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1、Total Quality Management - TQM,The quality journey continues. Author: Dr Rhys Rowland-Jones,Session Plan,Introduction to concepts of TQM Standards and TQM TQM Reasons for failure Measurement of Quality,Total Quality Management,TQM is a philosophy which applies equally to all parts of the organizatio
2、n. TQM can be viewed as an extension of the traditional approach to quality. TQM places the customer at the forefront of quality decision making. Greater emphasis on the roles and responsibilities of every member of staff within an organization to influence quality. All staff are empowered.,Total Qu
3、ality Management,Doing things right. .FIRST time.,Internetix (2005),British Standards on TQM,BS 7850-1:1992 Total quality management. Guide to management principles. BS 7850-2:1994, ISO 9004-4:1993 Total quality management. Guidelines for quality improvement.,Elements of TQM,Leadership Top managemen
4、t vision, planning and support. Employee involvement All employees assume responsibility for the quality of their work. Product/Process Excellence Involves the process for continuous improvement.,Elements of TQM,Continuous Improvement A concept that recognizes that quality improvement is a journey w
5、ith no end and that there is a need for continually looking for new approaches for improving quality. Customer Focus on “Fitness for Use” Design quality Specific characteristics of a product that determine its value in the marketplace. Conformance quality The degree to which a product meets its desi
6、gn specifications.,A fundamental concept of TQM from BS 7850 - a Process,“A set of inter-related resources and activities which transform inputs into outputs.” (ISO 8402). “Any activity that accepts inputs, adds values to these inputs for customers, and produces outputs for these customers. The cust
7、omers may be either internal or external to the organization.” (BS 7850),The Simple Process,(Source: BS 7850: 1992, “Total Quality Management”),Changing Role of the Process Owner,(Source: BS 7850: 1992, “Total Quality Management”),TQM & organizational Cultural Change,Traditional Approach Lack of com
8、munication Control of staff Inspection & fire fighting Internal focus on rule Stability seeking Adversarial relations Allocating blame,TQM Open communications Empowerment Prevention External focus on customer Continuous improvement Co-operative relations Solving problems at their roots,Customers exp
9、ectations for the product or service,Customers perceptions of the product or service,Customers perceptions of the product or service,Customers expectations for the product or service,Customers perceptions of the product or service,Gap,Expectations perceptions,Expectations = perceptions,Expectations
10、perceptions,Perceived quality is governed by the gap between customers expectations and their perceptions of the product or service,Customers expectations of the product or service,Gap,Source: Slack et al. 2004,Additional views of Quality in Services,Technical Quality versus Functional Quality Techn
11、ical quality the core element of the good or service. Functional quality customer perception of how the good functions or the service is delivered. Expectations and Perceptions Customers prior expectations (generalized and specific service experiences) and their perception of service performance aff
12、ect their satisfaction with a service. Satisfaction = (Perception of Performance) (Expectation),A “Gap” model of Quality,Source: Parasuraman, Zeithman and Berry. 1985,Continuous Improvement,Philosophy that seeks to make never-ending improvements to the process of converting inputs into outputs. Kaiz
13、en: Japanese word for continuous improvement.,Implementing TQM,Successful Implementation of TQM Requires total integration of TQM into day-to-day operations. Causes of TQM Implementation Failures Lack of focus on strategic planning and core competencies. Obsolete, outdated organizational cultures.,O
14、bstacles to Implementing TQM,Lack of a company-wide definition of quality. Lack of a formalized strategic plan for change. Lack of a customer focus. Poor inter-organizational communication. Lack of real employee empowerment. Lack of employee trust in senior management. View of the quality program as
15、 a quick fix. Drive for short-term financial results. Politics and turf issues.,Some criticisms of TQM,Blind pursuit of TQM programs Programs may not be linked to strategies Quality-related decisions may not be tied to market performance Failure to carefully plan a program,PDCA Cycle repeated to cre
16、ate continuous improvement,Time,Performance,“Continuous” improvement,Plan,Do,Check,Act,Recognizing and rewarding Quality,Promotion of high quality goods and services Malcolm Baldrige National Quality Award (MBNQA) (United States) Deming Prize (Japan) European Quality Award (European Union) ISO9000 certification,The integrated framework of the Baldrige Award criteria,Product,Continual improvement of the quality management system,Customers (and other interested partie
