Figure 19-5
Kaizen 5 step plan (5S)Kaizen 5 step plan (5S)
Japanese approach to implement Japanese approach to implement kaizenkaizen
Using posters on the walls with the Using posters on the walls with the wordword– Seiri (Straighten up)Seiri (Straighten up)– Seiton (Put things in order)Seiton (Put things in order)– Seiso (Clean up)Seiso (Clean up)– Seiketsu (Personal cleanliness)Seiketsu (Personal cleanliness)– Shitsuke (Discipline)Shitsuke (Discipline)
Five W’s and One HFive W’s and One H
WHOWHO
WHATWHAT
WHEREWHERE
WHENWHEN
WHYWHY
HOWHOW
Five W’s and One HFive W’s and One H
Using this tool encourages employees to look at a Using this tool encourages employees to look at a process and ask questions;process and ask questions;– Who is doing it?Who is doing it?– Who should do it?Who should do it?– What should be done?What should be done?– What is being done?What is being done?– Where is it being done?Where is it being done?– Where should it be done?Where should it be done?– Why is it being done?Why is it being done?– Why is it that way?Why is it that way?– When is it being done?When is it being done?– When should it be done?When should it be done?– How it is being done?How it is being done?– How should it be done?How should it be done?
Five-M checklistFive-M checklist
Man(Operator)
Machine
Material
Methods
Measurement
Employee empowermentEmployee empowerment
Employee empowermentEmployee empowerment Empowerment means engaging Empowerment means engaging
employees in thinking processes of employees in thinking processes of an organization in ways that matter.an organization in ways that matter.
Also means having input that is Also means having input that is heard and used – giving ownership of heard and used – giving ownership of the job.the job.
Employee empowermentEmployee empowerment
Rationale; Rationale; Best way to increase creative Best way to increase creative
thinking and initiative on the part of thinking and initiative on the part of employees.employees.
Can be an outstanding motivatorCan be an outstanding motivator
Issues;Issues; Resistance to changeResistance to change
Employee empowermentEmployee empowerment Implementation of employee Implementation of employee
empowerment has 4 steps;empowerment has 4 steps;1.1. Creating a supportive environmentsCreating a supportive environments
2.2. Targeting and overcomingTargeting and overcoming
3.3. Putting the vehicles in place Putting the vehicles in place (Vehicles = brainstorming, quality circles, (Vehicles = brainstorming, quality circles, suggestion boxes etc)suggestion boxes etc)
4.4. Assessing, adjusting and improvingAssessing, adjusting and improving
Leadership and changeLeadership and change
Leadership and changeLeadership and change
Leadership is Leadership is the ability to inspire people to the ability to inspire people to make a total, willing, and voluntary commitment make a total, willing, and voluntary commitment to accomplishing or exceeding organizational to accomplishing or exceeding organizational goals.goals.
What leaders must be able to do;What leaders must be able to do;– Overcome resistance to change.Overcome resistance to change.– Broker inside and outside organizationsBroker inside and outside organizations
Leadership for QualityLeadership for Quality Principles of Leadership for QualityPrinciples of Leadership for Quality
1.1. Customer FocusCustomer Focus Primary organizational goal is to meet or exceed customer Primary organizational goal is to meet or exceed customer
expectations.expectations.2.2. Obsession with qualityObsession with quality
Obsession with quality must be instilled by leaders in an Obsession with quality must be instilled by leaders in an organization. Means – every employee can aggressively pursue organization. Means – every employee can aggressively pursue quality.quality.
3.3. Recognizing the structure of workRecognizing the structure of work When the optimum structure is in place, work process can be When the optimum structure is in place, work process can be
analyzed in order to improve them.analyzed in order to improve them.4.4. Freedom through Control (See Chapter 5)Freedom through Control (See Chapter 5)5.5. Unity of PurposeUnity of Purpose
All employees will commit towards one target.All employees will commit towards one target.6.6. Looking for faults in systemsLooking for faults in systems
Deming and Juran said “85% of faults come from management, Deming and Juran said “85% of faults come from management, only 15% from the employees”only 15% from the employees”
7.7. TeamworkTeamwork A team of people working together can out-perform a group of A team of people working together can out-perform a group of
individuals.individuals.
Leadership StylesLeadership Styles– Autocratic LeadershipAutocratic Leadership
Also called Dictatorial LeadershipAlso called Dictatorial Leadership– Democratic LeadershipDemocratic Leadership
Also called consultive or consensus leadershipAlso called consultive or consensus leadership– Participative leadershipParticipative leadership
Also known as Non-directive leadershipAlso known as Non-directive leadership Exert little control on decision making processExert little control on decision making process Allow team members to develop solutionsAllow team members to develop solutions
– Goal-oriented LeadershipGoal-oriented Leadership Result-based leadershipResult-based leadership Any other unrelated to specific goals is minimized.Any other unrelated to specific goals is minimized.
– Situational leadershipSituational leadership Also called contingency leadershipAlso called contingency leadership Manager decides to take any of the above style, Manager decides to take any of the above style,
depending on the situation.depending on the situation. Based on short term concern.Based on short term concern.
TeamworkTeamwork
What is a Team?What is a Team?– A group of people with common, A group of people with common,
collective goalcollective goal Rationale for Teams;Rationale for Teams;
– 2 or more heads are better than one2 or more heads are better than one– The whole (1 team) is better than the The whole (1 team) is better than the
sum of individual partssum of individual parts– Teamwork promotes better Teamwork promotes better
communication.communication.
TeamworkTeamwork
Teams are no to be bossed, they Teams are no to be bossed, they need to be coached!need to be coached!
Coaches are usually mentors, Coaches are usually mentors, promote respect among team promote respect among team membersmembers
Employees will not always work well Employees will not always work well together as a team .together as a team .
TQTQ