Cultures & Cultures & CommitmentCommitment

Imran HussainImran Hussain

TQM CoreTQM Core

Customer/Supplier Customer/Supplier ChainChainInputsInputsProcessProcessOutputsOutputs

TQM Inner BandTQM Inner Band

TeamsTeamsToolsTools

SystemsSystems

TQM Outer BandTQM Outer Band

CommunicationCommunicationCommitmentCommitment

CultureCulture

Customer Customer involvementinvolvement

Customer feedbackCustomer feedbackProcess improvementProcess improvement

The fundamental The fundamental requirement for making total requirement for making total

quality work is quality work is COMMITMENTCOMMITMENT

Any attempt to adopt a Any attempt to adopt a quality system will fail quality system will fail

without the wholehearted without the wholehearted support of the entire support of the entire

organizationorganization

It all starts with a change of It all starts with a change of ATTITUDEATTITUDE

Wait a minute …….Wait a minute …….

What about the VISIONWhat about the VISION

Integrating TQMIntegrating TQM

1.1. Mission statementMission statement2.2. Strategies and plansStrategies and plans3.3. Critical success factors and key Critical success factors and key

processesprocesses4.4. Reviewing the management structureReviewing the management structure5.5. Empowerment and participationEmpowerment and participation

Managing communicationManaging communication Managing attitudesManaging attitudes Managing abilitiesManaging abilities Managing participationManaging participation

CultureCulture

The culture of an organization is The culture of an organization is made up of the shared beliefs about made up of the shared beliefs about how business is conducted, how how business is conducted, how employees are treated and how they employees are treated and how they behave.behave.

Organizational CulturesOrganizational Cultures

1.1. Corporate CultureCorporate Culture2.2. Task Culture (Charles Handy)Task Culture (Charles Handy)3.3. Person Culture (Charles Handy)Person Culture (Charles Handy)4.4. Role Culture (Charles Handy)Role Culture (Charles Handy)5.5. Power Culture (Charles Handy)Power Culture (Charles Handy)6.6. Balanced Culture (Gordon F. Gatiss)Balanced Culture (Gordon F. Gatiss)7.7. Shared Culture (Gordon F. Gatiss)Shared Culture (Gordon F. Gatiss)8.8. Mature Culture (Gordon F. Gatiss)Mature Culture (Gordon F. Gatiss)

Corporate CultureCorporate Culture

FormalFormal Mission and vision statements, policies, Mission and vision statements, policies,

proceduresprocedures InformalInformal

Senior management involvementSenior management involvement Leadership by example in customer serviceLeadership by example in customer service Consistency in customer-care policiesConsistency in customer-care policies Commitment of middle managementCommitment of middle management Reward and recognition systemsReward and recognition systems

Task CultureTask Culture

Maximum concern for productionMaximum concern for production Concern for results primaryConcern for results primary

Conflict, antagonism, competition, criticismConflict, antagonism, competition, criticism No consultationNo consultation

Goals and jobs set from aboveGoals and jobs set from above Feedback in form of criticismFeedback in form of criticism

Low morale Low morale Customers seen as problem rather Customers seen as problem rather

opportunityopportunity

Person CulturePerson Culture

Maximum concern for peopleMaximum concern for people Primary concern is fostering good feelings, Primary concern is fostering good feelings,

rewards and benefits, working conditionsrewards and benefits, working conditions Goals geared towards personal harmonyGoals geared towards personal harmony Jobs set on basis of personal preferencesJobs set on basis of personal preferences Feedback is positiveFeedback is positive Morale is high – comes from team Morale is high – comes from team

members being nice to one anothermembers being nice to one another

Role CultureRole Culture

Focused on either results or peopleFocused on either results or people Strong control – rewards for compliance, Strong control – rewards for compliance,

criticism for non-compliancecriticism for non-compliance Goals set by boss – people expected to Goals set by boss – people expected to

complycomply Feedback viewed as negativeFeedback viewed as negative Morale high during periods of successMorale high during periods of success Customer service depends on Customer service depends on

circumstancescircumstances

Power CulturePower Culture

Motives driven by self rather than organizationMotives driven by self rather than organization Team’s goals are extensions of personal goalsTeam’s goals are extensions of personal goals Everything is determined by politicsEverything is determined by politics Assignments given to others to enhance one’s Assignments given to others to enhance one’s

own standingown standing Morale and cohesion goes up and downMorale and cohesion goes up and down Politically motivated environmentPolitically motivated environment

Departments/individuals compete/cooperate for Departments/individuals compete/cooperate for powerpower

Customer service is secondaryCustomer service is secondary

Balanced CultureBalanced Culture Average concern for people and productionAverage concern for people and production Team members conform to rules to minimize Team members conform to rules to minimize

conflictconflict Disagreements dealt with compromise not Disagreements dealt with compromise not

confrontationconfrontation Goals will be short term, no strategic planningGoals will be short term, no strategic planning Progress measured in terms of what has been, Progress measured in terms of what has been,

not what could benot what could be Assignments shared. Feedback superficial.Assignments shared. Feedback superficial. Who you know is important, not what you Who you know is important, not what you

know.know. No pro-activeness towards customersNo pro-activeness towards customers

Shared CultureShared Culture Minimum concern for production and peopleMinimum concern for production and people Survival is the name of the game. Compliance Survival is the name of the game. Compliance

with orders. Self protection. Individuality.with orders. Self protection. Individuality. Goals rarely discussed. Direction comes from Goals rarely discussed. Direction comes from

outside the teamoutside the team Standards established through accident.Standards established through accident. Assignments reflect availability rather than Assignments reflect availability rather than

competence.competence. Feedback minimal. Shortcomings and Feedback minimal. Shortcomings and

problems ignored.problems ignored. Reactive organization to customer feedback.Reactive organization to customer feedback.

Factors in an Factors in an Organizational CultureOrganizational Culture

1.1. Styles of decision-makingStyles of decision-making2.2. ObjectivesObjectives3.3. Competitive advantageCompetitive advantage4.4. Organizational structureOrganizational structure5.5. Management systemsManagement systems6.6. Management of peopleManagement of people7.7. Functional strategies and policyFunctional strategies and policy8.8. Information systemsInformation systems

Continuous Improvement Continuous Improvement (PDCA)(PDCA)

PlanPlan DoDo CheckCheck ActionAction

PDCAPDCA A well known model for CPI is the A well known model for CPI is the

Plan-Do-Check-Act (PDCA) cycle, also Plan-Do-Check-Act (PDCA) cycle, also referred to as thereferred to as the Deming cycleDeming cycle PDSA cycle (“S” stands for “study”) PDSA cycle (“S” stands for “study”)

Mostly used interchangeably with PDCA. Mostly used interchangeably with PDCA. “S” was introduced by Deming to “S” was introduced by Deming to emphasize the role of learning in emphasize the role of learning in process improvementprocess improvement

Shewhart cycle- Shewhart discussed the Shewhart cycle- Shewhart discussed the concept in his book “statistical method concept in his book “statistical method from the view of quality control”from the view of quality control”

The PDCA cycle teaches that The PDCA cycle teaches that organizations should:organizations should: PLANPLAN an action an action DODO it it CHECK CHECK to see how it conforms to the to see how it conforms to the

planplan ACT ACT on what has been learnedon what has been learned

The most common representation is The most common representation is a circular design to emphasize that a circular design to emphasize that CPI has not endCPI has not end

To satisfy customers, the four stages To satisfy customers, the four stages should rotate continuously, with should rotate continuously, with quality as the top criterionquality as the top criterion

PlanPlan What to doWhat to do How to accomplish itHow to accomplish it

DoDo Carry out the planCarry out the plan

CheckCheck See if the desired results were obtainedSee if the desired results were obtained

ActAct Analyze reason for not making desired Analyze reason for not making desired

results (if any)results (if any) Determine what changes to make to Determine what changes to make to

better achieve desired resultsbetter achieve desired results Standardize if desired results achievedStandardize if desired results achieved

TQM Foundations – Points TQM Foundations – Points for Senior Managementfor Senior Management

1.1. Long term commitmentLong term commitment2.2. Philosophy of zero errorsPhilosophy of zero errors3.3. Understand customer/supplier relationshipsUnderstand customer/supplier relationships4.4. Look at total costLook at total cost5.5. Manage system improvementManage system improvement6.6. Eliminate departmental barriersEliminate departmental barriers7.7. Eliminate fearEliminate fear8.8. No arbitrary goals, no barriers to workmanship No arbitrary goals, no barriers to workmanship

pride, no standards based on just numberspride, no standards based on just numbers9.9. Train, train, train.Train, train, train.10.10. Implement TQM systematicallyImplement TQM systematically

ReferencesReferences

Total Quality Management: A Total Total Quality Management: A Total Quality Approach, by Gordon F. Quality Approach, by Gordon F. Gatiss (Ch. 6)Gatiss (Ch. 6)