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Total Quality practices & HRM

Total Quality practices & HRM. Presenter: Akis Nicolaides Mediterranean Institute of Management Nicosia, Cyprus. From an interview…. “ We are always two years before destruction ”. Bill Gates. Intensive Competitive Environment. Survival Maintain / Increase market share.

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Total Quality practices & HRM

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  1. Total Quality practices & HRM Presenter: Akis Nicolaides Mediterranean Institute of Management Nicosia, Cyprus Friday, 4April 2003

  2. From an interview…. “We are always two years before destruction ” Bill Gates Friday, 4April 2003

  3. Intensive Competitive Environment • Survival • Maintain /Increase market share Friday, 4April 2003

  4. Competitive Advantage A company´s ability to achieve market superiority • Cost(Price) • Time • Flexibility • Technology • Quality Friday, 4April 2003

  5. What is Quality? “The degree to which the distinguishing features of a product or service fulfill the needs or expectations of the interested parties” (ISO 9000:2000) Friday, 4April 2003

  6. T.Q. Q.A. Q.C. Q.C. Quality Control Q.A. Quality Assurance T.Q. Total Quality Inspection Quality Management Development Friday, 4April 2003

  7. Total Quality Is a people- focused management system that aims at continual increase in customer satisfaction at continually lower real cost. TQ works horizontally across functions and departments, involves all employees, top to bottom, and extends backward and forward to include the supply chain and the customer chain. TQ stresses learning and adaptation to continual change as keys to organisational success Friday, 4April 2003

  8. Total Quality Is the unyielding and continually improving effort by everyone in an organisation to understand, meet and exceed the expectations of customers. Procter & Gamble Friday, 4April 2003

  9. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 7.Continuous Improvement 4.Quality Planning 6.Measurement/ Benchmarking 5.Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  10. TQM & HRM Linkage “ TQM and HRM are in pursuit of the same goals-profitability, productivity, a customer-oriented company and a motivated workforce” P.Herbig Friday, 4April 2003

  11. TQM & HRM Linkage “To be fully successful and self- sustaining TQM requires an extensive refashioning of HRM practices” R.J.Schonberger Friday, 4April 2003

  12. TQM & HRM Linkage “ Successful implementation of various TQM practices are positively related to HRM functions” T.H.Wagner Friday, 4April 2003

  13. HRM/TQM activities/practices Friday, 4April 2003

  14. Recruitment & TQM The sloganeering of the quality gurus has been applied to recruitment and selection with talk of ¨total quality recruitment¨, ¨zero defect recruitment¨ and ¨right-first-time selection¨ Friday, 4April 2003

  15. Appraisal & TQM One impact of TQM is that organisations are now increasingly setting employee performance standards based on customer care indicators Friday, 4April 2003

  16. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 7.Continuous Improvement 4.Quality Planning 6.Measurement/Benchmarking 5.Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  17. 1a.Strategic Planning “ Many management teams have had difficulties transforming HRM into a strategic function, leaving the HR department in most companies focused on administrative and clerical tasks” Down, Mardis,Connoly & Johnson Friday, 4April 2003

  18. 1a.Strategic Planning “ Human Resource Managers need to create the ability to visualize the future, to think systematically and to understand the complex forces that shape organisations” L.Gratton Friday, 4April 2003

  19. 1b.Leadership Practices in companies committed to Total Quality • Leaders create a strategic vision and clear quality values that serve as a basis for business decisions at all levels of the organisation • Leaders set high expectations • Leaders demonstrate substantial personal commitment and involvement in quality • Leaders integrate quality values into daily leadership and management • Leaders sustain an environment for quality excellence Friday, 4April 2003

  20. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 7.Continuous Improvement 4.Quality Planning 6.Measurement/Benchmarking 5.Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  21. 2a.Core Roles in Implementing a Quality Strategy( Senior Management) • Ensure that the organisation focuses on the needs of the customer. • Act as Leaders through promoting the vision, mission and values of the company throughout the organisation. • Identify the critical processes that need attention and improvement and the resources and trade-offs that must be made. Friday, 4April 2003

  22. 2b.Core Roles in implementing a Quality strategy( Middle Management) Middle Managers become facilitators encouraging participation, teamwork and the delegation of responsibility and accountability and this helps foster pride, job satisfaction and better work ¨ Need to transform Middle Managers into Change Agents¨ Mark Samuel, ¨Catalysts for change¨ Friday, 4April 2003

  23. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 4.Quality Planning 7.Continuous Improvement 5.Employee Involvement 6.Measurement/ Benchmarking 1.Strategic Planning & Leadership 2.Senior& Middle Management Friday, 4April 2003

  24. 3.Customer Satisfaction “Customer” starts with self, then with the people at work and finally, with the end-user of products or services” Friday, 4April 2003

  25. about customers…… ´By offering quality services to our internal customers we help them deliver quality products &/or services to our external customers´. A.Pallada Friday, 4April 2003

  26. ´ Breakthrough´ Perspective of Customer Satisfaction “ Every day that goes by in which you have customers who are dissatisfied- or less than totally satisfied…. You are working hard to put yourself out of business. You are feedingyour competition!´ C.Hart Friday, 4April 2003

  27. TQM-mim Model 3.Customer Satisfaction Internal/ External 7.Continuous Improvement 4.Quality Planning 5.Employee Involvement 6.Measurement/ Benchmarking 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  28. 4. Quality Planning Customers´ needs and expectations drive the planning process for products or services and the systems by which they are produced ¨ Saturate your company with the voice of the customer¨ R.Whiteley, ¨The customer driven company¨ Friday, 4April 2003

  29. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 4.Quality Planning 7.Continuous Improvement 5.Employee Involvement 6.Measurement/Benchmarking Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  30. 5.Employee Involvement • Ownership • Empowerment • Teamwork Friday, 4April 2003

  31. 5a.Ownership Make people develop the feeling of ownership "Taking personal responsibility for our jobs . . . for assuring that we meet or exceed our customers´ standards and our own. We believe that ownership is a state of mind and heart that is characterized by a personal and emotional commitment to approach every decision and task with the confidence and leadership of an owner". Westinghouse Friday, 4April 2003

  32. 5b.Empowerment Giving people the authority to make decisions and have control over their work “Involve everyone in everything;leading by empowering people” T. Peters ¨Just Do it¨ Dana Commercial Credit Corporation Friday, 4April 2003

  33. Empowerment Empowerment is a result of effective and sustained training which enhances the individual´s self-esteem and his/her capability to solve problems and to make low-risk decisions Friday, 4April 2003

  34. Empowerment & Information For employees to be empowered, information is a central component.There should be a move away from “you will do this” to “this is why you will do this” Friday, 4April 2003

  35. 5c.Teamwork Teamwork is a result of successful empowerment of people within the organisation “Human resources are the major assets of the organisation and their skills and brain power must be effectively honed and harnessed through training and participation in the development of company´s mission/vision/plans(MVP)” D.P.Grahn Friday, 4April 2003

  36. TQM-mim Model 3.Customer Satisfaction (Internal/ External) 4.Quality Planning 7.Continuous Improvement 6.Measurement/ Benchmarking Measurement 5.Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  37. 6a.Measurement “If you don´t know how to measure you can´t improve” “ What gets measured gets done” The Cost of Quality is the key driving force of TQM Friday, 4April 2003

  38. Cost of Quality Failure Total Cost of Quality COST Appraisal Prevention Quality awareness & improvement [BS 6143: Part2] Friday, 4April 2003

  39. Performance Management “PM is the way employees are managed to achieve organisational goals, leading to sustainable competitive advantage” “A synthesis of HRM and TQM” Ton van der Wiele Friday, 4April 2003

  40. 6b. Benchmarking “A continuous process to find and implement best practices that will lead to superior performance” Friday, 4April 2003

  41. TQM Model 3.Customer Satisfaction (Internal/ External) 7.Continuous Improvement 4.Quality Planning 6.Measurement/Benchmarking 5.Employee Involvement 1.Strategic Planning & Leadership 2.Senior & Middle Management Friday, 4April 2003

  42. 7.Continuous improvement “The quest for sustained quality improvement requires committed leadership and this responsibility cannot be delegated” Friday, 4April 2003

  43. Juran´s steps for Continuous Improvement More Opportunities Nominate Projects, Evaluate projects, Select a project REPLICATE & NOMINATE IDENTIFY PROJECT Design quality controls, foolproof the remedy, audit the controls Prepare a Mission select a team, verify the mission ESTABLISH PROJECT HOLD the GAINS DIAGNOSE the CAUSE REMEDY the CAUSE Analyze symptoms, Identify root cause(s) Design Remedy, prove effectiveness implement Friday, 4April 2003

  44. Deming´s cycle for Improvement Identify the problem Implementation of the final plan and standardization/ practicing of the improvements Gather data & determine Causes Planning for Improvement Determine if the plan is working correctly & if any further problems or opportunities are found Implementing the plan on a trial basis Friday, 4April 2003

  45. Continuous Improvement ramp Friday, 4April 2003

  46. Implementation of TQM “ TQM isn´t a one size that fits all programs. It needs to take conditions of each company into account” E.E.Lawler Friday, 4April 2003

  47. TQM & Organization Culture A successful total quality strategy needsto fit within the existing organization culture Friday, 4April 2003

  48. A General Manager´s advice on implementing TQM “It is not a quick fix; if they are expecting results overnight, they are not going to get them. It takes a long time and essentially requires the input of new ideas on a regular basis” Friday, 4April 2003

  49. Total or Partial TQM? Companies seem to pick up bits and pieces of TQM and then report that they are operating TQM, when in reality most schemes appear an ill-matched mixture of quality circles, employee involvement, quality tools and quality management systems. Friday, 4April 2003

  50. Job security & TQM Redundancies produce feelings of mistrust and fear among the workforce and are a poor foundation for an effective TQM program Friday, 4April 2003

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