TQM CULTURE

U.KALPANADEVIMBA

MICHAEL INSTITUTE OF MANAGEMENT - MADURAI

What is QUALITY???A frequently used definition of quality is

“Delighting the customer by fully meeting

their needs and expectations”.

These may include performance,

appearance, availability, delivery, reliability,

maintainability, cost effectiveness and

price.

TQM

• Total - made up of the whole

• Quality - degree of excellence a product or service provides

• Management - act, art or manner of planning, controlling, directing,….

Therefore, TQM is the art of managing the whole to achieve excellence.

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What’s the goal of TQM?

“Do the right things right the

first time, every time.”

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The three aspects of TQM

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Counting

Customers

Culture

Tools, techniques, and training in

their use for analyzing,

understanding, and solving quality

problems

Quality for the customer as a

driving force and central concern.

Shared values and beliefs,

expressed by leaders, that define

and support quality.

Understanding What a Quality Culture Is

To understand a Quality Culture, must first be understand a Organizational Culture.

Organizational Culture

The pattern of shared values, beliefs, and assumptions considered to be the appropriate way to think and act within an organization.Culture is shared.Culture helps members to solve problems.Culture is taught to newcomers.Culture strongly influences behavior.

Factors Influencing Culture

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Steps for Creating TQM Culture

• Management accountability and a deep sense of responsibility & commitment towards employees is the starting point.

• Total people involvement and empowerment• Communication• Training to employees• Management thoughts and action towards

delighting its customers• Removing organisational boundaries and

internal competition• Using fact based decision making• Use of Kaizen

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The goal (1)

• The main goal of developing TQM (Total Quality Management) culture in the company is to ensure the fulfilment of customer needs andexpectations, even go beyond the expectations.

The goal (2)

• To find out enterprise’s strengths and fields that need the improvement;

• To ensure a better position on the market;

• To ensure enterprise’s bigger certainty of surviving in changeable competition conditions.

• The formulation of the well-operating team;

• Encourage the growth, development and profit of the enterprise.

TQM Principles

A quality culture is An organizational value system that results in an environment that is conducive to the establishment and continual improvement of Quality.

Levels of CultureArtifacts

Aspects of an organization’s culture thatyou see, hear, and feel.

BeliefsThe understandings of how objects and ideas relate to each other.

ValuesThe stable, long-lasting beliefs about whatis important.

AssumptionsThe taken-for-granted notions of howsomething should be in an organization.

Dimensions of Organizational Culture

Characteristics of Organizational Culture

Innovation and risk-takingThe degree to which employees are encouraged to be innovative and take risks.

Attention to detailThe degree to which employees are expected to exhibit precision, analysis, and attention to detail.

Outcome orientationThe degree to which management focuses on results or outcomes rather than on technique and process.

People orientationThe degree to which management decisions take into consideration the effect of outcomes on people within the organization.

Characteristics of Organizational Culture

Team orientationThe degree to which work activities are organized around teams rather than individuals.

AggressivenessThe degree to which people are aggressive and competitive rather than easygoing.

StabilityThe degree to which organizational activities emphasize maintaining the status quo in contrast to growth.

Continuous Improvement versus Traditional Approach

• Market-share focus

• Individuals

• Focus on ‘who” and “why”

• Short-term focus

• Status quo focus

• Product focus

• Innovation

• Fire fighting

• Customer focus

• Cross-functional teams

• Focus on “what” and “how”

• Long-term focus

• Continuous improvement

• Process improvement focus

• Incremental improvements

• Problem solving

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Traditional Approach Continuous Improvement

Culture changes for TQM

Quality element OLD CULTURE TQM CULTURE

Definition Product oriented Customer oriented

Priorities Second to service and cost Equal to service and cost

Decisions Short term Long term

Emphasis Detection Prevention

Errors Operations System

Responsibility Quality Control Everyone

Problem Solving Managers Teams

Procurement Price Life cycle costs, Partnership

Manager’s Role Plan, assign, control, enforce

Delegate, coach, facilitate,mentor

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Model for TQM

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Outstanding Leadership

Product, Services

and Process

Systems and

Procedures

People power

CONTINUOUS SYSTEMATIC

IMPROVEMENT

BENCHMARKINGCUSTOMER

FOCUS

MEETING/EXCEEDING CUSTOMER

EXPECTATIONS

The Organization’s Culture• Organizational Culture

• A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.

• “The way we do things around here.”

• Values, symbols, rituals, myths, and practices

• Implications:

• Culture is a perception.

• Culture is shared.

• Culture is descriptive.

Strong versus Weak Cultures

• Strong Cultures

• Are cultures in which key values are deeply held and widely held.

• Have a strong influence on organizational members.

• Factors Influencing the Strength of Culture

• Size of the organization

• Age of the organization

• Rate of employee turnover

• Strength of the original culture

• Clarity of cultural values and beliefs

Benefits of a Strong Culture

• Creates a stronger employee commitment to the organization.

• Aids in the recruitment and socialization of new employees.

• Fosters higher organizational performance by instilling and promoting employee initiative.

Culture’s Functions

Social glue that helps hold organization together.Provides appropriate standards for what employees should say or do.Boundary-defining.Conveys a sense of identity for organization members.

Culture’s Functions

Facilitates commitment to something larger than one’s individual self-interest.

Enhances social system stability.

Serves as a “sense-making” and control mechanism.

Guides and shapes the attitudes and behavior of employees.

Countering Resistance to Culture Change - 1

Change is Resisted in any Organization.Continuous Improvement means Continuous Change.Why Change is Difficult?

Juran describes organizational change as “Clash between Cultures”

Two separate organizational Cultures relating to change

Establishing a Quality Culture - 1

Establishing a quality culture involves specific planning and activities for business or department.

Phases of Emotional Transition

Emotional Transition

Establishing a Quality Culture - 2

Steps in Conversion to Quality:

Identify the Changes neededPut the Planned Changes in WritingDevelop a Plan for Making the ChangesUnderstand the Emotional Transition processIdentify Key People and Make Them advocatesTake a Hearts and Minds ApproachApply Courtship Strategies

Maintaining a Quality CultureEstablishing Quality Culture is a challenging undertaking for any organization. It is even more challenging to maintain it over time.In order to maintain Quality Culture, organizations

must foster the following behaviors Maintain awareness of Quality as a key cultural issue.Make sure that there is plenty of evidence of

Management’s leadership.Empower Employees and encourage self-development

and self-initiative.Recognize and reward the behaviors that tend to

nurture and maintain Quality Culture.

CULTURE CHANGE

• CHANGE TAKES TIME AND EFFORT. • CHANGE MUST BE MEASURED IN YEARS, NOT WEEKS OR

MONTHS. • CHANGE INVOLVES SIGNIFICANT COMMUNICATION. • VISION NECESSARY TO MOTIVATE PEOPLE TO CHANGE.• LINK WITH ORGANIZATIONAL GOALS REQUIRED.

CULTURE CHANGE

• HIGH LEVEL SUPPORT ESSENTIAL.

• MANAGEMENT TO LEAD BY EXAMPLE.

• MAKE CHANGE SO ATTRACTIVE THAT PEOPLE WANT TO BE PART OF IT.’

• CHANGES TO BE GRAFTS OF NEW VALUES TO THE OLD CULTURE.

• THREE SETS OF ATTRIBUTES CLEARLYASSOCIATED WITH CULTURES:

Maintaining a Quality Culture• Establishing Quality Culture is a challenging undertaking for

any organization. It is even more challenging to maintain it over time.

• In order to maintain Quality Culture, organizations must foster the following behaviors:

• Maintain an awareness of Quality as a key cultural issue.

• Make sure that there is plenty of evidence of Management’s leadership.

• Empower Employees and encourage self-development and self-initiative.

• Recognize and reward the behaviors that tend to nurture and maintain Quality Culture.

As a whole….,

It's not easy to introduce TQM. An open, cooperativeculture has to be created by management. Employeeshave to be made to feel that they are responsible forcustomer satisfaction. They are not going to feel this ifthey are excluded from the development of visions,strategies, and plans. It's important they participate inthese activities. They are unlikely to behave in aresponsible way if they see management behavingirresponsibly - saying one thing and doing the opposite.

There are various factors that contribute to thesuccess of quality management practices but humanfactor is very important in the implementation of anyprocess or principle. If it is missing then there will bereduction in efficiency in implementation. At last it canbe concluded that…

conclusion

QUALITY

Quality is a Journey, not a destination ..

FINALLY…..

THANKS FOR YOUR

ATTENSION